Wicked Problems and Multi-Stakeholder Partnerships

1. Multi-Stakeholder Partnerships & Wicked Problems in Agribusiness Domenico Dentoni, Management Studies Group, Wageningen University Increasing resilience of international supply chains Research Capacity Building Event, 23rd - 25th November, 2015

2. Are agricultural and food chains resilient? Source: FAO, World Bank statistics

3. Are agricultural and food chains resilient? World population People fed per hectare Source: FAO, World Bank statistics 1950 2.5 billion 2005 6.5 billion 2050 >9 billion 1960 2 people 2005 >4 people 2050 >6 people

4. Are agricultural and food chains resilient? World population People fed per hectare Source: FAO, World Bank statistics 1950 2.5 billion 2005 6.5 billion 2050 >9 billion 1960 2 people 2005 >4 people 2050 >6 people 870m 2bn people go to bed hungry more people by 2050 More water is needed: agriculture already uses 70% of the world’s fresh water withdrawals, 4 billion people will live in water-scarce countries More arable land is needed: we lose a farmland a soccer field every second More human labor is needed: weeding one hectares 200 hours of labor

5. Are agricultural and food chains resilient? Source: H.L. Mencken (1917) For every complex problem, there is a solution that is clear, simple… … and wrong.

6. Overview Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness Q1: Do we need research on new ways of organizing agricultural and food chains? Q2: Why new partnerships thrive, but problems thrive even more? Q3: How can we organize partnerships to tackle problems seriously? Q4: What is our (new) role as academics in partnerships? Are agricultural and food chains resilient? (No)

7. Question 1 Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness Do we need research on new ways of organizing agricultural and food chains?

8. Q1: Do we need research on new ways of organizing agricultural and food chains? Problems are more than complex, problems are wicked Problems in international food and agricultural chains: 1. Change over time 2. Involve conflicts of values among stakeholders 3. Have uncertain causes & effects (even for scientists!) These problems cannot be dealt with traditional strategic tools; they require new ways of organizing Source: Rittel and Webber (1973); Batie (2008); “Managing Wicked Problems in Agribusiness”, IFAMR Special Issue 15 B (2012); IFAMR Special Issue 16 A (2013).

9. Q1: Do we need research on new ways of organizing agricultural and food chains? Problems grow, few companies thrive 90,000 employees ; 1,200 outlets; #1 Africa #1 in Asia 35 countries; 12,500 outlets 450 billion/year sales! +11%/year! World’s #1 World #2

10. Q1: Do we need research on new ways of organizing agricultural and food chains? “Collaboration” or “multi-stakeholder” are per se vague, insufficient and misleading concepts Source: Backstrand 2006; Selski & Parker 2010; Dentoni and Peterson 2011, Mena & Palazzo 2013. Multi- Stakeholder Partnership Company Competitors Chain partners, Farmers’ associations Investors Universities, Research centers NGOs, Civil society, Trade unions Government International organizations 31 out of 50 world top food processing companies founded or joined at least one (2011)

11. Q1: Do we need research on new ways of organizing agricultural and food chains? Strategy theories help to understand when to collaborate Value chains and networks: - Gereffi et al. (2005) - Williamson (1971) - Gulati (1998) Innovation eco-systems: - Adner and Kapoor (2010) - Klerkx and Leeuwis (2008)

12. Q1: Do we need research on new ways of organizing agricultural and food chains? Governance theories help to define how to collaborate Knowledge-sharing mechanisms Decision-making mechanisms Enforcement mechanisms Reward mechanisms Formal mechanisms Informal mechanisms Source: Pascucci et al. (2015) British Food Journal. Special issue 117 (10); Menard (2004); Grandori & Furnari (2008); Battilana & Dorado (2010) HYBRID ORGANIZATIONS

13. Q1: Do we need research on new ways of organizing agricultural and food chains? Learning theories help to assess the effects of collaboration Individual learning: - Entrepreneurship - Managerial competencies Collective learning: - Dynamic capabilities - Organizational development Source: Bruton et al. 2008; Bird et al. 2012; Mintzberg & Gosling 2002. Brown & Eisenhardt 1997; Eisenhardt & Martin 2000; Senge 2006; Scharmer 2009.

