To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

GIN Conference 2002

Sustainability Communications Beyond Organisational Boundaries How Intersectoral Networks Can Communicate Successfully

By Christiane E. Pfeiffer M. A.1 University of Hannover, Dept. of Marketing I: Market and Consumer Research

Abstract Facing a more and more complex environment, an increasing number of societal actors have started to engage in intersectoral collaborative alliances in recent years. Among other forms, sustainability networks as multi-party partnerships that aim at enhancing environmental and/ or socio-economic sustainability have become more frequent. In the growing body of literature an effective internal and external communication is seen as conditio sine qua non for the success of such networks. However, while marketing literature offers various approaches of how to design a single organisational entity’s communications, communication recommendations for intersectoral collaborations like sustainability networks are still underdeveloped. The research project that laid the foundation for this paper contributes to filling this gap. In a multiple case study following the iterative approach of Grounded Theory by Glaser and Strauss the structure, and process of the collaboration of representatives of companies, NGOs, and administration in two sustainability networks were analysed. The comparison of two collaborative alliances that centre on different sustainability dimensions broadens the understanding of specific dynamics that also impinge on the communication of the actors involved. The empirical findings together with comprehensive desk research helped to identify various sets of requirements for network communication that is to add to the collaboration’s success. Drawing on marketing and management literature as well as on the practical experience in the two case studies, recommendations for network communications are formulated and condensed in the design of a concept for sustainability communications beyond organisational boundaries, the Integrated Network Communications.

1

The author can be contacted by e-mail to .

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The paper particularly highlights the communicative pitfalls of the socio-economically oriented sustainability network. The Integrated Network Communications concept offers a guideline for practitioners as well as a framework for researchers to spot and solve such problems.

Keywords Sustainability networks, sustainability communications, collaboration, integrated network communications

To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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1 Introduction Facing a more and more complex environment, an increasing number of societal actors have started to engage in intersectoral collaborative alliances in recent years. Among other forms, sustainability networks as multi-party partnerships that aim at enhancing environmental and/ or socio-economic sustainability have become more frequent2. In the growing body of literature an effective internal and external communication is seen as conditio sine qua non for the success of such networks. However, while marketing literature offers various approaches of how to design a single organisational entity’s communications, communication recommendations for intersectoral collaborations like sustainability networks are still underdeveloped. The research project that laid the foundation for this paper contributes to filling this gap.

2 Method of the Study As literature so far provides little knowledge of the subject, a qualitative-explorative approach was chosen. In an embedded multiple case study following the iterative approach of Grounded Theory by Glaser and Strauss the structure, process, and especially the communication of two sustainability networks and their regional subunits were analysed (Yin 1994; Glaser and Strauss 1967). The comparison of two collaborative alliances that centre on different sustainability dimensions broadens the understanding of specific dynamics that also impinge on the communication of the actors involved. For the research process the description of grounded case studies by Eisenhardt (1989) was taken as basis. Figure 1 visualises this approach in form of a hermeneutical spiral. Insert Figure 1 about here In order to allow triangulation data was collected from various sources: • 2

network documents, e. g. press releases and clippings, project flyers, image brochures,

Because of the enormous dynamism of the development and because of differing definitions there are no statistics available. However, in literature there are various hints that the number of intersectoral collaborative networks or partnerships has grown in the last decade (cf. e. g. Waddell 1999; Logsdon 1991). Elkington and Fennell report that in a survey among companies and NGOs 85% of the respondents expect a further dissemination of intersectoral collaboration also in the near future (cf. Elkington und Fennell 2000). Saying this, it is not denied that the conflict approach is still evident; depending on the specific circumstances, it can even bring about more sustainability improvements than co-operation – an aspect, however, that cannot be discussed further in this paper. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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websites, member lists, •

semi-structured interviews with representatives from different actor groups and different network levels, and

•

observations of network events, i. e. internal meetings, and external presentations, e. g. in form of a project fair and a press conference.

Interpretation of the data was based on theoretical coding (Strauss and Corbin 1994).

