MH
M.S. Hoitink
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Abstract (Platte tekst, max. 500 woorden) - Cities and urban areas are increasingly recognised as key drivers for sustainable urban transformations (SUTs). However, progress remains slow due to complex pressures, conflicting stakeholder interests, and institutional constraints. Collaboration is essential for driving SUTs, with institutional entrepreneurs playing a crucial role in promoting institutional change and sustainable development. However, limited research has explored how institutional entrepreneurs can influence stakeholder collaborations within existing urban contexts towards SUTs. Therefore, this research addresses the question: ‘How can institutional entrepreneurs influence collaboration between stakeholders towards sustainable urban transformations?’
A qualitative research design was adopted, combining a literature review that resulted in a conceptual framework with a single case study of the Energy Hub Amsterdam Southeast, an initiative that qualifies as a SUT collaboration. Interviews with involved stakeholders revealed various barriers and enablers in the SUT collaboration, categorised around the framework’s eleven collaborative success variables and supplemented by an additional variable, the institutional context. The empirical research also identified concrete interventions that the institutional entrepreneurs, as well as externally commissioned coordinators and facilitators, can apply to address these barriers and leverage enablers, thereby creating favourable conditions for establishing the SUT.
These insights were synthesised into a set of practical guidelines, refined and validated through an expert meeting. The guidelines are intended to serve as a source of inspiration for institutional entrepreneurs, coordinators and facilitators to refine their practices, reflect on encountered barriers and enablers, assess intuition, and identify blind spots, while continuing to test, refine, and update them as a living document. The findings demonstrate that institutional entrepreneurs can influence stakeholder collaborations towards SUTs by acting as proactive visionary frontrunners, driven by their belief in the need for collective transformation, who inspire participation, align and engage stakeholders, mediate between experts and participants, safeguard the collective ambition, and maintain and strengthen trust and relationships, by use of the various interventions outlined in the guidelines. ...
A qualitative research design was adopted, combining a literature review that resulted in a conceptual framework with a single case study of the Energy Hub Amsterdam Southeast, an initiative that qualifies as a SUT collaboration. Interviews with involved stakeholders revealed various barriers and enablers in the SUT collaboration, categorised around the framework’s eleven collaborative success variables and supplemented by an additional variable, the institutional context. The empirical research also identified concrete interventions that the institutional entrepreneurs, as well as externally commissioned coordinators and facilitators, can apply to address these barriers and leverage enablers, thereby creating favourable conditions for establishing the SUT.
These insights were synthesised into a set of practical guidelines, refined and validated through an expert meeting. The guidelines are intended to serve as a source of inspiration for institutional entrepreneurs, coordinators and facilitators to refine their practices, reflect on encountered barriers and enablers, assess intuition, and identify blind spots, while continuing to test, refine, and update them as a living document. The findings demonstrate that institutional entrepreneurs can influence stakeholder collaborations towards SUTs by acting as proactive visionary frontrunners, driven by their belief in the need for collective transformation, who inspire participation, align and engage stakeholders, mediate between experts and participants, safeguard the collective ambition, and maintain and strengthen trust and relationships, by use of the various interventions outlined in the guidelines. ...
Abstract (Platte tekst, max. 500 woorden) - Cities and urban areas are increasingly recognised as key drivers for sustainable urban transformations (SUTs). However, progress remains slow due to complex pressures, conflicting stakeholder interests, and institutional constraints. Collaboration is essential for driving SUTs, with institutional entrepreneurs playing a crucial role in promoting institutional change and sustainable development. However, limited research has explored how institutional entrepreneurs can influence stakeholder collaborations within existing urban contexts towards SUTs. Therefore, this research addresses the question: ‘How can institutional entrepreneurs influence collaboration between stakeholders towards sustainable urban transformations?’
A qualitative research design was adopted, combining a literature review that resulted in a conceptual framework with a single case study of the Energy Hub Amsterdam Southeast, an initiative that qualifies as a SUT collaboration. Interviews with involved stakeholders revealed various barriers and enablers in the SUT collaboration, categorised around the framework’s eleven collaborative success variables and supplemented by an additional variable, the institutional context. The empirical research also identified concrete interventions that the institutional entrepreneurs, as well as externally commissioned coordinators and facilitators, can apply to address these barriers and leverage enablers, thereby creating favourable conditions for establishing the SUT.
These insights were synthesised into a set of practical guidelines, refined and validated through an expert meeting. The guidelines are intended to serve as a source of inspiration for institutional entrepreneurs, coordinators and facilitators to refine their practices, reflect on encountered barriers and enablers, assess intuition, and identify blind spots, while continuing to test, refine, and update them as a living document. The findings demonstrate that institutional entrepreneurs can influence stakeholder collaborations towards SUTs by acting as proactive visionary frontrunners, driven by their belief in the need for collective transformation, who inspire participation, align and engage stakeholders, mediate between experts and participants, safeguard the collective ambition, and maintain and strengthen trust and relationships, by use of the various interventions outlined in the guidelines.
A qualitative research design was adopted, combining a literature review that resulted in a conceptual framework with a single case study of the Energy Hub Amsterdam Southeast, an initiative that qualifies as a SUT collaboration. Interviews with involved stakeholders revealed various barriers and enablers in the SUT collaboration, categorised around the framework’s eleven collaborative success variables and supplemented by an additional variable, the institutional context. The empirical research also identified concrete interventions that the institutional entrepreneurs, as well as externally commissioned coordinators and facilitators, can apply to address these barriers and leverage enablers, thereby creating favourable conditions for establishing the SUT.
These insights were synthesised into a set of practical guidelines, refined and validated through an expert meeting. The guidelines are intended to serve as a source of inspiration for institutional entrepreneurs, coordinators and facilitators to refine their practices, reflect on encountered barriers and enablers, assess intuition, and identify blind spots, while continuing to test, refine, and update them as a living document. The findings demonstrate that institutional entrepreneurs can influence stakeholder collaborations towards SUTs by acting as proactive visionary frontrunners, driven by their belief in the need for collective transformation, who inspire participation, align and engage stakeholders, mediate between experts and participants, safeguard the collective ambition, and maintain and strengthen trust and relationships, by use of the various interventions outlined in the guidelines.