scholarly journals Transformational Collaboration for the SDGs: The Alianza Shire’s Work to Provide Energy Access in Refugee Camps and Host Communities

2020 ◽  
Vol 12 (2) ◽  
pp. 539 ◽  
Author(s):  
Jaime Moreno-Serna ◽  
Teresa Sánchez-Chaparro ◽  
Javier Mazorra ◽  
Ander Arzamendi ◽  
Leda Stott ◽  
...  
Keyword(s):  
Systemic Change ◽  
Northern Ethiopia ◽  
Refugee Camps ◽  
Energy Access ◽  
Additional Information ◽  
Humanitarian Action ◽  
Organizational Engagement ◽  
2030 Agenda ◽  
Collaborative Value Creation ◽  
Multi Stakeholder

The potential for achieving transformation through partnerships is central to the 2030 Agenda for Sustainable Development. However, information on experiences that explore the processes that might generate systemic change is generally lacking. This article uses the Collaborative Value Creation (CVC) framework to analyze the transformational prospects of the Alianza Shire, the first multi-stakeholder partnership for humanitarian action in Spain. The partnership, which aims to develop innovative energy access solutions in refugee camps situated in the Shire region of northern Ethiopia is assessed from its creation in 2014 to the present with regard to four key partnership features: organizational engagement, resources and activities, partnership dynamics and impact. Our findings suggest that while the CVC framework is a useful tool for analyzing the evolution of a partnership to a transformative phase, additional information is required on the important role played by a partnership facilitator in assisting this process. This inquiry aims to build upon the CVC analysis by identifying and addressing some of the barriers faced by the Alianza Shire and other partnerships in attaining transformational outcomes and proposing two key enablers that can assist progression towards this: a facilitating organization that ensures the creation of collaborative shared value and an aspirational strategy for achieving significant systemic change.

scholarly journals Feedback Loops and Facilitation: Catalyzing Transformational Multi-Stakeholder Refugee Response Partnerships

2021 ◽  
Vol 13 (21) ◽  
pp. 11705
Author(s):  
Jaime Moreno-Serna ◽  
Teresa Sánchez-Chaparro ◽  
Leda Stott ◽  
Javier Mazorra ◽  
Ruth Carrasco-Gallego ◽  
...  
Keyword(s):  
Expert Knowledge ◽  
Clean Energy ◽  
Feedback Loops ◽  
Northern Ethiopia ◽  
Refugee Camps ◽  
Dyadic Relationships ◽  
The Sustainable Development ◽  
Stakeholder Partnerships ◽  
Multi Stakeholder ◽  
Translation Service

Global policies such as the recent ‘Comprehensive Refugee Response Framework’ call for a profound transformation in refugee response. To this end, collaboration with non-traditional humanitarian actors, particularly the private sector has been advocated. The application of new multi-stakeholder partnerships that transcend traditional dyadic relationships have been commended by practitioners for their ability to create stable services and markets in refugee camps. However, the adaptation of multi-stakeholder partnership models to the novelties of refugee response and the dynamics among partners in these complex arrangements requires more attention. This paper explores how the creation and development of multi-stakeholder partnerships can maximize the transformational potential of collaboration for refugee response, ensure the stakeholder diversity needed to provide basic services on a stable basis, and provide a facilitation function that supports the partnership. Using an action-case methodology, the focus of the article is on the Alianza Shire, Spain’s first multi-stakeholder partnership for humanitarian action, which was established to provide energy to refugee camps and host communities in refugee camps in northern Ethiopia. Our findings suggest that i) the active participation of aid agencies in the co-creation process of a multi-stakeholder partnership may increase the transformational potential of refugee response, ii) feedback loops and the consolidation of internal learning are essential practices for the effective management of complex multi-stakeholder partnerships, and iii) the facilitator plays a critical and underexplored role in refugee response collaborative arrangements. In addition, sustainability-oriented university centers may possess a particular capacity for nurturing the transformational potential of multi-stakeholder refugee response partnerships by generating ‘safe spaces’ that foster trust-building, providing a cross-sector ‘translation’ service, and affording the legitimacy and expert knowledge required to conduct learning processes. We believe that the theoretical and practical implications of our research may contribute to the effective fulfilment of the Sustainable Development Goals, specially, SDG7 (Affordable and Clean Energy) and SDG17 (Partnership for the Goals).