3 Sustainability Networks ”At the heart of sustainable development is the notion of different actors working in partnership to resolve environmental [and socioeconomic] problems in a collaborative manner.“ (Robins and Kranendonk 1999) This quotation underlines that intersectoral co-operation is inherent to the concept and strategy of sustainable development. Therefore it is not surprising that a growing interest in collaboration on sustainability topics can be perceived post-Rio where the political call for intersectoral collaboration as a step towards the solution of global development problems entered the public debate on an international scale. The emerging empirical evidence of sustainability-related intersectoral co-operation is reflected in the growing body of literature. Various terms have been coined for addressing the empirical phenomenon: e. g. “collaborative alliances“ (Gray and Wood 1991), “environmental partnerships”

(Long

and

Arnold

1995),

societally

oriented

co-operations

(“Gesellschaftsorientierte Kooperationen“, Brockhaus, 1996), “green alliances“ (Hartman and Stafford 1997), “intersectoral partnering“ (Charles, McNulty, and Pennell 1998), and “new social partnerships“ (Copenhagen Centre 2000). However, in numerous cases the focus of related studies remains limited to environmentally oriented and dyadic relationships thus neglecting more complex forms of collaboration. In contrast, authors like Rowley or Gemünden and Ritter underline the importance of the network perspective for matching the empirically present interconnectedness of an organisation’s various relationships with external partners (Rowley 1997; Gemünden and Ritter 1997).

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3.1 Definition of the Term As a consequence, the study that forms the basis for this paper takes a network angle when examining intersectoral partnerships in the field of sustainable development. Therefore, the term sustainability networks is used comprising voluntary, mid- to long-term oriented co-operations with a polycentric organisational structure in which different actor groups combine their expertise and specific organisational resources trying to jointly solve societal problems that are related to a sustainable development (Pfeiffer forthcoming)3. The rather new concept of sustainability networks (Halme and Fadeeva 1998; Pfeiffer 2001) not only meets the demand for a network perspective. It also offers a macro angle thus exceeding the preferential treatment of a single member’s viewpoint that is still prevailing in collaboration literature.

3.2 Principal Characteristics Reflecting the empirical reality on a general level, sustainability networks can be differentiated with respect to the sustainability dimension on which they focus (Halme and Fadeeva 1998). Hence, the research project analysed a socio-economically and an environmentally oriented sustainability network: The “Initiative for Employment” is formed by companies, trade unions, and political-administrative actors that strive for improving the employment situation in Germany and its regions. “Living Lakes” is a world-wide lake protection network set up by environmental NGOs that ally with companies, and politicaladministrative actors4. Structurally, three levels can be determined in sustainability networks: the umbrella network or macro level, the regional networks or meso level, and the single organisational actors or micro level5. Typically, sustainability networks like other interorganisational networks are polycentric that, however, need not exclude the existence of a hub co-ordinator or communicator (Sydow 1992).

3

4 5

Halme and Fadeeva take a similar understanding of the term as basis for the EU project EMPOST-NET when defining sustainability networks as “[...] networking across different public and private sectors of society towards the most important goal of today – sustainable development” (Fadeeva and Halme 2001). For a description of the two networks cf. Pfeiffer 2001. In less complex networks the macro level and the meso level might be one and the same, but in most cases a tendency towards networking on an umbrella level can be observed (cf. e. g. Wood and Gray 1991). To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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The process of collaboration has an evolutionary character and can be divided into a phase of negotiation, a phase of initiation and growth, a phase of execution and consolidation, and a phase of closure or renewal (Long and Arnold 1995; Murray and Mahon 1993).

