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Recognition that not every climate adaptation policy is a good one has shifted attention to new tools and methods to measure the adequacy and effectiveness of adaptation policies. This study aims to propose and apply and applies an innovative adaptation policy assessment framework to identify the extent to which climate adaptation policies in Vietnam exhibit conditions that are likely to ensure a sufficient, credible and effective adaptation.

In total, 21 conditions, categorized under five normative principles and covering critical issue areas in adaptation domain, form the climate adaptation policy assessment framework. The principles were double-checked and tested in case studies through observations and analyses of policy documents to ensure that each condition should be distinct and not overlapping across principles. To see if the principles and attendant conditions were able to capture all relevant aspects of adaptation, the authors used structured expert judgment. In total, 39 policy documents pertaining to climate change adaptation were selected for qualitative document analysis. In-depth interviews with local officials and experts were conducted to address data gaps.

The study reveals major weaknesses constituting a reasonably worrisome picture of the adaptation policies in Vietnam since several critical conditions were underrepresented. These results shed new light on why some adaptation policies falter or are posing adverse impacts. The findings suggest that a sound policy assessment framework can provide evidence on what effective adaptation policy looks like and how it can be enabled. The framework for climate adaptation policy assessment in this study can be easily adjusted and used for different socio-environmental contexts in which new conditions for policy assessment might emerge.

The findings show underlying weaknesses constituting a reasonably worrisome picture of the adaptation regime in Vietnam. In the absence of mechanisms and measures for accountability and transparency in policy processes, adaptation in Vietnam appears more likely to be prone to maladaptation and corruption. While solving these problems will not be easy for Vietnam, the government needs to evaluate whether the short-term gains in sustaining the existing adaptation policies really make progress and serve its long-term climate-adaptive development goals.

Although interpretations of adaptation effectiveness may be very divergent in different normative views on adaptation outcomes, the authors argue that a common, agreed-upon effectiveness can be reached if it is clearly defined and measurable in adaptation policies. Thus, the climate adaptation policy assessment framework proposed in this study is critical for policymakers, practitioners, donors and stakeholders dealing with adaptation to better understand the weaknesses in policymaking processes, pinpoint priority areas of action and timely prevent or prepare for possible adverse impacts of policies.

This chapter examines how implementation of SDG solutions can be improved through adaptive strategies. Many so-called blueprint strategies are inflexible during implementation and underestimate the importance fitting general goals and plans to shifting local needs and contexts. The chapter emphasizes the importance of identifying the specific types of dynamic challenges that will prompt the need for adaptation when implementing sustainability strategies. Adaptive cocreation provides a valuable framework for overcoming traps of various sorts that may block implementation. The problem-driven iterative adaptation (PDIA) model is introduced as one approach to adaptation. PDIA is particularly valuable for achieving bottom-up integration of SDGs and projects. Finally, the chapter considers the importance of social learning as a strategy for collaborative adaptation.

We currently know little about how transferring can be accomplished when source- and target environments only have little in common. This chapter utilizes the case of EuroCo and AsiaCo to account for how a transfer of interrelated routines across multiple boundaries unfolds. A pragmatic and flexible approach to transferring, where coordinating actors attended to replication and adaptation as means rather than ends, is illuminated. Notably, coordinators split their work into smaller chunks by focusing on artifacts, people, and actions. As pressures to progress the transfer increased, they conceived of new ideas for performances and put the ideas to use along three trajectories focused on embedding, embodying, and enacting routines. Eventually, they blended performances from each trajectory back together into a new overarching notion of what was to be transferred. In elaborating on and discussing these findings, the chapter contributes to literature on routine transfer. Boundary conditions and avenues for future research are discussed.

This study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive strategies. Based on the literature on turning points, phase models and strategic negotiations, the authors developed an initial framework identifying five distinct strategic adaptations.

To verify the framework, the authors analyzed two negotiation simulations with a diverse set of negotiation students. Negotiations were content-coded, and adaptations were labeled.

The authors found a consistent pattern across two studies. Overall, 12% (study 1) and 18% (study 2) of all speaking turns were identified as strategic adaptations. The findings empirically confirmed four of their strategic adaptation types: adapt to deadlock, follow adaptation by opponent, adapt to priority of issue under discussion and adapt to new information on issue. Moreover, findings of this study revealed two new types of strategic adaptability: delayed adaptation to opponent and adapt to understand opponent. Study 2 additionally revealed that strategies vary with the negotiation phase, and negotiation outcome seems to benefit more from the constellation rather than the frequency of adaptations. Furthermore, lower-scoring negotiators tended to adapt to the opponent’s strategy instead of initiating a change in strategy.

The findings of this study provide preliminary insights into how strategic adaptations unfold. These findings present future research opportunities to further test the framework's robustness, increase the knowledge of individual and cultural factors, explore the relationship with negotiation outcomes and develop educational interventions to enhance strategic adaptability.

As adaptation and mitigation are separated in international and national policies, there is also a division in the financial resources mobilized by the international community to help developing countries deal with climate change. Given that mitigation activities can benefit or hinder adaptation, and vice versa, promoting activities that contribute to both objectives can increase the efficiency of fund allocation and minimize trade-offs, particularly in land-related activities such as agriculture and forestry. The purpose of this study is to analyze how climate funding organizations consider the integration of adaptation and mitigation.

