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Collaborative Strategic Management: Strategy Formulation and Implementation by Multi-Organizational Cross-Sector Social Partnerships

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Abstract

The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested through the use of two qualitative empirical cases of collaborative regional sustainable development strategies (CRSDS). The model augments previous collaboration models by highlighting two levels of implementation (the collaboration and the organizational levels) and by considering the different types of outcomes, and the feedback loops.

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Authors and Affiliations

  1. Centre for Environment and Business, School of Environment, Enterprise and Development, University of Waterloo, Waterloo, ON, Canada

    Amelia Clarke

  2. Schwartz School of Business, St. Francis Xavier University, Antigonish, NS, Canada

    Mark Fuller

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  1. Amelia Clarke
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  2. Mark Fuller
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Correspondence to Amelia Clarke.

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Clarke, A., Fuller, M. Collaborative Strategic Management: Strategy Formulation and Implementation by Multi-Organizational Cross-Sector Social Partnerships. J Bus Ethics 94 (Suppl 1), 85–101 (2010). https://doi.org/10.1007/s10551-011-0781-5

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  • DOI: https://doi.org/10.1007/s10551-011-0781-5

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