scholarly journals A Retrospective Analysis of Energy Access with a Focus on the Role of Mini-Grids

2020 ◽  
Vol 12 (5) ◽  
pp. 1793 ◽  
Author(s):  
Alexandros Korkovelos ◽  
Hisham Zerriffi ◽  
Mark Howells ◽  
Morgan Bazilian ◽  
H-Holger Rogner ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Power Systems ◽  
Universal Access ◽  
Scale Up ◽  
Third Party ◽  
Small Scale ◽  
Energy Access ◽  
Early Stages ◽  
Multi Stakeholder

Achieving universal access to electricity by 2030 is a key part of the Agenda for Sustainable Development, and has its own Sustainable Development Goal, SDG 7.1. This is because electricity services are required for almost all aspects of a modern economy, from the cooling of vaccines to irrigation pumping, to manufacturing and running a business. The achievement of SDG 7.1 will require a thoughtful mix of policy, finance, and technology to be designed and implemented at scale. Yet, the pressing need for an electrification ramp-up is not unprecedented. Many countries (now considered “industrialized”) faced similar challenges about a century ago. Although the existing literature covers a great deal of power systems evolution, there is a gap around the specific role and impact of small, isolated power systems in the early stages of electricity uptake. In this paper, we provide insights based on the review of the historical electrification efforts in four (now middle and high-income) countries. The drivers and context of electrification efforts in early stages are described. Those focus particularly on the role of dispersed, small-scale generation systems (mini-grids). Our analysis shows that electrification follows four loosely defined phases, namely: pilot projects, technological roll-out, economic expansion, and social scale-up. We report a selection of historical mistakes and advances that offer lessons of striking importance for today´s energy access efforts, particularly in regards to the development of mini-grids. We find that today, as historically, multi-stakeholder (e.g., planners, regulators, developers, investors, third party actors) collaboration is key and can help build locally adaptable, economically sustainable and community compatible mini-grids that can accelerate—and lower the societal costs of—universal access to electricity.

scholarly journals Sustainable Strategic Management Model for Hotel Companies: A Multi-Stakeholder Proposal to “Walk the Talk” toward SDGs

2020 ◽  
Vol 12 (20) ◽  
pp. 8652
Author(s):  
Ernestina Rubio-Mozos ◽  
Fernando E. García-Muiña ◽  
Laura Fuentes-Moraleda
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Management Model ◽  
The Sustainable Development ◽  
Stakeholder Approach ◽  
2030 Agenda ◽  
Tourism Sector ◽  
Qualitative Research Methodology ◽  
Development Goals ◽  
Multi Stakeholder

As we reach the fifth anniversary of the Declaration of the United Nations 2030 Agenda for Sustainable Development, the tourism sector responsible for over 10% of the world’s GDP still does not have an open-source, sustainable management criteria that would enable and empower them to “walk the talk” to contribute to the Sustainable Development Goals (SDGs). The purpose of this paper is to fill the gap in the social sciences and business management literature by providing a theoretical Sustainable Strategic Management Model (SSMM) proposal for the Fourth Sector (4S), Small- and Medium-sized (SMEs) Hotel companies (4S-SM-HCs), which are committed and have the will to contribute firmly to the 2030 Agenda. Based on their corporate purpose and aligned with the SDGs, this article provides a holistic proposal with a multi-stakeholder approach, adding the SDG perspective. Through a qualitative research methodology based on two focus groups in which the main stakeholders and the management team of the 4S-SM-HC under examination took part, a theoretical SSMM is co-defined so that the hotel company can make significant contributions to the five areas of the SDGs. Basing their structure on the internationally recognized Global Sustainable Tourism Council (GSTC) Criteria and co-created through social learning, this SSMM proposes four strategic management axis and develops ten principles of ethical performance (PEP). The main contributions of this article are two: (1) to provide an ecosystemic SSMM proposal to the 4S-SM-HCs to allow them to make significant contributions to the SDGs, and (2) to facilitate a methodological framework with a multi-stakeholder approach and SDG perspective to enable them to contribute to the wellbeing of people, the community and the planet.

scholarly journals Premarital sexual practice and associated factors among adolescents in the refugee camps in Tigray, northern Ethiopia

