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  1.  9
    Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View.Adriane MacDonald & Amelia Clarke - 2019 - Business and Society 58 (2):298-332.
    The prevalence and complexity of local sustainable development challenges require coordinated action from multiple actors in the business, public, and civil society sectors. Large multi-stakeholder partnerships that build capacity by developing and leveraging the diverse perspectives and resources of partner organizations are becoming an increasingly popular approach to addressing such challenges. Multi-stakeholder partnerships are designed to address and prioritize a social problem, so it can be challenging to define the value proposition to each specific partner. Using a resource-based view, this (...)
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  2.  16
    Collaborative Strategic Management: Strategy Formulation and Implementation by Multi—Organizational Cross—Sector Social Partnerships.Amelia Clarke & Mark Fuller - 2010 - Journal of Business Ethics 94 (S1):85-101.
    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 (...)
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  3.  7
    Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships.Amelia Clarke & Andrew Crane - 2018 - Journal of Business Ethics 150 (2):315-332.
    Systems change requires complex interventions. Cross-sector partnerships face the daunting task of addressing complex societal problems by aligning different backgrounds, values, ideas and resources. A major challenge for CSPs is how to link the type of partnership to the intervention needed to drive change. Intervention strategies are thereby increasingly based on Theories of Change. Applying ToCs is often a donor requirement, but it also reflects the ambition of a partnership to enhance its transformative potential. The current use of ToCs in (...)
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    Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research.Amelia Clarke & Andrew Crane - 2018 - Journal of Business Ethics 150 (2):303-313.
    The literature on cross-sector partnerships has increasingly focused attention on broader systemic or system-level change. However, research to date has been partial and fragmented, and the very idea of systemic change remains conceptually underdeveloped. In this article, we seek to better understand what is meant by systemic change in the context of cross-sector partnerships and use this as a basis to discuss the contributions to the Thematic Symposium. We present evidence from a broad, multidisciplinary systematized review of the extant literature, (...)
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    Multi-Stakeholder Partnerships for Sustainability: Designing Decision-Making Processes for Partnership Capacity.Adriane MacDonald, Amelia Clarke & Lei Huang - forthcoming - Journal of Business Ethics:1-18.
    To address the prevalence and complexities of sustainable development challenges around the world, organizations in the business, government, and non-profit sectors are increasingly collaborating via multi-stakeholder partnerships. Because complex problems can be neither understood nor addressed by a single organization, it is necessary to bring together the knowledge and resources of many stakeholders. Yet, how these partnerships coordinate their collaborative activities to achieve mutual and organization-specific goals is not well understood. This study takes an organization design perspective of collaborative decision-making (...)
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