Draft:Multi-stakeholder partnerships
| Submission declined on 13 November 2024 by CFA (talk). This submission reads more like an essay than an encyclopedia article. Submissions should summarise information in secondary, reliable sources and not contain opinions or original research. Please write about the topic from a neutral point of view in an encyclopedic manner.
Where to get help
How to improve a draft
You can also browse Wikipedia:Featured articles and Wikipedia:Good articles to find examples of Wikipedia's best writing on topics similar to your proposed article. Improving your odds of a speedy review To improve your odds of a faster review, tag your draft with relevant WikiProject tags using the button below. This will let reviewers know a new draft has been submitted in their area of interest. For instance, if you wrote about a female astronomer, you would want to add the Biography, Astronomy, and Women scientists tags. Editor resources
|  |
Multi-stakeholder partnerships
[edit]Multi-stakeholder partnerships (MSPs) are collaborative arrangements between various sectors of society that work together to address complex social, economic, and environmental challenges. These partnerships typically involve governments, businesses, civil society organisations, and other relevant stakeholders working towards common goals.[1][2].
Overview
[edit]Multi-stakeholder partnerships emerged in the late 20th and early 21st centuries as a response to the increasing complexity of global issues and the recognition that no single sector could effectively address these challenges alone[3][4]. MSPs aim to leverage the diverse resources, expertise, and perspectives of different stakeholders to create innovative solutions and achieve sustainable outcomes[3][5]
Key characteristics
[edit]Multi-stakeholder partnerships (MSPs) are characterised by several distinct features that set them apart from other forms of collaboration. These partnerships typically involve diverse participation from a range of actors across different sectors, including government, business, civil society, and academia[6].
A fundamental aspect of MSPs is their focus on shared objectives, with partners working towards common goals that are often aligned with broader societal or global objectives[7][8]. Participation in MSPs is generally voluntary and based on mutual interest[1], fostering a sense of commitment and shared responsibility among partners. Decision-making in these partnerships is collaborative, relying on consensus-building and negotiation to ensure all voices are heard[9]. MSPs also involve significant resource sharing, with partners contributing various assets including financial, technical, and human capital[10]. Finally, these partnerships often emphasise transparency and accountability, promoting open communication and mutual accountability among all involved parties. These characteristics collectively enable MSPs to address complex challenges that individual sectors may struggle to tackle alone.
Types of multi-stakeholder partnerships
[edit]MSPs can take various forms, depending on their scope, objectives, and participating stakeholders. Some common types include:
1. Global partnerships: Address international issues such as climate change, poverty reduction, or public health[11][7].
2. Public-private partnerships (PPPs): Collaborations between government entities and private businesses to deliver public services or infrastructure[6][12].
3. Industry-wide initiatives: Partnerships within specific sectors to address common challenges or promote sustainable practices[13][5].
4. Community-based partnerships: Local collaborations addressing specific community needs or development goals[1].
Examples
[edit]- The Global Alliance for Vaccines and Immunisation (GAVI): A partnership between public and private organisations to improve access to immunisation in developing countries[14]
- The Forest Stewardship Council (FSC): A multi-stakeholder initiative to promote responsible management of the world's forests[15].
- The Global Reporting Initiative (GRI): A partnership that develops and promotes sustainability reporting standards for organisations worldwide[16]
Challenges and considerations
[edit]Multi-stakeholder partnerships (MSPs) offer several significant advantages while also presenting notable challenges. One of the primary benefits is the pooling of diverse resources and expertise, which allows partners to leverage complementary strengths and address complex issues more effectively[6]. This collaborative approach can lead to enhanced legitimacy and credibility for the initiatives undertaken, as they represent a broader consensus across different sectors of society[7]. MSPs also foster increased innovation and problem-solving capacity by bringing together diverse perspectives and experiences[5]. Additionally, these partnerships can improve coordination and reduce duplication of efforts, leading to more efficient use of resources in addressing societal challenges[1].
However, MSPs are not without their difficulties. One significant challenge is managing power imbalances among partners, which can lead to unequal influence in decision-making processes[1]. Aligning the diverse interests and objectives of multiple stakeholders can also prove challenging, potentially leading to conflicts or delays in achieving partnership goals. The complexity of governance and decision-making processes in MSPs can sometimes hinder effective action, requiring careful management and clear protocols[5][17]. Finally, measuring and attributing impact remains a persistent challenge for many partnerships, as it can be difficult to isolate the effects of collaborative efforts from other factors influencing outcomes[1]. Despite these challenges, when well-managed, MSPs continue to be viewed as a valuable approach for addressing complex societal and environmental issues.
Future directions
[edit]As global challenges continue to evolve, multi-stakeholder partnerships (MSPs) are poised to play an increasingly significant role in sustainable development and global governance. Scholars and practitioners have identified several key areas that will likely shape the future trajectory of MSPs. One critical focus is the improvement of measurement and evaluation methodologies to better assess and demonstrate the impacts of these partnerships[18]. This is closely linked to efforts aimed at enhancing inclusivity and representation within MSPs, ensuring that a diverse range of stakeholders, particularly those from marginalised groups, have meaningful participation in decision-making processes[1]. Another important direction is the development of more effective governance models capable of managing the complexity inherent in large-scale, multi-sector collaborations[9][6]. Additionally, there is growing interest in leveraging emerging technologies to facilitate more efficient communication and coordination among partners, potentially expanding the scope and scale of what MSPs can achieve[7]. As these areas of focus evolve, they are likely to contribute to the increasing effectiveness and relevance of multi-stakeholder partnerships in addressing complex global challenges.
