Collaborative Value Creation: A Review of Partnering Between Nonprofits and Businesses: Part I. Value Creation Spectrum and Collaboration Stages.

Author(s): Austin, J.E.; Seitanidi, M.M.

Publication Date: 2012 

This focused review of the nonprofitbusiness collaboration and related corporate social responsibility literature identifies problematic aspects of the treatment of value creation and, therefore, develops a conceptual and analytical framework to address them and the following research question:

From platform to partnerships. When and How to use Dialogues for Effective Multi-Stakeholder Engagement.

Author(s): Tulder, R.v.

Publication date: 2011

This paper by the Partnerships Resource Centre addresses the conceptual confusion over basic terminology concerning multi-stakeholder processes. To make use of the full potential of multi-stakeholder processes to deal with complex problems, the author advocates for crystal clear understandings of the organizational format (platform or partnership) and techniques (normal or strategic stakeholder dialogue) chosen.

GIZ Stakeholder Dialogues Manual.

Author(s): Künkel, P.; Gerlach, S. et al. (for GIZ)

Publication Date: 2011

This GIZ manual provides the reader with a thorough understanding of the concept of ‘stakeholder dialogues and on how to apply it successfully. Ample attention is given to the Dialogic Change Model and the principle of dialogue as well as to issues of communication, process monitoring and facilitation. is a learning space that is directed towards practitioners from the private sector, the public sector and civil society organizations. It conveys the methodology that empowers you to make stakeholder collaboration work, face global challenges, and secure your competitiveness while operating in a sustainable way.

The platform, initiated by the Collective Leadership Institute provides you with a learn and apply section, which offer you among others an online textbook, a toolbox, real life stories and even possibilities to get free expert advice.  

IFAMA Special Issue: Chapter 3: NGO-Business Interaction for Social Change: Insights from Oxfam’s Private Sector Programme.

Author(s):  Luli Pesqueira, L.; Verburg, J.

Publication date: 2012

In this article, the authors investigate Oxfam’s interaction with the private sector as a means to address poverty, motivated by their right-based approach. They zoom in on Oxfam’s Private Sector Programme and discuss some of its key features concerning policy and practice. Risks and excuses commonly faced by Oxfam are presented as well as questions for future research.

IFAMA Special Issue: Chapter 1: Partnering for Change in Chains: the Capacity of Partnerships to Promote Sustainable Change in Global Agrifood Chains.

Author(s): Bitzer, V.

Publication date: 2012

This article analyzes the capacity of partnerships to promote sustainable change in global agrifood chains from a governance and a development perspective. The global coffee, cotton, and cocoa chains serve as main fields of application. While the governance perspective is largely positive about partnerships in global agrifood chains, various restrictions to the capacity of partnerships become visible when viewing partnerships from a development perspective.

IFAMA Special Issue: Editor’s introduction: Managing Wicked Problems in Agribusiness: The Role of Multi-Stakeholder Engagements in Value Creation.

Author(s): Dentoni, D.; Hospes, O.; Ross, R.B.

Publication date: 2012

In the editor’s introduction of the IFAMA Special issue, the authors sketch the broader developments and debates which led to this publication on wicked problems in agribusiness. They also present the methods and content of the publication as well as the conceptual framework. The introduction is concluded with a call for immediate and inclusive community action research.

IFAMA Special Issue: Managing Wicked Problems in Agribusiness: The Role of Multi-Stakeholder Engagements in Value Creation.

Author(s): IFAMA

Publication date: 2012

In the 2012 IFAMA Special Issue, the authors focus on so-called ‘wicked problems’ faced by agricultural and food organisations. They take an organizational perspective by tackling three key managerial questions: 

Assessing the effectiveness of multistakeholder platforms. Agricultural and Rural Management councils in the Democratic Republic of the Congo

Author(s): Thaddée Badibanga, Catherine Ragasa & John Ulimwengu (for IFPRI)
Publication date: 2013

In 2008, the Democratic Republic of the Congo (DRC) established multistakeholder platforms in the agricultural sector known as agricultural and rural management councils (CARGs). The aim of CARGs is achieving a decentralized governance of the agricultural policies and strategies through a large participation of stakeholders of the sector in the design and implementation of agricultural policy processes. Multistakeholder platforms are institutional arrangements intended and used for learning, policy dialogue, and priority setting, but they are rarely evaluated. This paper analyzes the effectiveness of local-level (territory) multistakeholder platforms using data from 55 CARGs in 23 randomly selected territories in three provinces (Bandundu, Bas-Congo, and Kinshasa) of the DRC. The first CARG was established in 2008, and the survey was conducted three years later, from August to October 2011.

Power Dynamics in Multi-Stakeholder Processes: A Balancing Act

This publication synthesizes insights from an action research programme on ‘Power in Multi-Stakeholder Processes’.