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Using the Advocacy Coalition Framework (ACF) first developed by Sabatier and Jenkins (1987, 1988) as a conceptual lens, this paper explores its usefulness in understanding policy changes in the context of disaster management in Taiwan. The 921 Alliance and the 88 Alliance formed in light of two natural disasters were subjects of analyses. Overall, the ACF is an effective tool in analyzing Taiwan’s policy changes in response to natural disasters, especially regarding the importance of policy core beliefs in reinforcing the cohesiveness of coalitions and their drive to influence government’s decisions. Yet, this paper argues that a critical attribution within the two coalitions was that of social capital, an aspect that the originally ACF as posited by Sabatier conceptually lacks. The impacts of 921 and 88 Alliances on Taiwan’s civil society development are also discussed. [ABSTRACT FROM AUTHOR]

Abstract 1 [1] Based on a presentation at ANZAM 2011. McDonald, S., Young, S. 2011. Mapping the path of a sustainable cross-sector partnership, ANZAM 2011: 25th Annual Australian And New Zealand Academy of Management conference: the future of work and organisations, ANZAM, Wellington, N.Z. : Changing environmental conditions, heightened stakeholder expectations and resource demand pressures have forced the mining sector to continually improve their operational practices whilst engage in Corporate Social Responsibility practices. Closer inspection of these practices within the mining sector reveals a level of differentiation with regard to innovative practices which seek to improve operational practice, modify organizational behaviours and redress environmental impacts. This paper explores the 30-year journey taken by mining giant, Alcoa of Australia, as they addressed their social and environmental responsibilities. In particular, the focus is on the collaborative relationship between Alcoa of Australia and the environmental nonprofit organization, Greening Australia. Testing partnership lifecycle and continuum models, this paper offers a model of Corporate Social Responsibility enacted through cross-sector partnerships. [Copyright &y& Elsevier]

Vulnerable groups are found to be over-represented in fire fatalities statistics. In official Norwegian documents vulnerability is described as related to factors such as old age, reduced mobility or cognitive abilities, mental health problems, and substance abuse. As vulnerability to fatal fire is frequently related to residents’ health and life situations, prevention work often exceeds the competencies and responsibilities of the fire department. Cross-sector collaboration is therefore required in order to reach the groups that are at risk. This paper reports from a qualitative interview study with representatives from municipal fire services, property management, housing administration, health and social care. The study explores the challenges experienced by service providers in achieving cross-sector collaboration on fire prevention for vulnerable groups. The findings describe challenges at three levels: 1) the national regulatory level represents an obstacle to local cross-sector collaboration, 2) the municipal level lacks strategies and arenas for cross-sector collaboration for fire safety, and 3) the professional level experiences conflicting values and norms, including uncertainties about professional boundaries. Organizational measures that support the fire services in their efforts to reach vulnerable groups must be targeted to all three levels and go beyond the boundaries of the fire services. The study contributes with a social scientific approach to fire prevention and contributes with new perspectives on fire safety for vulnerable residents. [ABSTRACT FROM AUTHOR]

Urbanization is recognized as one of the megatrends of our society, leading to substantial efforts to create effective and smart cities. The scale of this effort is unsuitable for a single player, instead necessitating joint efforts from multiple stakeholders. The global expansion of smart cities has subsequently led to increased research efforts toward building effective smart cities. In theory and practice, collaboration is pivotal for effective urban development, most often seen through the establishment of public-private partnership (PPP). Past research has explored these partnerships in smart city projects. Although PPP is considered to be an effective means to facilitate smart city development, the concept of smart cities remains rather vague and ideological. PPP for smart cities has been substantiated in several case studies; however, a thorough review is lacking. Therefore, to synthesize the existing literature, we carried out an in-depth integrative literature review. From this basis, we executed a content analysis and four key themes emerged: localness, stakeholder complexity, tension, and trust-building. These four themes form the basis of our proposed model and describe the key elements influencing PPP formation in smart city projects. We argue that the partnerships involved in smart city projects need further refinement to allow for transparency and involvement in various contexts. This paper provides timely contributions to smart city research by synthesizing the extant literature as well as laying the foundation for a future research agenda. Critical perspectives are also offered for future practitioners. • Clarify and disentangle the key dimensions that shape public-private partnerships in smart city projects. • Conduct an integrative literature review comprising case studies globally. • Four interconnected themes emerge – localness, stakeholder complexity, tension, and trust-building. • Propose an emerging model that aims to detangle the principal themes of smart city projects formed by public-private partnerships. [ABSTRACT FROM AUTHOR]