References
[edit]- ^ a b c d e f g Stibbe, Darian; Prescott, Dave (2020). "The SDG Partnership Guidebook: A practical guide to building high-impact multi-stakeholder partnerships for the Sustainable Development Goals" (PDF). The Partnering initiative and UNDESA.
- ^ Pattberg, Philipp; Widerberg, Oscar (2016-02-01). "Transnational multistakeholder partnerships for sustainable development: Conditions for success". Ambio. 45 (1): 42–51. Bibcode:2016Ambio..45...42P. doi:10.1007/s13280-015-0684-2. ISSN 1654-7209. PMC 4709349. PMID 26202088.
- ^ a b Unnerstall, Herwig (January 2008). "The yearbook of European environmental law: volume 4 edited by T.F.M. Etty and H. Somsen, 2005. Oxford University Press, 775 pp. ISBN-10 0-19-926786-3, ISBN-13 978-0-19-926786-6". European Environment. 18 (1): 55–56. doi:10.1002/eet.445. ISSN 0961-0405.
- ^ van Tulder, Rob; Seitanidi, M. May; Crane, Andrew; Brammer, Stephen (2016-04-01). "Enhancing the Impact of Cross-Sector Partnerships". Journal of Business Ethics. 135 (1): 1–17. doi:10.1007/s10551-015-2756-4. ISSN 1573-0697.
- ^ a b c d Stibbe, Darian; Prescott, Dave. "Collaboration for the SDGs: Exploring the support system for effective partnering" (PDF). The partnering Initiative. Retrieved 2015.
{{cite web}}: Check date values in:|access-date=(help) - ^ a b c d Tennyson, Ros (2011). "The partnering toolbook: An essential guide to cross-sector partnering". thepartneringinitiative.org.
- ^ a b c d Stibbe, Darian; Reid, Stuart; Gilbert, Julia (2018). "Maximising the impact of partnerships for the SDGs" (PDF). thepartneringinitiative.org.
- ^ Van Huijstee, Mariëtte M.; Francken, Mara; Leroy, Pieter (June 2007). "Partnerships for sustainable development: a review of current literature". Environmental Sciences. 4 (2): 75–89. Bibcode:2007JIES....4...75V. doi:10.1080/15693430701526336. ISSN 1569-3430.
- ^ a b Ansell, Chris; Gash, Alison (2007-11-13). "Collaborative Governance in Theory and Practice". Journal of Public Administration Research and Theory. 18 (4): 543–571. doi:10.1093/jopart/mum032. ISSN 1477-9803.
- ^ Austin, James E.; Seitanidi, M. May (October 2012). "Collaborative Value Creation: A Review of Partnering Between Nonprofits and Businesses: Part I. Value Creation Spectrum and Collaboration Stages". Nonprofit and Voluntary Sector Quarterly. 41 (5): 726–758. doi:10.1177/0899764012450777. ISSN 0899-7640.
- ^ Beisheim, Marianne; Simon, Nils (2016). "Multi-Stakeholder Partnerships for Implementing the 2030 Agenda: Improving Accountability and Transparency. Analytical Paper for the 2016 ECOSOC Partnership Forum". SSRN Electronic Journal. doi:10.2139/ssrn.2767464. ISSN 1556-5068.
- ^ Hodge, Graeme A.; Greve, Carsten (May 2007). "Public–Private Partnerships: An International Performance Review". Public Administration Review. 67 (3): 545–558. doi:10.1111/j.1540-6210.2007.00736.x. ISSN 0033-3352.
- ^ Lund-Thomsen, Peter; Lindgreen, Adam (2014-08-01). "Corporate Social Responsibility in Global Value Chains: Where Are We Now and Where Are We Going?". Journal of Business Ethics. 123 (1): 11–22. doi:10.1007/s10551-013-1796-x. ISSN 1573-0697.
- ^ "Gavi, the Vaccine Alliance". www.gavi.org. 2024-10-04. Retrieved 2024-10-04.
- ^ Pattberg, Philipp H. (September 2005). "The Forest Stewardship Council: Risk and Potential of Private Forest Governance". The Journal of Environment & Development. 14 (3): 356–374. doi:10.1177/1070496505280062. ISSN 1070-4965.
- ^ Brown, Halina Szejnwald; de Jong, Martin; Levy, David L. (2009-04-01). "Building institutions based on information disclosure: lessons from GRI's sustainability reporting". Journal of Cleaner Production. 17 (6): 571–580. Bibcode:2009JCPro..17..571B. doi:10.1016/j.jclepro.2008.12.009. ISSN 0959-6526.
- ^ World Economic Forum (2022). "The Power of Partnerships: How grant-funded multistakeholder platforms are seeding solutions to address complex challenges" (PDF).
- ^ Kolk, Ans; van Tulder, Rob; Kostwinder, Esther (2008-08-01). "Business and partnerships for development". European Management Journal. 26 (4): 262–273. doi:10.1016/j.emj.2008.01.007. ISSN 0263-2373.