Power and learning in managing a multi-stakeholder organization: An initiative to reduce air pollution in Ontario, Canada, through trading carbon credits

Journal of Power

Volumn 1, Issue 3, 2008, Pages 317-337

  Turcotte, Marie France B ^a   Antonova, Slavka ^b   Clegg, Stewart R ^c  

^a UNIVERSITÉ DU QUÉBEC À MONTRÉAL   (Canada)

^b MASSEY UNIVERSITY   (New Zealand)

^c UNIVERSITY OF TECHNOLOGY SYDNEY   (Australia)

Author keywords

Carbon dioxide and sulphur dioxide emissions; Emission reduction trading; Government regulation; Institutional learning; Multi party collaborations; Power; Strategic learning

Indexed keywords

EID: 79956250025     PISSN: 17540291     EISSN: 17540305     Source Type: Journal    
DOI: 10.1080/17540290802479228     Document Type: Article

References (73)

1. Araujo, L., 1998. Knowing and learning as networking. Management Learning, 29, 317-336.
2. Argyris, C., 1976. Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, 21, 363-375.
3. Barouch, G., 1989. La décision en miettes, systèmes de pensée et d’action à l’oeuvre dans la gestion des milieux naturels. Paris: Édition l’Harmattan.
4. Beck, U., 2002. Risk society: towards a new modernity. London: Sage
5. Berkhout, T. and Rowlands, I.H., 2007. The voluntary adoption of green electricity by Ontario-based companies. Organization and Environment, 20, 281-303.
6. Brown, D.L., 1991. Bridging organizations and sustainable development. Human Relations 24, 807-831.
7. Butters, M., 2000. Pilot Emissions Reduction Trading, clean air mechanisms and the PERT project: a five year report. Toronto: PERT.
8. Clegg, S.R., 1989. Frameworks of power. London: Sage.
9. Clegg, S.R., 1999. Globalizing the intelligent organization: learning organizations, smart workers, (not so) clever countries and the sociological imagination. Management Learning, 30, 259-280.
10. st Century Society: Journal of the Academy of the Social Sciences, 2, 131-154.
11. Cohen, M.D., March, J.G., and Olsen, J.P., 1972. The garbage can model of organizational choice. Administrative Science Quarterly, 17, 1-25.
12. Creswell, J.W., 2003. Research design: qualitative, quantitative and mixed approaches. 2nd ed. Thousand Oaks: Sage Publications.
13. Czarniawska, B., 1998. narrative approach to organization studies. London: Sage.
14. Czarniawska, B. and Sevón, G. 2006. Global ideas. Oslo/Copenhagen: Liber/CBS Press.
15. Davenport, S. and Leitch, S., 2005. Circuits of power in practice: strategic ambiguity as delegation of authority. Organization Studies, 28, 1197-1221.
16. Driscoll, C., 1995. Diversity, dialogue, and learning: the case of the Forest Round Table on Stainable Development. Unpublished thesis (PhD). Queen’s University, Kingston.
17. Driscoll, C., 1996. Fostering constructive conflict management in a multi-stakeholder context: the case of the forest roundtable on sustainable development. International Journal of Conflict Management, 7, 156-172.
18. Driscoll, C., 2006. The not so clear-cut nature of organizational legitimating mechanisms in the Canadian forest sector. Business and Society 45, 322-353.
19. Driscoll, C. and Starik, M., 2004. The primordial stakeholder: advancing the conceptual consideration of stakeholder status for the natural environment. Journal of Business Ethics, 49, 55-73.
20. Dyer, W.G. and Wilkins, A.L., 1991. Better stories, not better constructs, to generate better theory: a rejoinder to Eisenhardt. The Academy of Management Review, 16, 613-619.
21. Easterby-Smith, M., Borgoyne, J., and Araujo, L., 1999. Organizational learning: current debate and opportunities. In M. Easterby-Smith, J. Burgoyne, and L. Araujo, eds. Organizational Learning and the Learning Organization: Developments in Theory and Practice. London: Sage, 1-21
22. Eisenberg, E., 1984. Ambiguity as a strategy in organizational communication. Communication Monographs, 51, 227-242.
