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Sustainable development requires multiple stakeholders to work and learn across practices, in other words, it requires boundary crossing competence. To prepare students for their future sustainability professions, higher education should facilitate the development of boundary crossing competence in its curricula. This study aims to confirm whether boundary crossing learning can be stimulated by workshop-based support in multi-stakeholder projects.

This quasi-experimental intervention study (N = 122) investigates the effect of a series of supporting workshops on students’ boundary crossing learning in multi-stakeholder projects. The workshops allowed students to adopt four learning mechanisms (identification, coordination, reflection and transformation) theorised to stimulate learning across boundaries between practices. Students followed zero, one, or two workshops. By analysing the student learning reports, the study examines the effect of the workshop intervention on students’ self-efficacy for stakeholder collaboration, the number of reported student-stakeholder collaborative activities and the reported boundary crossing learning mechanisms.

The results show that a series of two workshops increase the number of reported collaborative activities and activates the students’ boundary crossing learning in terms of reflection and transformation.

These findings support the evidence-based design of multi-stakeholder learning environments for sustainable development and contribute to the body of knowledge regarding learning across practices.

Boundary crossing competence receives increasing attention as an asset for sustainable development. The added value of this study lies in its confirmation that the boundary crossing theory can be translated into directed educational support that can stimulate students’ boundary crossing learning.

The study aims to explore the critical approaches adopted by innovative organizations and to build an environment of trust between the multiple stakeholders collaborating for new product development (NPD).

A qualitative research approach is adopted in this study. Fifteen semi-structured interviews were conducted with experts from the wood product industry in Quebec, Canada. These organizations have successfully adopted the latest technological developments and have developed a strong collaboration with their stakeholders.

The study identified eleven strategies for the innovative organizations that included early involvement of the stakeholders in the design process, developing long-term relationships and fostering a transparent environment using Industry 4.0 technologies. A novel framework for using this strategy is presented with three stages of application, namely, planning, enactment and review.

Inter-organizational collaborations in NPD are more successful when imbued with trust. The NPD strategies must allow innovative organizations to achieve a balanced ecosystem in which value created through the adaption of new technology can be thoroughly captured through commercialization on time with no field failure.

The study adds to the body of knowledge in stakeholder theory and NPD research and practice.

The rise of CSR followed a demand for CSR standards and guidelines. In a sector already characterized by a large number of standards, the authors seek to ask what CSR schemes apply to agribusiness, and how they can be systematically compared and analysed.

Following a deductive‐inductive approach the authors develop a model to compare and analyse CSR schemes based on existing studies and on coding qualitative data on 216 CSR schemes.

The authors confirm that CSR standards and guidelines have entered agribusiness and identify a complex landscape of schemes that can be categorized on focus areas, scales, mechanisms, origins, types and commitment levels.

The findings contribute to conceptual and empirical research on existing models to compare and analyse CSR standards. Sampling technique and depth of analysis limit this research, but the authors offer insights into patterns of CSR standard development in agribusiness and point to important research avenues.

These findings can help agribusiness managers to select and analyse CSR standards and other forms of CSR guidance.

Standard and guidance setting activities can be expected to have real‐life effects on CSR outcomes. These effects need to be better understood by policy makers and stakeholders. The authors' meta‐analysis contributes to further research on who or what influences standard development.

Models to compare CSR schemes are rare and often focus on a small number of cases. The authors provide decision makers and researchers with insights into structural conditions through a meta‐analysis of a larger number of CSR schemes.

The purpose of this study is to provide a contextualized understanding of how business-to-business (B2B) firms use the sales development function for efficient and effective lead funnel management.

The authors adopted a qualitative field-study approach and interviewed 13 people from eight firms. While software as a service (SaaS) firms are the most prevalent application context for the sales development function, the authors also included respondents from non-SaaS firms to develop an in-depth understanding of the contextualized nature of the sales development process.