15. Question 2 Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness Why do partnerships thrive… but problems thrive even more?

16. Q2: Why do multi-stakeholder partnerships thrive… but problems thrive even more? Companies in partnerships learn only in first 2-3 years X: Experience in multi-stakeholder partnerships Y:Sensing,Interacting, LearningandChanging basedonStakeholders Source: Dentoni, Bitzer, Pascucci (2015). Journal of Business Ethics Partnership creation: Intense discussion, experimentation and learning (2-3 years) Partnership institutionalization: Implementation, enforcement and “marketing” (afterwards)

17. Q2: Why do multi-stakeholder partnerships thrive… but problems thrive even more? Companies build strategic “portfolios of partnerships” Inclusive partnership: JBS dialogues with all NGOs and competitors on all socio- environmental issues Closed partnership: JBS implements only with two partners; seeking efficiency on establishing & enforcing an environmental standard Source: Schneider, Dentoni, Vieira (2016). Cross-Sector Social Interaction Symposium, Toronto (Canada), April 2016.

18. Q2: Why do multi-stakeholder partnerships thrive… but problems thrive even more? Most partnerships do not easily adapt to changing problems Source: Dentoni & Bitzer (2013). Journal Management Studies paper development workshop. Dentoni, Bitzer, Schouten (2016). Cross-Sector Social Interaction Symposium, Toronto (Canada), April 2016. Adaptive to the nature of problems = “problem-harnessing”: Measured based on three dimensions:  “Open” governance of knowledge  “Open” governance of data  “Open” governance of values - +

19. Q2: Why do multi-stakeholder partnerships thrive… but problems thrive even more? Companies do not easily adapt to changing problems in partnerships More suitable in dynamic, turbulent, nascent markets; and for rapid experimentation & testing of new processes & technologies More suitable in stable and mature markets; and for maintaining efficiency through established procedures Source: MSc Theses by Marieke Kil, Willem Aberson, and Wouter Jager, Wageningen University (2014-2015) Source: Brown and Eisenhardt 1997

20. Q2: Why do multi-stakeholder partnerships thrive… but problems thrive even more? Individuals need to adapt to changing problems as well - STRATEGIC MANAGEMENT - ACTION COMPETENCE 7 COMPETENCIES that managers need to engage in partnerships & deal with wicked problems: - SYSTEMS-THINKING - FORESIGHTED-THINKING - NORMATIVE COMPETENCE - EMBRACING DIVERSITY - INTERDISCIPLINARITY Dealing with complexity Dealing with heterogeneity Dealing with value conflicts Sources: Dentoni, Blok, Lans, Wesselink (2012), IFAMR. Wesselink, Blok, Lans, van Leur, Dentoni (2015), Journal of Cleaner Production.

22. Question 3 Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness How can we organize agricultural and food systems to tackle problems seriously?

23. Q3: How can we organize agricultural and food systems to seriously tackle problems? We can advance practices to organize partnerships effectively SYSTEMS DYNAMICS as a participatory appraisal (Walker et al. 2002) to rapidly assess how cause- effect relationships change over time; Sources: Brouwers et al (2015). Center for Development Innovation, Wageningen University.

24. Q3: How can we organize agricultural and food systems to seriously tackle problems? We can use systemic tools to build more effective partnerships Sources: Dentoni, Klerkx, Krussmann (2015), FAO workshop on systems dynamics in food and agriculture; Dentoni & Dries (2015), Agricultural and Applied Economics Association (AAEA) Annual Meetings. VALUE NETWORK ANALYSIS (Allee 2000) To assess how actors share resources in Malawian legume systems

25. Q3: How can we organize agricultural and food systems to seriously tackle problems? We can use systemic tools to build more effective partnerships ! ! Bank! Input! Supplier! Farmers! Gover nment! Market!Info! System! Middle men! NGO! C,!F! C,!F,!K! I!K! F! F! H! H! H! I! Trader! Processor! C,!F! Sources: Dentoni, Klerkx, Krussmann (2015), FAO workshop on systems dynamics in food and agriculture; Dentoni & Dries (2015), Agricultural and Applied Economics Association (AAEA) Annual Meetings. Malawian Commodity Exchange: storage + warehouse receipts + market information + quality certification services Phone providers Esoko Ltd. Multiple donors Example of VALUE NETWORK ANALYSIS in Malawian legume systems

