TY - JOUR
T1 - Sustainability cross-sector partnerships
T2 - The strategic role of organizational structures
AU - Ordonez-Ponce, Eduardo
AU - Clarke, Amelia
N1 - Publisher Copyright:
© 2020 ERP Environment and John Wiley & Sons Ltd.
PY - 2020/9/1
Y1 - 2020/9/1
N2 - Organizations partner for strategic reasons and sustainability is a strategic opportunity. However, organizations' strategic engagement in sustainability partnerships has been mainly qualitatively studied. This research aims to determine if structures, a key component of the strategy, are implemented within organizations when joining sustainability partnerships, whether organizational structures mediate between goals and outcomes achieved from partnering, if highly structured organizations achieve highly valued outcomes, and if organizational structures differ according to the sector. Data from 224 organizations from the public, civil society, and private sectors partnering in large cross-sector partnerships for the sustainability of four cities were collected and quantitatively analyzed finding that structures are implemented by organizations when partnering for sustainability, that is, sustainability partnerships are strategic; structures do not mediate between goals and outcomes; being highly structured is not enough for accomplishing valuable outcomes; and informal structural features are the most implemented by organizations, with public sector organizations differing from other sectors.
AB - Organizations partner for strategic reasons and sustainability is a strategic opportunity. However, organizations' strategic engagement in sustainability partnerships has been mainly qualitatively studied. This research aims to determine if structures, a key component of the strategy, are implemented within organizations when joining sustainability partnerships, whether organizational structures mediate between goals and outcomes achieved from partnering, if highly structured organizations achieve highly valued outcomes, and if organizational structures differ according to the sector. Data from 224 organizations from the public, civil society, and private sectors partnering in large cross-sector partnerships for the sustainability of four cities were collected and quantitatively analyzed finding that structures are implemented by organizations when partnering for sustainability, that is, sustainability partnerships are strategic; structures do not mediate between goals and outcomes; being highly structured is not enough for accomplishing valuable outcomes; and informal structural features are the most implemented by organizations, with public sector organizations differing from other sectors.
KW - community sustainability
KW - contingency theory
KW - cross-sector partnerships
KW - organizational structures
KW - resource-based view
KW - strategic management
UR - http://www.scopus.com/inward/record.url?scp=85085128564&partnerID=8YFLogxK
U2 - 10.1002/csr.1952
DO - 10.1002/csr.1952
M3 - Journal Article
AN - SCOPUS:85085128564
SN - 1535-3958
VL - 27
SP - 2122
EP - 2134
JO - Corporate Social Responsibility and Environmental Management
JF - Corporate Social Responsibility and Environmental Management
IS - 5
ER -