4 Communicative Pitfalls of Sustainability Networks in Practice In the presentation of the case studies’ results this paper particularly highlights the pitfalls of the communication in the socio-economically oriented sustainability network. The “Initiative of Employment” was founded in 1998 and quickly spread all over Germany: After two years the network has formed 19 regional subunits6. The network states to have more than 2.500 persons and more than 400 companies involved in these regions7; besides, there are two dozens NGOs and about 80 political-administrative actors mentioned in network documents. However, most of them can dedicate only a minimal part of their time resources to network activities. Also for the focal external communicators – a department of the coordinating third party institute – the communications of the network is a minor project with merely 2 1/2 man-days per month allocated to it8. This leads to a very loose communication structure both between the macro and the meso level and between the macro and the micro level. The hub communicators assume that many of the network representatives had not even informed their public relations department about the commitment of their company in the “Initiative of Employment”9. The meso level follows diverging communication strategies. Some of the regional networks started their own public relations immediately in the initation phase, partially taking up communication elements that were developed by the focal communicators (e. g. logo). Others decided not to communicate at all with external target groups until there were tangible results10. The public career of the core topics of the analysed sustainability networks turned out to impinge on the initiation of the collaborations. So the “Initiative of Employment” was established in 1998 when the need for reforms in the employment sector was one of the

6 7 8 9 10

Based on network newsletters. Based on an internal project paper dated from November 2001. Based on an interview with a representative of the named institute. Based on an interview with the focal network communicator. Based on interviews with the focal co-ordinator and focal communicator. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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central issues in the national election campaign11. The political agenda, the political prioritisation of a joint search for solutions as well as the lack of initiatives in the socioeconomic area of sustainability had led to the formation of the network12. The environmentally oriented sustainability network explicitly uses sustainable development as a peg on which to hang external messages on its activities (Living Lakes 1999). That was not the case in the “Initiative for Employment” until the renewal phase when some of the member companies started to communicate their commitment as socially oriented sustainability activity (Econsense 2002). The concept of sustainability seems to be more problematic for the communication of the socio-economically oriented sustainability network. Actors from environmental NGOs and Agenda 21-related administration, as they are predominantly represented in “Living Lakes”, are well familiar with the concept, whereas such knowledge cannot be taken as granted with regard to the mainly economic actors in the “Initiative of Employment”. An internal clarification process, however, was rejected as it was viewed as being too time consuming and hindering from programmatic activities13. While both networks focus on programmatic goals linked to their key topic the “Living Lakes” approach includes improvements within the corporations that are active in the network14. In contrast, the “Initiative of Employment” companies work on implementing employment projects in their region and on initiating legislative refinements on a national level, but little is communicated about their internal efforts. Media coverage on employment cutbacks in some of the big member companies of the network temporarily brought these actors and the network as a whole into discredit. The credibility of the network communicators from the micro, the meso, and macro level was questioned by journalists, target groups, and even by fellow members from the NGO sector15. This problem was intensified by the “Initiative of Employment” not putting its objectives in operationalised, concrete terms. This proves London and Rondinelli’s warning: “the partnership can get bogged down quickly if problems are defined too broadly or abstractly“ (London and Rondinelli 2001). Furthermore, unlike in “Living Lakes” the dominant actors in the “Initiative of Employment” are companies. This actor group, however, generally has a

11 12 13 14 15

Based on a statement of one of the NGO representatives on the macro level. Based on interviews with the focal co-ordinator, and focal communicator. Based on interviews with the focal co-ordinator, and focal communicator. E. g. the handling of the resource water in production cycles of Unilever or DaimlerChrysler. Based on interviews with the focal co-ordinator, and focal communicator as well as on the analysis of press clippings. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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lower external credibility in sustainability-related issues than NGOs who are viewed as almost naturally linked to the topic16. As an answer to this difficult situation, the emphasis of the goals of the “Initiative of Employment” shifted over time: In the beginning the network primarily underscored the aim of implementing concrete employment projects. Now in the consolidation and renewal phase pushing a structural reform process is communicated as most prominent objective17. Only for a minority of the initiative’s members the original network tasks such as creating and stimulating employment 18 belong to their core business. Apart from the described difficulties for the communication of a logical association this limited “core relevance” (Long and Arnold 1995) also impedes the allocation of time and staff resources to network activities. Unlike in fresh water protection where each factory can be made responsible for its contribution either to pollution or protection, for employment both the generation and the reduction is hard to ascribe individually to the behaviour of one corporation. The single company can – at least to a certain agree – justify its own reduction policy with a general economic recession or overall structural insufficiencies. This means, that the organisational risk of being scandalised that works as trigger for collaboration is evaluated less high for the companies in the socioeconomically sustainability network than for those in the environmentally oriented network. Hence, for the economic actors the “Initiative of Employment” is a “do good” project (Long and Arnold 1995). Not only is its success merely partially dependent on their commitment, also organisational benefits can be expected rather on a mid-term than a short-term basis19. This necessarily dampens motivation.

