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This chapter examines the case studies in this volume with a focus on concepts and methods used in the study of multi-organization networks and partnerships, motivations to join in multi-party collaboration, how multi-organization collaborations organized and managed, what kinds of value are created by collaborations, and the role of leadership therein.

A comparative look at four vertical networks (in health care and education); two “issue” networks/partnerships (sustainable seafood and water use); and the roles of government in collaboration in horizontal, vertical, and issue-based arrangements.

The chapter describes “lessons” learned about building both sustainability and collaborative capabilities in and across partnering organizations and about improving partnership structures, processes, and results.

The chapter sums and synthesizes the volume’s contributions.

We explore a case example of hybridity between a large worker-owned cooperative and a union through three lenses: organizational forms, multiple institutional logics, and organizational identity. We delineate three types of organizational hybridity: (1) stretching an existing organizational form; (2) creating a new organizational form; and (3) and retaining multiple discrete organizational forms in a common venture. The cooperative–union hybrid shares members from the two contributing organizations, and so can be classified as a matrix sub-form of multi-organizational hybridity. This study describes how the coop-union hybrid manages the multiple logics and identities retained from both contributing organizations. It considers the hazards of combining these logics and identities, and offers some suggestions on how to avoid potential difficulties. Finally, given the complexity and inefficiencies of the matrix form, we explore whether matrix hybridity is a transitional or permanent form in this particular instance of a cooperative–union venture.

This chapter seeks to address questions related to the convergence among alternative agrifood movements as well as the convergence between alternative and conventional practices with a focus on local movements. We reconstruct the common conflation of the alternative/conventional binary into a multidimensional measure that recognizes the complex interactions of economic, political, social, and cultural elements in the construction of convention, alterity, and opposition. We also consider several forms of possible convergence: multi-organizational, multi-sectoral (among elements of the agrifood system), multidimensional (among political, economic, cultural, and social practices), and multilevel or scale (hierarchy of spatially embedded governance units). These matters are empirically examined by focusing on the rapidly growing Food Policy Council (FPC) movement in North America. We address the question of this movement’s diffusion, consider its variable linkages between state and civil society, and examine the substantive practices and framings in which the movement has been engaged. While we find that most FPC practices are probably vulnerable to conventionalization, the movement’s most valuable function may be its modular form. That form functions as an incubator of multi-organizational and multi-sectoral experimental practices in a multiplicity of local environments. Further, ties between FPCs provide a networking mechanism for transmitting information about the successes and failures of those experiments among hundreds of locales and regions. Finally, the discourse among the FPC leadership amplifies values favoring the democratization of food, and articulates beliefs in the right to food as well as notions of food citizenship and sovereignty.

We argue that in order to address the contemporary challenges that organizations and societies are facing, the field of organization development (OD) requires frameworks and skills to focus on the eco-system as the level of analysis. In a world that has become economically, socially, and technologically highly connected, approaches that foster the optimization of specific actors in the eco-system, such as individual corporations, result in sub-optimization of the sustainability of the natural and social system because there is insufficient offset to the ego-centric purposes of the focal organization. We discuss the need for OD to broaden focus to deal with technological advances that enable new ways of organizing at the eco-system level, and to deal with the challenges to sustainable development. Case examples from healthcare and the agri-foods industry illustrate the kinds of development approaches that are required for the development of healthy eco-systems. We do not suggest fundamental changes in the identity of the field of organizational development. In fact, we demonstrate the need to dig deeply into the open systems and socio-technical roots of the field, and to translate the traditional values and approaches of OD to continue to be relevant in today’s dynamic interdependent world.

Purpose – This chapter provides a reflective synopsis of the chapters in the volume and highlights the learning from the cases about the development of new orientations, design configurations, and learning mechanisms. It charts directions for further research and possible managerial actions.

Design – The chapters in this second volume of the book series “Organizing for Sustainable Effectiveness” capture a rich set of cases in which organizing for sustainable health care was the central focus. Each chapter illuminated the development of a distinct health care system in a unique cultural and national context, and had a special focus on reporting theoretically informed and rigorously explored knowledge to guide purposeful design and learning approaches. Collectively the chapters highlighted the processes, organization and design, system regulation, and continuous learning approaches in complex organizational and multi-organizational health care systems that enable focus on and advancement of economic, social, and ecological outcomes.

Findings – Several critical themes have emerged from the cases, and from the broader literature on health care transformation: the importance of purpose; the need to overcome fragmentation; the need for alternative business models; technology as an investment in sustainable health care; the centrality of knowledge management; the importance of partnership and collaboration; the role of self-organization and leadership; and the criticality of building change capabilities.

Large numbers of adults with mental illness detained by police, seen in the courts, and confined in prisons and jails has been a longstanding concern of officials in the mental health and criminal justice systems. Diversion programs represent an important strategy to counteract the criminalization of persons with mental illness. The challenge is to identify and integrate resources in such a way that an organization bridging the police, courts, mental health, substance abuse, homelessness, welfare and entitlements agencies would evolve that would effectively and appropriately serve offenders with mental health issues, keeping them stable in the community and reducing recidivism.

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these resources in a non-exploitive way, regenerating them, and paying due attention to the needs and ambitions of its stakeholders in the short- and long-term. For most presently existing organizations attaining and maintaining sustainability requires a midcourse correction, a transformation process. This chapter reviews the main concepts regarding sustainability and previous research of organizational development in this context. It presents a four-phase model for this transformation process and illustrates the model's application in four different contexts. The results are discussed and directions for further research are presented.

Corporations are now collaborating to meet complex global sustainability challenges, which, until recently, were considered beyond the mandate of business leaders. Multi-organizational consortia have formed, not as philanthropic efforts, but to find competitive advantage. To examine the dynamics of an early collaboration of this sort, with a view to suggesting how future inter-organizational projects might be fostered, we pursued an in-depth multi-method case study of “The Sustainability Consortium.” The Consortium has convened Fortune 50 senior managers since 1998. Our analysis uncovers the primacy of “Relational Space” – a rich context for aspirational trust and reflective learning across organizational boundaries, which is enabled by, and in turn gives rise to, collaborative projects. Within this space, an ecology of organizational leaders committed to sustainability can accomplish together what would be impossible in their individual organizations. We explain the viability of this collaboration.