26. Q3: How can we organize agricultural and food systems to seriously tackle problems? We can study and design coordination across partnerships CONVERGENCE- DIVERGENCE PROCESSES for public R&D in Australian fisheries (2010-2013) Time State/local fishers’ associations meetings Academic and policy- making meetings Sources: Dentoni and Klerkx (2015), Marine Policy. Seafood CRC multi- stakeholder meetings

27. Q3: How can we organize agricultural and food systems to seriously tackle problems? We can study and support bottom-up organizing efforts Sources: Dentoni, Pascucci, Migliore (2015), Academy of Management (AoM) Meetings, Vancouver (Canada); MSc theses by Isabel Miralles (2014) and Pintip Sevikul (2015) Organization of sharing: • Market elements • Bureaucratic elements • Community elements Food consumer = participant entrepreneurship: - Vertical leadership - Team leadership - Creativity Community- Supported Agriculture performance:  Financial sustainability  Participants’ quality of life Spain, Italy and Netherlands

29. Question 4 Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness To deal with these problems in partnerships… what is our role as academics?

30. Q4: What is our role as “new generation of academics”? Experts; bridges; facilitators; reflectors; & student-enhancers Sources: Dentoni and Bitzer (2015), Journal of Cleaner Production. Academics are formally engaged in 31 out of 41 global multi-stakeholder partnerships (Bridges)

31. Q4: What is our role as “new generation of academics”? Role of bridges in Global Center for Food Systems Innovation - Bureau of Food Security - Global Development Lab 25 $ Million: Higher Education Solutions Network Complementary programs: Climate-Resilient Maize 18 $ Million: Open-Sourced Innovation Grants 1,5 $ Million: Leverage with - Australian ACIAR; - European Union; - Dutch Scientific Institute; - Dutch Embassies Complementary Wageningen-led programs: Integrated Seed Sector Development, N2Africa Sources: Global Center for Food Systems Innovation: MSU website and Wageningen website; USAID Higher Education Solutions Network; USAID Global Development Lab website.

32. Q4: What is our role as “new generation of academics”? Role of student enhancers through Wageningen Starthub Source: Wageningen University Starthub website.

33. Q4: What is our role as “new generation of academics”? Role of student enhancers through IFAMA Source: www.ifama.org IFAMA 2016 Student Case Study Competition in Aarhus, Denmark.

34. Q4: What is our role as “new generation of academics”? Let’s continue our collective reflection and experimentation… through 2 Special Issues with new format The Role of Multi-Stakeholder Engagement in Value Creation MANAGING WICKED PROBL EMS IN AGRIBUSINESS PART TWO Special Issue Open-access; - ISI; - Wide dissemination to practitioners; - case-based, - for “engaged scholars”, - for actors in emerging economies. Deadline: November 2016 - Interdisciplinary; - impact factor 1,65; - optional open access; - paper development workshop in Wageningen. Deadline: January 2017 2017 2018

36. Last thought Multi-Stakeholder Partnerships and Wicked Problems in Agribusiness To tackle problems seriously, we need to strive for a Large Systems Change (LSC) Agricultural and food systems Financial systems Energy systems Geo-political Systems Academic system Source: Waddell et al (2015). Special Issue, Journal of Corporate Citizenship; Waddock, Waddell, Merszoely, McMillan, Dentoni (2015), Journal of Organizational Change Management.

37. Thank you! Looking forward to a lively discussion … And come visit us in Wageningen Domenico Dentoni Management Studies Group Wageningen University Email: domenico.dentoni@wur.nl

Wicked Problems and Multi-Stakeholder Partnerships

Du liest eine Vorschau.

Hier ansehen

Wicked Problems and Multi-Stakeholder Partnerships

Weitere Verwandte Inhalte

Andere mochten auch (10)

Ähnlich wie Wicked Problems and Multi-Stakeholder Partnerships (20)

Weitere von Gcazo14 (13)

Aktuellste (20)

Wicked Problems and Multi-Stakeholder Partnerships