5 The Integrated Network Communications Concept 5.1. Requirements for Network Communications The empirical findings of the multiple case study together with comprehensive desk research helped to identify various sets of requirements for a network communication that is to add to the collaboration’s success (Pfeiffer 2001; Pfeiffer forthcoming). The first requirement profile was related to the characteristics of the structure of and the processes in sustainability

16

17 18 19

See e. g. chapter 27 of Agenda 21. Following Haley this logical association is a constituent element of communicator credibility (Haley 1996; Stafford and Hartman 2000). Based on the analysis of press clippings and an interview with the focal network communicator. Based on the image brochure of the network. Cf. the discussion of the relevance of early wins in collaboration literature (e. g. Davis 1999). To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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networks. Special attention was paid to the organisational and cultural background of the three key actor groups – companies, NGOs, and administration – since their resources and interests fundamentally determine network communication. Here the following central requirements became evident: •

generating trust,

•

ensuring continuous commitment,

•

bridging the diverse organisational cultures, and

•

establishing actors in the role of relay stations for the management of the network’s interfaces.

In a second step the content-related focus of the communication of sustainability networks, i. e. sustainability communication, was examined. Specific communication difficulties that arouse e. g. from the complexity or the imperceptibility of sustainability problems were identified20. Core implications for the design of the network communication were: •

strategic, long-term oriented planning,

•

co-ordination of the network-related external communication activities of the various actors in order to come to consistent messages and a synergetic agenda-building (Pfeiffer 2001),

•

generating and maintaining relationship credibility (Stafford and Hartman 2000) for positioning the network communicators as reliable sources,

•

a balanced design of the messages with respect to cognitive, emotional, and behavioural elements, and

•

a proactive dialogue-orientation of the communication of sustainability networks.

In the empirical analysis the following supplementary aspects became obvious and were compiled in a practice-reflecting requirement profile: •

motivating actors to make use of their organisational resources and know-how also within the network context,

•

respecting the actors‘ search for autonomy,

•

openness for the evolutionary character of sustainability networks, and

•

ensuring the acceptance of external network communication.

5.2 Aims and Definition of INC The essential need for co-ordination in such complex intersectoral collaborations as well as their search for synergies suggested to use an integration approach like in integrated

20

For the key characteristics of ecological problems cf. Hansen and Bode 1999. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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marketing communications21. However, the planning and co-ordinating aspect clearly conflicts with the search of autonomy and the evolutionary character. Thus, a modified and extended concept22 was designed in order to consider these specific and at the first sight clashing requirements: the Integrated Network Communications (INC). The INC concept tries to offer orientation in order to fulfill the diverse requirements that are specific for intersectoral collaboration and its sustainability-oriented communication. It is viewed both as guiding concept and as process. Regarding the evolutionary character of sustainability networks during its implementation and usage it is to be evaluated and adapted continuously. In extension of the understanding of integrated marketing communications the INC of sustainability-related collaborations is defined as follows: Integrated Network Communications is understood as a process of planning, organisation, and flexible adaptation that is directed towards forming a unit out of the diverse sources of internal and external network-related communication with the level of integration being limited by the maintenance of the network and actor credibility. The INC concept aims at the dialogue-oriented communication of consistent and credible messages about the network and its sustainability-related core topic and an optimal support of both the network’s and the actors’ network-related goals. The definition underscores especially two aspects: first a gradual form of integration, and second the view on the communication concept from the angle of the network as a pluralistic, composite actor which always has to take into account its single actors and possibly conflicting goals.