23. Foucault, M., 1980. Power/knowledge. Ed. C. Gordon. New York: Pantheon.
24. French, H.F., 1995. Partnership for the planet: an environmental agenda for the United Nations. Paper 126. Worldwatch Institute.
25. Foldy, E.G. and Creed, D., 1999. Action learning, fragmentation and the interaction of single-, double-, and triple-loop change: a case of gay and lesbian workplace advocacy. The Journal of Applied Behavioral Science, 35, 207-227.
26. Gray, B., 1985. Conditions facilitating inter-organizational collaboration. Human Relations 38, 911-936.
27. Gray, B., 1989. Collaborating: finding common ground for multiparty problems. San Francisco: Jossey Bass.
28. Gray, B. and Wood, D.J. 1991. Collaborative alliances: moving from practice to theory. Journal of Applied Behavioral Science, 27, 3-22.
29. Greener, I., 2002. Understanding NHS reform: the policy-transfer, social learning, and path-dependency. Governance: An International Journal of Policy, Administration, and Institutions, 15, 161-183.
30. Healey, P., 1997. Collaborative planning: shaping places in fragmented societies. Basingstoke: MacMillan.
31. Helfat, C.E., 2007. Stylized facts, empirical research and theory development in management. Strategic Organization, 5, 185-192.
32. Henisz, W.J. and Zelner, B.A., 2003. The strategic organization of political risks and opportunities. Strategic Organization, 1, 451-460
33. Heugens, P., Van de Bosch, F., and Van Riel, C.B.M., 2002. Stakeholder integration: building mutually enforcing relationships. Business and Society, 41, 36-60.
34. Hoffman, A., 2004. Reconsidering the role of the practical theorist: on (re) connecting theory to practice in organization theory. Strategic Organization, 2, 213-222.
35. Hoffman, A., Gillespie J., Moore, D.A., Wade-Benzoni, K.A., Thompson, L.L., and Bazerman, M.H., 1999. A mixed-motive perspective on the economics versus environment debate. American Behavioral Scientist, 42, 1254
36. Howard-Grenville, J.A., 2006. Inside the ‘black box’: how organizational culture and subcultures inform interpretations and actions on environmental issues. Organization and Environment, 19, 46-73.
37. Huxham, C., 1991. Facilitating collaboration: issues in multi-organizational group decision support in voluntary, informal collaborative settings. Journal of the Operational Research Society, 42, 1037-1045.
38. Industry NOx/VOC Emission Reduction Trading Work Group, 23 October 1995. A framework for open market emission reduction of Nox and VOC in the Windsor-Quebec corridor and bordering airsheds: discussion paper. Ontario: Workgroup Chair.
39. Kelman, S., 1992. Adversary and cooperationist institutions for conflict resolution in public policy-making. Journal of Policy Analysis and Management, 11, 178-206.
40. Long, F.J. and Arnold, M.B., 1995. The power of environmental partnerships. Orlando: Harcourt Brace.
41. Lopes, F.D., 2008. Organizational field. In S.R. Clegg and J.R. Bailey, eds. The international encyclopedia of organizational studies, Thousand Oaks, CA: Sage, 1074-1077.
42. Lukes, S., 2005. Power: a radical view. 2nd ed. London: Palgrave-Macmillian.
43. Maguire, S., 2008. Institutional entrepreneurship. In S. R. Clegg and J. R. Bailey, eds. The international encyclopedia of organizational studies, Thousand Oaks, CA: Sage, 676-678.
44. Maguire, S. and Hardy, C., 2006. The emergence of new global institutions: a discursive perspective. Organization Studies, 27, 7-29.
45. Manring, S.L., 2007. Creating and managing interorganizational learning networks to achieve sustainable ecosystem management. Organization & Environment, 20, 325-346.
46. Mason, J., 2002. Qualitative researching. 2nd Edition. London: SAGE Publications.
47. Miles, M.B. and Huberman, M.A. 2003. Analyse des données qualitatives. Brussels: De Boeck and Larcier.
48. Miller, D., 2007. Paradigm prison, or in praise of atheoretic research. Strategic Organization, 5, 177-184.
