Large Systems Change: An Emerging Field of Transformation and Transitions
A Special Theme Issue of The Journal of Corporate Citizenship (Issue 58)
Large Systems Change (LSC) is a field of study and action that is characterized by its focus on transformational pathways towards a participative, flourishing future through inter- and trans-disciplinary approaches that value engagement with practitioners and those aspiring for such futures. Its emergence holds great promise for addressing critical issues. Advancing its development requires aggressiveness to cross the many disciplinary, institutional and other boundaries and build the necessary scale of effort; however, humbleness is also required to recognize that although we have substantial knowledge and methodologies for approaching LSC, we are still at early stages of their development. The papers in this Special Issue of The Journal of Corporate Citizenship focus on the question of how to scale to the field of LSC. We can see the contributors and editors reflect on this at the three levels: broadening by increasing the numbers of people and organizations identified with it; going up and out with a more receptive environment arising with failures of traditional management approaches; and deepening of knowledge and methods for supporting LSC. This Special Issue will be essential reading for those researching in this emerging field, and practitioners looking for the latest thinking on how LSC may be a solution to global challenges.
Table of Contents
EditorialMalcolm McIntosh, General Editor, Journal of Corporate CitizenshipLarge Systems Change: An Emerging Field of Transformation and TransitionsSteve Waddell, NetworkingAction, USASandra Waddock, Boston College, USASarah Cornell, Stockholm University, SwedenDomenico Dentoni, Wageningen University, The NetherlandsMilla McLachlan, Stellenbosch University, South AfricaGreta Meszoely, Center for Business Complexity and Global Leadership, USATurning Point: Building Peace in a Complex WorldMari Fitzduff, Brandeis University, USATurning Point: Theory U: From Ego-system to Eco-system EconomiesOtto Scharmer, Massachusetts Institute of Technology, USAAdam Yukelson, Presencing Institute, USATurning Point: Propensities and DispositionsDavid Snowden, Cognitive Edge, UKTurning Point: Mining Resources: Driving Social Justice?Rajesh Tandon, Participatory Research in Asia, IndiaTransition Management: Taking Stock from Governance ExperimentationDerk Loorbach, Niki Frantzeskaki and Roebin Lijnis Huffenreuter,Dutch Research Institute For Transitions, Erasmus University Rotterdam, The NetherlandsScaling Out, Scaling Up, Scaling Deep: Strategies of Non-profits in Advancing Systemic Social InnovationMichele-Lee Moore, University of Victoria, CanadaDarcy Riddell, Waterloo Institute for Social Innovation and Resilience, CanadaDana Vocisano, Concordia University, CanadaTransformative Capacities of Global Private Sustainability Standards: A Reflection on Scenarios in the Field of Agricultural CommoditiesPieter Glasbergen, ICIS-Maastricht University, The NetherlandsGreetje Schouten, Wageningen University, The NetherlandsExploring Social Movements Thinking for Leading Large-Scale Change in Health and Social Services SystemsJudith A. Holton, Mount Allison University, CanadaNavigating Change in Complex Multi-Actor Settings: A Practice Approach to Better CollaborationPetra Kuenkel, Collective Leadership Institute, GermanyAssessing the Performance of Transition Towards Renewable Energy:Case Study of Iran’s Fuel Cell TechnologyEnayat A. Moallemi, Amirkabir University of Technology, Iran; The University of Melbourne, AustraliaAbbas Ahmadi and Abbas Afrazeh, Amirkabir University of Technology, IranNaser Bagheri Moghaddam, Iran Fuel Cell Steering Committee, IranEmployee Ownership and Governance: The Carris Companies Making Change Impacting the WholeCecile G. Betit, Independent researcher, USA