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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]

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]