1 For reviews of research on multi-stakeholder partnerships, see James Austin and May Seitanidi, “A Review of Partnering Between Nonprofits and Businesses: Part 1. Value Creation Spectrum and Collaboration Stages,” Nonprofit and Voluntary Sector Quarterly, 41, 2012; and John Bryson, Barbara Crosby, and Melissa Stone, “The Design and Implementation of Cross-Sector Collaborations: Propositions From the Literature,” Public Administration Review, 66 (Supplement), 2006.
2 For further analysis of boundaries and practices that produce social transformations, see Charlene Zeitsma and Charles Lawrence, “Institutional Work in the Transformation of an Organizational Field: The Interplay of Boundary Work and Practice Work,” Administrative Science Quarterly, 55, 2010.
3 L. David Brown and Darcy Ashman, “Participation, Social Capital, and Intersectoral Problem-Solving: African and Asian Cases,” World Development, 24, 1996.
4 Steven Pierce, “Bridging Differences and Building Collaboration: The Critical Role of Leadership,” Synergos Institute, 2002; the Mirant Center for Bridging Societal Divides, Addressing Societal Divides: Stories of Bridging Leadership, Manila: Asian Institute of Management, 2011; and Peggy Dulany, “Approaching the Heart of the Matter: Personal Transformation and the Emergence of New Leadership,” Synergos Institute, 2012.
5 For discussions of Theory U, see Peter M. Senge, C. Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers, Presence: Human Purpose and the Field of the Future, New York: Crown Business, 2008; and C. Otto Scharmer, Theory U: Leading From the Future as It Emerges, San Francisco: Berrett-Koehler, 2009.