5.3 Key Elements of the INC Concept A central question of the INC concept deals with what and how much is to be integrated. In corporate integrated communications the focus lies on the co-ordination of different (in-house or agency) communication specialists (Yeshin 1998; Kirchner 2001). In contrast, in sustainability networks integration is primarily sought between the different levels as well as between the various single organisational actors of the network, i. e. between the diverse sources of internal and external network-related communication as the definition above puts

21

22

For comprehensive descriptions of integrated marketing communications cf. e. g. Schultz et al. 1993; Percy 1997; Sirgy 1998; Yeshin 1998; Bruhn 1995. The term “concept“ is used in its meaning as marketing concept. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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it. In the study the integration task is viewed as threefold: the integration of the content of the messages, of their form, and of their timing23. For balancing autonomy and synergy the rule of thumb for the optimal degree of integration is: as much integration as possible, as much differentiation as necessary. Two characteristics of the sustainability network are viewed as core determinants for the integration level (Figure 2): •

the degree to which external target groups view the network partners as conflicting, and

•

the degree of homogeneity or compatibility of the organisational cultures24 of the network partners. Insert Figure 2 about here

The less conflicting and the more homogeneous the partners are, the higher can be the level of especially formal and content-related integration with the partners still being authentic and in line with their own organisational identity and communications. Hence, the partners can aim at synergistically achieving a mutually intensifying agenda building. Sustainability networks on this side of the continuum can also work on establishing a unique – though still pluralistic 25 – network identity26 (Figure 2). Conversely, if the perceived conflict potential is high and the cultures are heterogeneous, the partners have to maintain an arm’s length relationship for not putting their organisational credibility at risk (Livesey 1999). As a consequence in highly controversial relationships an integration of the content or a formal standardisation is not advantageous. Furthermore, a network identity cannot be built under such circumstances. Instead, the partners’ own organisational identities will remain prevailing. But also for homogeneous and little conflicting partners merely a nuanced integration – in contrast to total integration like in corporate integrated communications (Robers 1999) – is recommended. This is because a thorough standardisation would not be in line •

23 24

25

26

neither with the wish for autonomy (hence, it cannot be implemented in voluntary systems like sustainability networks),

This differentiation is based on Bruhn (1995). Martin underlines in her differentiation approach that each organisation can form various subcultures that may co-exist with an organisation-wide culture (Martin 1992). In this context, however, the core culture is the substantial reference point since it is assumed that it primarily coins the organisational identity. The maintenance of the pluralistic character is recommended for cultural contexts in which the joint search for solutions is evaluated positively by the target groups. Such a network identity can be developed only on a mid- to long-term basis depending on e. g. the level of trust, the core relevance of the network goals, and the intensity of interaction among the actors. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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•

nor with the limited feasibility of co-ordinating a high number of communicators with simultaneously tightly restricted resources,

•

nor with the aims of achieving high recall rates and of stressing the pluralistic character of the collaboration (i. e. only very well introduced sustainability networks with an independent identity might standardise formally so much that the single actor’s corporate design becomes peripheral in the external network communication).

The nuanced integration allows organisationally specific variations while striving for a less rigid level of standardisation so that „[...] all items used [...] serve to tell the same story and [...] reinforce the overall message [...]” (Yeshin 1998) to the communication partners or target groups. The voluntary, polycentric, and evolutionary character of sustainability networks are considered in the INC concept by a down-up planning process and a modular system. The down-up process aims at enhancing acceptance for planning decisions and the probability of their implementation. In contrast to corporate communications, the bottom-up part of the planning process is not restricted to merely tactical decisions (Bruhn 1995). As the diverging strategies on the meso level of the “Initiative for Employment” have shown the actors of the regional networks have to be involved in strategic decisions as well. Structurally, a focal network communications manager or management team is recommended who connects the various communication relay stations in the network. Throughout the whole process on the macro level openness for the input from the decentral communicators is required in order to explore the resources of network actors as fully as possible and prevent them from getting frustrated. The development of the network communication management structure should possibly start right in the phase of negotiation. Since internal and external network communication is strongly linked with the network activities themselves the communication planning can be based on the network management, e. g. the network communication objectives can be derived from the programmatic network goals. The joint formulation of a network communication concept paper27 is considered helpful. Basically it should include four elements: an INC-related letter of intent, strategic decisions, communication rules, and organisational agreements (Table). Insert Table about here