Sales development processes can be applied in outbound prospect-focused, outbound account-based, inbound prospect-focused and inbound account-based lead management contexts. The sales development processes of lead research, engagement and handover vary depending on the nature of the lead management context. These processes are supported by the appropriate design of organizational, technological and people platforms.

The authors explain how sales development as a form of inside sales can support effective lead funnel management in B2B firms through technology-enabled lead research and nurture processes designed to prepare customers for meaningful conversations with field sales.

To the best of the authors’ knowledge, this study is the first to focus purely on the sales development function as a form of inside sales. They explain how the sales development processes relating to lead research, engagement and handover are conducted in four distinct application contexts to qualify leads for the outside salesforce.

Whilst academic research can capture an existing sense of place, the act of placemaking through strategies such as events depends upon the attitudes and actions of precinct managers and event organisations. The purpose of this paper is to investigate the collaborative research process between researchers and a precinct manager that highlighted an event’s ability to contribute to placemaking within that precinct.

Using the results of this event experience study, informal interviews with the SPA research partners, secondary data and a longitudinal, reflective account of the research collaboration, the research process itself was investigated to see how it assisted in the (re)design of the event within the precinct manager’s placemaking strategy to encourage a family-friendly, beach-centred culture within the precinct.

It is proposed that the research results combined with a collaborative research process itself facilitated a shift from the business imperative on the event’s economic performance indicators to a broader discussion of the event’s role in shaping local’s (and visitor’s) perceptions of place, and allowed a broader discussion of the role of events in driving a “liveability” and/or placemaking agenda, complementing the economic impact agenda, for the precinct manager.

The paper suggests how and why it is important for academics to work collaboratively with precinct managers to translate the concept of placemaking into the actual design of events within a place. To do so requires the researchers to bridge the gap between theory and practice. For the concept to be translated into action, greater attention was drawn to the placemaking role of events, positioning it along economic impact measures as a valuable outcome of events.

Few co-authored studies, representing both researchers and practitioners exist within the events sector, and this study contributes towards understanding process of research impact, by considering the forces capable of delivering a placemaking agenda through a precinct’s event portfolio.

Technological developments are having an impact on the construction sector and are creating a paradigm shift in project delivery methods. Traditional project delivery systems are inadequate in current project development processes. A more integrated project delivery system and the establishment of contractual and financial structures are needed. The purpose of this study is to incorporate integrated project delivery and real estate certificate concepts and propose a model for real estate development.

As a methodology, both integrated project delivery and real estate certificate concepts are reviewed individually, and a case to real estate certificate in Turkey is examined.

A real estate certificate is a new method for financing the development process. The system covers the financial dimension of the integrated project delivery system. When these two concepts are combined, they provide an alternative to the real estate development process.

This study is a preliminary study and lays the foundation for future studies.

In theory, both concepts have many advantages, in practice, it is essential to create the necessary legal basis for these advantages to be valid. As this process requires significant planning and contract management, the proposed model must be properly designed at the start of the project.

This study proposes a new model for real estate development by combining integrated project delivery and real estate certificate concepts.

The aim of the paper is to investigate social sustainability by focussing on the stakeholder theory and by presenting specific levers and capabilities for building more socially sustainable organizations.

The paper is based on the analysis of recent academic and managerial literature. Through comparing theoretical and methodological perspectives from multiple authors, a specific theoretical and methodological viewpoint based on the stakeholder theory is proposed.

The paper discusses the idea that building socially sustainable organisations requires the management of multi-stakeholder processes that are physiologically conflicting and that often create paradoxical tensions. Participative settings of action and reflection and capabilities as reflexivity and “paradoxical thinking” are proposed as key levers for dealing with multi-stakeholders processes towards a more socially sustainable organizing.

This paper raises reflections focussed on the “social pillar” of sustainability and does not consider different types of organizations in different multi-stakeholders processes. Such a perspective does not exhaust the variety of cases and research studies that could be considered in the field and further developed.

The value of the paper is in its construction of a framework for both research and practical purposes in the domain of management and sustainability. The work also attempts to link the concepts of reflexivity and paradox to a methodological proposal for leading the organizational journey towards social sustainability.