2019 ◽  
Vol 12 (1) ◽  
Author(s):  
Hailay Gebreyesus ◽  
Tesfay Berhe ◽  
Zemichael Welegebriel ◽  
Tewolde Wubayehu ◽  
Gebretsadik Hailemariam ◽  
...  
Keyword(s):  
Associated Factors ◽  
Northern Ethiopia ◽  
Refugee Camps ◽  
Sexual Practice ◽  
Premarital Sexual

scholarly journals Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility

2020 ◽  
Vol 12 (22) ◽  
pp. 9745
Author(s):  
Haywantee Ramkissoon ◽  
Felix Mavondo ◽  
Vishnee Sowamber
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Structural Equation ◽  
Integrative Model ◽  
2030 Agenda ◽  
Equation Modelling ◽  
Customer Delight ◽  
Strategic Csr ◽  
Multi Stakeholder ◽  
Corporate Social

Corporate Social Responsibility (CSR) remains a hot topic in management. Yet, little is known about how well managers, employees and consumers are responding to CSR initiatives to align with the 2030 Agenda for Sustainable Development. Underpinned by well-established theories, this study develops a single integrative model of managers’, employees’ and consumers’ CSR. Data were collected from the LUX* group of resorts and hotels located on three Indian Ocean islands: Mauritius, Reunion and the Maldives. Structural equation modelling was employed. Findings reveal: (1) organizational CSR is positively related to employee social responsibility; (2) organizational CSR is negatively associated with customer social responsibility; (3) employee social responsibility is negatively related to customer social responsibility; (4) employee social responsibility is negatively related to customer delight; (5) customer social responsibility is positively related to customer satisfaction; and (6); customer social responsibility is positively related to customer delight. Strategic CSR initiatives with a multi-stakeholder engagement approach are discussed.

Introduction

2018 ◽  
Author(s):  
Yinka Omorogbe ◽  
Ada Okoye Ordor
Keyword(s):  
Policy Development ◽  
Research Collaboration ◽  
Cape Town ◽  
Energy Access ◽  
Developmental Issues ◽  
Legal Studies ◽  
Stakeholder Input ◽  
Multi Stakeholder ◽  
University Of Cape Town ◽  
The University

The research collaboration that led to the production of this book was supported by the TY Danjuma Fund for Law and Policy Development at the University of Cape Town. The primary collaboration between the Centre for Comparative Law in Africa (CCLA) at the University of Cape Town (UCT) and the Nigerian Institute of Advanced Legal Studies (NIALS) was established in 2014 as the CCLA–NIALS partnership—a fundamental term of the TY Danjuma endowment at UCT. The editors therefore express their gratitude to General TY Danjuma GCON for the generous and far-sighted support of this collaborative model of Africa-focused research. Indeed, African investment in collaborative and multi-disciplinary research such as this exemplifies the multi-stakeholder input that needs to foreground any meaningful intervention in Africa’s developmental issues, including the pervasive issue of energy access....

Dialogue is Destiny: Managing the Message in Humanitarian Action

2007 ◽  
Vol 22 (5) ◽  
pp. 423-428 ◽  
Author(s):  
Ano Lobb ◽  
Nancy Mock
Keyword(s):  
Mass Communication ◽  
Communication Tool ◽  
Policy Makers ◽  
Humanitarian Action ◽  
Humanitarian Response ◽  
Leading Role ◽  
Innovative Methods ◽  
The Media ◽  
Multi Stakeholder ◽  
Media Manipulation

AbstractDuring humanitarian response efforts, the mass media serves as the primary informational intermediary informing donors, policy makers, and the nonaffected public. A lack of professional standards within the current culture of journalism, the politics of media ownership, and media manipulation by governments has distorted reporting on humanitarian crises, with possible detrimental effects on response efforts. Humanitarian response organizations must assume a proactive, leading role in the management and sharing of information with each other as well as with donors, policy makers, and the public. This will require working with the media as partners, as well as exploring innovative methods of mass communication. A multi-stakeholder, cooperative communication initiative could help improve media involvement, and harness the media as a credible and knowledgeable communication tool for response efforts. A professional publication dedicated to the discipline of humanitarian relief also could optimize efforts, communicate the perspectives of beneficiaries, and manage the underutilized resource of the general public.

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