The Missing Ingredient for Successful Multi-Stakeholder Partnerships: Cooperative Capacity

A Framework for Quantifying the Strength of Partnerships between Agricultural Cooperatives and Development Actors: A Case Study in Saudi Arabia

The issue of the agricultural cooperatives' sustainability in developing their businesses is gaining increasing prominence. Building partnerships between development actors and agricultural cooperatives has been considered an effective strategy for supporting financial capital and addressing sustainability issues collectively. Therefore, this study aimed to address the features and strengths of 33 partnerships established between the Beekeeping Cooperative Association in Al-Baha, Saudi Arabia, and other actors between 2016 and 2021. The analysis of the collaborations was based on six criteria: motivations, partnership planning, outputs, governance practices, outcomes, and sustainability of a partnership. Furthermore, we developed a weighted scoring model to control variable selection and submit the strength of each partnership. The findings indicated that most collaborations (45.5%) were signed with the private sector. Furthermore, the honey value chain development was the most frequent reason (69.7%) attracting the partners to engage in the partnerships. Some of the most critical environmental objectives targeted by the partnerships examined were enhancing bee habitat by the diversification of pasture species, management to increase the flowering period, and proper grazing management. All partners achieved their individual goals jointly in 54.5% of the partnerships analyzed. In terms of a partnership's strength, the findings also revealed that only three partnerships (9.1%) were characterized as strong partnerships. This study provides a better understanding of how agricultural cooperatives collaborate with other actors and a basis for assessing the strength of the partnerships. Such information is crucial for developing relevant policies to encourage cooperatives to engage in future sustainability partnerships.

Practice of Sustainability Leadership: A Multi-Stakeholder Inclusive Framework

Sustainability leadership aims at balancing short-term economic goals with long-term sustainable development goals by considering the interests of all stakeholders instead of just shareholders and focusing on a triple bottom line: people, planet, and profit. The existing research on sustainability leadership has mainly focused on the role of individual competencies without considering other meso and macro level factors that can impact the enactment of sustainable leadership. The studies that have considered these micro, meso, and macro levels have conceptualized these levels as stratified and discrete, assuming a hierarchical relationship between them. Such a conceptualization constitutes an impediment to the dynamic communication and engagement that is necessary to the achievement of sustainability goals. Drawing on stakeholder theory, this study investigates the key factors impacting the practice of sustainability leadership in a contextually relevant manner. More specially, we propose a multi-level, multi-stakeholder framework for sustainability leadership that is data driven and supported by evidence. This framework is meant to portray a holistic model that is dynamic and reciprocal in the manner in which micro, meso and macro factors impact each other. Qualitative research methods and purposive sampling were used for four stages of data collection, from 39 individuals with diverse profiles across the sustainable-engineering sector. The data collected were analyzed thematically, and the findings formed the basis of the dynamic inclusive business model for sustainability proposed in this paper, which challenges the traditional hierarchical business models. The data-driven, multi-level, multi-stakeholder framework proposed in this work extends the literature by providing insights on the key factors that impact the practice of sustainability leadership in the context of SMEs, operating in an emerging market. This framework demonstrates that the effective practice of sustainability leadership by SMEs is influenced by the interplay of factors at micro, meso and macro levels, as represented by individuals, organizations/firms, and governments.