This paper aims to explore how existing collaborative governance arrangements in the context of corporate responsibility (e.g. the Global Reporting Initiative and Social Accountability 8000) need to collaborate more directly in order to enhance their impact. The objective of this paper is twofold: primarily, to explore existing and potential linkages between multi‐stakeholder standards; but, at the same time, to explore the potential for standard convergence.

The paper follows a conceptual approach that is supported by a variety of case examples. First, the nature and benefits as well as shortcomings of multi‐stakeholder standards are explored. Second, a categorization scheme for the availability of such standards is developed. Third, linkages between the different standard categories are explored and discussed. Last but not least, the paper outlines practical implications.

A variety of linkages between existing multi‐stakeholder standards exist. These linkages need to be strengthened, as the market for corporate responsibility is unlikely to support a great variety of partly competing and overlapping initiatives.

The paper offers a structured discussion of potential linkages between multi‐stakeholder standards and thus complements the literature where such initiatives are discussed (usually without much mention of linkages). Practitioners will find the discussion useful to explore how their participation in a variety of initiatives can be better coordinated.

The research reported in this paper takes a critical look at the process of multi-stakeholder consultation and management in a PPP project environment, to fill the gaps in the existing literature. It considers the various problems encountered on PPP initiatives around the world that have led to public opposition and failure of some PPP projects. Two interconnected aspects are tackled: definition of the principal project stakeholder and the management of the principal project stakeholder, as a multi-stakeholder. The paper aims to discuss these issues.

Existing theory and practice of project stakeholder management is analysed through case studies and other sources, and the uniqueness of a PPP project environment, which influences PPP multi-stakeholder management approaches, is established.

Current tensions and public protests across Africa, North and South America, Australia and Europe around PPP projects are highlighted, and these seem to be centred on public stakeholders' marginalisation. It is found that the public outcry across continents is characterised by a marginalised public.

Results advocate a paradigm shift by accepting multi-stakeholding as central to PPP project management. A multi-stakeholder management model is proposed, which will move the public from the margins of the PPP project space to the centre where fundamental decisions are made from conception to facility ownership and operation.

The study takes a pragmatic approach to the problem of exclusion of the public in PPP projects. It is one of few studies to bring the public to the centre of PPP project processes.

This paper aims to analyze the relevance of private meta-governance for multi-stakeholder partnerships. The authors assume that meta-governance, defined as higher level rules that shall guide partnerships’ governance activities, could build on and institutionalize lessons learned about partnerships’ success conditions and, in doing so, may render partnerships’ work more effective in the future.

The research paper investigates a case of non-state meta-governance in the standard-setting arena. It explores how actors assess the interaction of the meta-governance efforts of the International Social and Environmental Accreditation and Labelling (ISEAL) Alliance (mainly in the form of their three Codes of Good Practice) and the Alliance for Water Stewardship’s efforts when setting and implementing their International Water Stewardship Standard. For this, a combination of research methods is applied: a literature review for deriving propositions on success conditions; document analysis, participatory observation and semi-structured interviews for gathering empirical evidence on the interaction between meta-governance and the partnership’s work.

Respondents praise the benefits of ISEAL’s enabling meta-governance measures to strengthen their standard, structures and processes, as well as from ensuring activities, as these also improve their internal governance system while simultaneously providing credibility. In this context, they confirm the relevance of three success factors mentioned in the literature on voluntary standards: an inclusive process, a locally adapted design of the standard and institutionalized compliance management.

Instead of reinventing the wheel with every new multi-stakeholder partnership, meta-governance frameworks should be used to enable partnership staff and members, policymakers and stakeholders to learn from experience.

The authors’ analysis generates unique insights into perceptions of partnerships’ staff and stakeholders regarding lessons learned and private meta-governance. The present study on these actors’ perspectives provides a starting-point for further research on how meta-governance could help institutionalize success factors to scale-up and improve the impact of standard-setting partnerships.