The authors interviewed representatives of climate funds directed toward forestry and agriculture to gain a better understanding of how they perceive the benefits, risks and barriers of an integrated approach; whether they have concrete activities for promoting this approach; and how they foresee the future of adaptation–mitigation integration.

Interviews revealed a diverse range of perceived benefits, risks and barriers at local, national and global scales. Most interviewees focused on the local benefits of this integration (e.g. increasing the resilience of forest carbon projects), whereas others emphasized global risks (e.g. decreasing global funding efficiency because of project complexity). Despite the general interest in projects and policies integrating adaptation and mitigation, few relevant actions have been implemented by organizations engaged in climate change finance.

This paper provides new insight into how the representatives of climate funds perceive and act on the integration of adaptation and mitigation in forestry and agriculture. The findings by the authors can inform the development of procedures for climate change finance, such as the Green Climate Fund. While managers of climate funds face barriers in promoting an integrated approach to adaptation and mitigation, they also have the capacity and the ambition to overcome them.

The purpose of this paper is to examine how first-tier suppliers in multi-tier supply chains adapt their vertical and horizontal relationships to reduce the risk of slavery-like practices.

Using Archer’s morphogenetic theory as an analytical lens, this paper presents case analyses adduced from primary and secondary data related to the development of relational anti-slavery supply capabilities in Brazilian–UK beef and timber supply chains.

Four distinct types of adaptation were found among first-tier suppliers: horizontal systemisation, vertical systemisation, horizontal transformation and vertical differentiation.

This study draws attention to the socially situated nature of corporate action, moving beyond the rationalistic discourse that underpins existing research studies of multi-tier, socially sustainable, supply chain management. Cross-sector comparison highlights sub-country and intra-sectoral differences in both institutional setting and the approaches and outcomes of individual corporate actors’ initiatives. Sustainable supply chain management theorists would do well to seek out those institutional entrepreneurs who actively reshape the institutional conditions within which they find themselves situated.

Practitioners may benefit from adopting a structured approach to the analysis of the necessary or contingent complementarities between their, primarily economic, objectives and the social sustainability goals of other, potential, organizational partners.

A range of interventions that may serve to reduce the risk of slavery-like practices in global commodity chains are presented.

This paper presents a novel analysis of qualitative empirical data and extends understanding of the agential role played by first-tier suppliers in global, multi-tier, commodity, supply chains.

Sustainability has long been known to present an epistemic challenge. In the corporate setting, this challenge translates into the difficulties experienced by managers not only in devising solutions to corporate sustainability problems, but even in developing the awareness of the latter. The paper explores how these difficulties may be overcome by corporate stakeholder management policies.

The paper develops a conceptual framework that reconstructs the Hayekian theory of market process in the context of Williamson's (1996) distinction between autonomous and cooperative adaptation.

Applying the Hayekian theory of market process to the process of engagement and collaboration of corporate stakeholders, the paper shows how the latter process may address the epistemic challenge of corporate sustainability and derives implications for the design of business models for sustainability.

The paper informs stakeholder theory in two ways: first, stakeholder theory is given a novel justification in terms of reflecting the growing prominence of cooperative adaptation and second, corporate stakeholder management is shown to be crucial for maximizing not only economic but also sustainability performance.

The paper aims to compare and evaluate two Norwegian municipal networks for climate change adaptation, to see how such networks should be initiated and implemented as a means of achieving adaptation measures within municipalities.

The findings are based on 12 qualitative interviews taken from two case studies, and the results are explained in relation to the multilevel network framework and environmental psychology.

Multilevel networks can promote learning and identification of specific actions in connection with climate change adaptation. The aim should be to establish interdisciplinarity, with participants from at least two authority levels. Representatives should be in positions that enable them to introduce acquired knowledge to the organization and influence its application. A network requires organizational commitment, during the initial phase and throughout the follow-up process. Municipal leaders (mayors) must be aware of the network, act as signatories to relevant documents, and be familiar with participating representatives. Commitment to knowledge application within the organization also requires that participants understand where and how to work strategically to convert new ideas into action.

This paper presents practical and research-based guidelines for the management of climate change adaptation networks at municipal, county and national authority levels.

This paper combines political science and environmental psychology perspectives as a means of analysing network achievements. A psychological approach may help to promote a greater understanding of why and how network knowledge is transferred.

The purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.

A theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.

The results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.

This study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.

This chapter examines the translation of generic global goals into local action. It first discusses the translation of global goals into national agendas and the challenges of localizing the goals. Localizing the goals is essential for ensuring that the SDGs reflect local needs, norms, and values, thus ensuring that local actors find them relevant and meaningful. The chapter argues that cocreation is a key vehicle for the localization of the SDGs and identifies the key benefits that arise from using cocreation as a localization strategy. Cocreation can foster the will and capacity for local governments and communities to advance the cause of sustainability. Cocreation can help communities integrate the sustainable development goals, identify hidden resources, build support networks, create social accountability, etc.