49. Myers, L.C., 1998. Emissions trading in implementation of the Kyoto Agreements. Parliamentary Research Branch - Canada, Science and Technology Division. Available from: http://dsppsd.pwgsc.gc.ca/dsp-psd/Pilot/[Accessed February 2001].
50. Ontario Ministry of the Environment. 2001. Emissions reduction trading system for Ontario: a discussion paper. Available from: www.ene.gov.on.ca/envision/env_reg/er/documents/2001/ra01e0009.pdf [Accessed February 2001].
51. Orsato, R.J. and Clegg, S.R. 1999. The political ecology of organizations: towards a business-environment analytical framework. Organization and Environment, 12, 263-279.
52. Orsato, R.J. and Clegg, S.R., 2005. Radical reformism: towards critical ecological modernization. Sustainable Development, 13, 253-267.
53. Pasquero, J., 1991. Supraorganizational collaboration: the Canadian environmental experiment. Journal of Applied Behavioral Science, 27, 38-64.
54. Pilot Emission Reduction Trading (PERT), 1998. PERT Draft Rules for Emission Reduction Trading in Ontario. Available from: http://cleanaircanada.org/respaprep.asp [Accessed February 2001].
55. Pilot Emission Reduction Trading (PERT), 1999. Emission Trading in Canada; the PERT Experience. Available from: http://cleanaircanada.org/respaprep.asp [Accessed February 2001].
56. Pilot Emission Reduction Trading (PERT), 1999. PERT Emissions Trading System Implementation Options. Available from: www.pert.org/[Accessed February 2001].
57. Pilot Emission Reduction Trading (PERT), 2000. Clear Air Mechanisms and the PERT Project - A Five Years Report. June. Available from: http://cleanaircanada.org/respaprep.asp [Accessed February 2001].
58. Poncelet, É.C., 2001. Personal transformation in multi-stakeholder environmental partnerships. Policy Sciences, 34, 273-301.
59. Roome, N.J., 1998. Conclusions: implications for management practice, education, and research. In N.J. Roome, ed. Sustainability strategies for industry. Washington DC: Island Press, 259-276.
60. Roome, N. and Wijen, F. 2005. Stakeholder power and organizational learning in corporate environmental management. Organization Studies, 27, 235-263.
61. Schutz, A., 1967. The phenomenology of the social world. Evanston, IL: Northwestern University Press.
62. Serwell, G. and Wilkinson, B. 1992. Someone to watch over me: Surveillance, discipline and the just-in-time labour process, Sociology, 26, 271-298.
63. Sorenson, O., 2003. Strategy as quasi-experimentation. Strategic Organization, 1, 337-343.
64. Starik, M., 1995. Should trees have managerial standing? Toward stakeholder status for non-human nature. Journal of Business Ethics, 14, 207-217.
65. Starik, M. and Rands, G., 1995. Weaving an integrated web: multilevel and multisystem perspectives on ecologically sustainable organizations. Academy of Management Review, 20, 908-936.
66. Thietart, R.A. 2007. Méthodes de recherche en management. 3rd ed. Paris: Dunod.
67. Trist, E., 1983. Referent organizations and the development of inter-organizational domains. Human Relations, 36, 269-284.
68. Turcotte, M-F. and Dancause, C., 2002. Apprentissage et actions: étude comparative de structures multipartites. Canadian Journal of Administrative Sciences, 19, 217-230.
69. Turcotte, M.-F. and Pasquero, J., 2001. The paradox of multi-stakeholder collaborative roundtables. Journal of Applied Behavioral Science, 37, 447-464.
70. Veenswijk, M., ed., 2006. Organizing innovation - new approaches to cultural change and intervention in public sector organizations. Amsterdam: IOS Press.
71. Williams, R. 2000. Public choices and social learning: the new multimedia technologies in Europe. Information Society, 16, 251-262.
72. World Commission on Environment and Development (WCED), 1987. Brundtland Report. In Notre avenir à tous. Montreal: Éditions du Fleuve, p. 432.
73. Yin, R.K., 1994. Case study research, design and methods. 2nd ed. Thousand Oaks, CA: Sage Publications.