Municipalities play a key role in transitioning to a climate neutral and 100% renewable energy system. Although alternative energy system models, feasibility analyses and strategic energy plans are being developed, municipalities lack the know-how, funding, authority or political demand needed to implement the plans. Collaborative design and implementation of energy plans through cross-sectoral networks could help overcome some of these barriers. However, there is little empirical evidence of how collaboration could be sustained during implementation and how it could be institutionalised in a permanent governance network, resulting in a perception that collaboration is 'all talk and no action'. This paper presents a comparative case study of two municipal energy governance networks in Denmark with two different institutional designs: the municipality-led Energi2020 network in Ringkøbing-Skjern and the public–private network administrative organisation ProjectZero in Sønderborg, in which the municipality participates as a partner. It was found that institutional design influences the ability to mobilise private funding, the access to municipal resources and the degree of political control. In addition, it has important consequences for the design and evaluation of energy plans, their outputs and outcomes and the accountability for their implementation. As a result, Ringkøbing-Skjern has been more successful in renewable energy installation, while Sønderborg has been more successful in improving industrial energy efficiency and sector coupling. It is concluded that ultimately, the two approaches need to be combined to develop a smart energy system that relies on 100% renewable energy, energy efficiency and sector coupling. [Display omitted] • Frontrunner municipalities implement energy plans through institutionalised collaboration in cross-sectoral networks. • Collaboration can be institutionalized in a municipality-led network or a network administrative organization. • Municipality-led networks can build on municipal resources but are also politically controlled. • Network administrative organisations can mobilise more private funding and are less vulnerable to political change. • Institutional differences affect the design and implementation of energy plans and, eventually, the energy transition. [ABSTRACT FROM AUTHOR]

Improvements in information and communications technologies (ICTs) have facilitated the inclusion of the sharing economy (SE) in societies more than ever. In the aftermath of recent disasters, the SE played significant roles to help the affected people and support official responders. However, the literature has not effectively explored these roles, and thus, no framework can support the systematic inclusion of the SE in disasters management. This paper aims to address the gap through a two-stage exploratory research approach. First, we conduct a systematic literature review to identify the extent to which the SE is taken into consideration in disasters. After that, we investigate the role of three Iranian SE-based companies that were involved in the 2019 Iran floods response. We collect empirical data by conducting semi-structured interviews and reviewing official reports. Our findings indicate that very few studies discuss the different roles of the SE in disasters, although SE companies have often provided effective solutions to address critical post-disaster logistics challenges. Four research propositions are presented to describe emerging roles for SE companies. The contribution of our study is twofold. First, our research identifies the different roles that the SE could play in disasters and therefore, brings a new perspective to the literature. Second, the study suggests opportunities for collaboration and partnership models from the point of origin to delivery that can support coordination and logistics in disasters. • The sharing economy (SE) enables access to logistics resources and services that are often severely constrained in disasters response contexts. • The SE plays multiple roles in disasters ranging from tool supporting responders to full actor sharing the supplier, coordinator, or infomediator. • Using the SE implies performance improvement in disasters management with respect to sustainability, efficiency, effectiveness, and flexibility. • Disasters management provides the SE with business opportunities for entering partnerships with disasters responders. [ABSTRACT FROM AUTHOR]