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Key Message

There is real power in collaboration, but it is not always easy. Individuals, institutions and sectors need to understand better how to work together to make a difference in the world.

Team


Heather Creech· Heather Creech
Director - Global Connectivity
Leslie Paas· Leslie Paas
Associate
Pauline Gerrard· Pauline Gerrard
Online Learning and Training Coordinator
Natalie Swayze· Natalie Swayze
Associate
Dagmar Timmer· Dagmar Timmer
Associate

Networks & Partnerships

Bridging the gap between research, policy and action

What's New in Networks & Partnerships?

  • The Frontiers of Networked GovernanceThe Frontiers of Networked Governance
    The paper suggests that a combination of stakeholder analysis and social network analysis can be useful in assessing the network structures and practices that may facilitate a networked governance process. We explain the efficacy of networked governance as a factor of both problem complexity (network heterogeneity) and social capital. For problems harbouring a given level of complexity, the higher the level of social capital within an identified governance network, the more autonomy and self-organization may be conducive to achieving problem solving functions, and thus governance goals. To safeguard social capital and help ensure an effective process, it is important to select between of networked governance strategies based on the level of self-steering or active steering that they imply. Where social capital is incommensurate with problem complexity, it may be necessary to employ governance strategies that are more highly modulated by governance authorities situated within a centralized problem solving process. We also describe the methods by which network participants may experience the creation of social capital through collaborative visioning and creating shared value, two parallel and intertwined processes that foster shared visions and strategic alignment within the group, and thus enhance the ability of the group to achieve collectively desirable outcomes.

Achieving sustainable development requires collaboration among sectors and institutions, and the participation of all stakeholders and individuals. But there are many different ways people and organizations can work together to share knowledge, to advocate and to take action. These include campaigning networks, communities of practice, knowledge networks, public-private partnerships, multistakeholder partnerships and strategic alliances. These have all become important mechanisms for identifying priorities, undertaking joint research and for engaging other stakeholders in developing workable solutions. By combining their efforts, members of networks and partnerships are able to have a greater impact on policy and practice than they would have on their own.

Different kinds of networks and partnerships have some characteristics in common, but also face unique challenges. In order to realize their potential, careful attention must be paid to issues of governance, management, communications and evaluation of performance.

Content

Our methodology

Our investigations into networks and partnerships are based on action research with the networks and partnerships that we host; case study research; and workshops and electronic conferences with other practitioners. IISD also provides planning and evaluation services to those seeking to improve their performance. The experiences of networks and partnerships such as the Global Knowledge Partnership (GKP); the International Forum on Rural Transport and Development (IFRTD); Knowledge Networking for Rural Development in Asia/Pacific Region (ENRAP); IUCN – The World Conservation Union; the Global Development Learning Network (GDLN); and the Global Village Energy Partnership (GVEP) have enriched our understanding of the variety of forms successful networks may take, and the challenges they face.

For more information about IISD's networks, partnerships and communications research and consulting, please contact Heather Creech, Director, Knowledge Communications.