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Publications Published Articles

2013. Learning & transformative networks to address wicked problems: A golden invitation.

Learning & transformative networks to address wicked problems: A golden invitation.  Steve Waddell, Milla McLachlan, and Domenico Dentoni.  International Food and Agribusiness Management Review, 16(A), 23-32. Reprint:  The Non-Profit Quarterly Fall/Winter 2013, 26-33.

This essay explores the role of learning networks in strengthening the transformative potential of multi-stakeholder initiatives in the agro-food sector. It begins with reflections on the learning needs of a regional multi-stakeholder initiative in the agro-food sector, the Southern Africa Food Lab (SAFL). Then, the essay introduces an emerging learning network, namely GOLDEN for Sustainability. GOLDEN is a global learning network currently developing outside the agricultural and food sector, but with the ambition of including the agro-food sector. The authors are all connected to GOLDEN, and through this article they aim to leverage the International Food and Agribusiness Management Review (IFAMR) platform as a tool for developing such networks (Dentoni et al. 2012) and to invite agro-food organizations to participate in learning networks such as GOLDEN.

2013. Inter-Organizational Learning: A new frontier

Inter-Organizational Learning:  A new frontier.  Capacity.org, January(46), 3-6.

Steve Waddell, Heinz Greijn, Koen Faber, Jonas Haertle, Annalisa Mauro

Abstract:  Without good learning strategies, inter-organizational networks will fall well below their potential and spend resources repeating mistakes needlessly.  Yet, there is little known about inter-organizational learning.  This article proposes a framework for developing an inter-organizational learning strategy, and discusses challenges to its successful development.

Work the Net: A Management Guide for Formal Networks

Egger, K. U., Glueck, M., Buchholz, G., Rana, G., & Arhidan, S. (2006). Work the Net:  A Management Guide for Formal Networks. New Delhi, India: GTZ.

This is a network development guide, particularly useful for people starting multi-stakeholder networks.  It draws in particular from experience in sustainable resource management.

2012. How Trust Shapes Global Action Networks: Evidence from the Kimberley Process

Bieri, F., & Waddell, S. (2012). How Trust Shapes Global Action Networks:  Evidence from the Kimberley Process, Presented at the MOPAN Conference. Wageningen University.

Multi-stakeholder approaches in global governance are in vogue, yet little is known about how these different actors can sustain effective, collective work on an issue area. This paper presents empirical data from the Kimberley Process (KP), a global regulatory system aimed at curbing the trade in conflict diamonds to specify the role and processes of trust in Global Action Networks (GANs). We find that mutual trust amongst government, business and civil society actors was critical in the emergence of the KP and remains key in the effective implementation of the Kimberley Process Certification Scheme (KPCS). Specifically, the KPs inaction on human rights violations in the Marange diamond fields of Zimbabwe has significantly reduced public trust in the GAN’s. We conclude our analysis with lessons from the Diamond Development Initiative (DDII), a GAN in its own right which has emerged in the quest to confront problems in the artisanal diamond industry.

2012. Design Guidelines to Address Global Challenges

Design Guidelines to Address Global Challenges: Lessons from Global Action Networks.  Journal of Organizational Design 1(3): 1-19 (2012)

Abstract:  Traditional organizations appear incapable of adequately addressing critical global issues such as war, climate change, and inequality. Addressing these issues suggests the need for organizational innovation to develop global social contracts. Successful innovation must address four integration imperatives: of effort and resources across organizational sectors (business, government, civil society) and sense-making, aggregations of individual-to-global, time horizons of short and long term, and of issue areas themselves. A new type of organization, Global Action Networks, aims for this integration. Based upon analysis of this new organization, five design principles for global social contract organizations are proposed.

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