27

The network co-ordinators must take into account the cultural orientation of the various actor groups towards planning itself. So the level of strategic and formalised plannning might differ from network to network. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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The rules for the design of network-related messages are presented as an integrated modular system. It contains guidelines that help to meet the requirements shown above. For instance, an interactive network newsletter might be proposed that helps to communicate early wins within the network in order to ensure continuous commitment; or informal events for network members can be suggested for adding to the trust building and cultural mediating process; or examples are given of how to balance cognitive, and emotional message parts. Network communicators on the meso and micro level can apply these prepared elements what helps to save time and increases consistency, but in answer to their search for autonomy they are always free to tailor the modules for their own purposes28. This procedure is comparable with the combination approach of international corporate communications: “The preparation of materials will be planned and co-ordinated [centrally] to avoid duplication, but local managers will be provided with a range of materials in order that they can ‘personalize’ or tailor the execution to meet their individual requirements.” (Yeshin 1998) Hence, unlike in integrated corporate communications the concept paper of an INC is not unalterable and strictly binding. The continuous adaptation also allows the consideration of actors who enter the network at a later stage.

6 Discussion and Outlook Drawing on marketing and management literature as well as on experiences in the two case studies, recommendations for network communications were formulated and condensed in the design of the Integrated Network Communications (INC) concept. It offers a guideline for practitioners as well as a framework for researchers to spot and overcome problems as they became evident in the case study analysis. The INC concept has primarily been developed as communication recommendations for intersectoral co-operations. So far this aspect had not been treated so intensely in collaboration literature though for instance Stafford and Hartman (2000) point into this direction. Also Livesey (1999) underscores that partners have “[...] to anticipate and resolve likely differences in emphasis and design of their communication strategies around the partnership“.

28

To increase the probability of an unchanged application in the case of differentiation or a low degree of integration the communication rules should be formulated actor group specifically. This is especially required in heterogeneous networks in which a unified positioning of the collaboration can be hard to achieve. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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Furthermore, the INC concept can be seen as further development of integrated communications in networked systems; a step that was called for by Bruhn29 in 2000 (Bruhn 2000) and for which Tietz’ so called type IV of integrated communications had been an early– but in later marketing literatur neglected – predecessor (Tietz 1982). Though a successfully implemented INC can bring about numerous benefits for a sustainability network and its actors the concept still has its limits. So balancing out polycentrism on the one hand and (centralised and thus consistent) co-ordination on the other will always remain a tightrope walk. The partial concentration of communication tasks that usually will go hand in hand with the implementation of an INC should be counterbalanced, e. g. by transferring network functions such as project generation to other actors. Especially, the effects of an integrated network communications should be subject to further research. While in this project the effectivity of the INC concept was deduced on the basis of plausibility and theoretical considerations the mentioned synergetic agenda building is still to be verified empirically. It is assumed that uncontrollable interventions from network-external sources can overlap or even deny the network messages (Kotler, Haider, and Rein 1993); i. e. in spite of the reinforcing effect of the joint communication the network messages will still be confronted with the complex communicative interactions of the target groups. All in all, the INC concept now needs a deepening, e.g. from the point of view of one of the key actor groups, and a broadening, e. g. by supplementing it with other marketing instruments for an integrated marketing of sustainability networks. Here, e. g. Hartman and Stafford’s research on product-related decisions of green alliances are an important reference point (Stafford and Hartman 2001). Finally, a transfer to other cultural contexts could be of interest in order to make the INC concept applicable e. g. for Asian-Pacific or South American sustainability networks. The aim of the project that laid the foundation for this paper was a first profound outline of the concept from the perspective of the network as composite actor. Now it is open to a dialogue-based improvement process involving both researchers and practitioners so that the goal of communicatively supporting the potential that lies in sustainability-related intersectoral collaboration is eventually achieved.

29

Bruhn is one of the leading researchers in the field of integrated communications in German speaking marketing To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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Acknowledgements I want to express my gratitude for the insightful discussions with my supervisor at the University of Hannover/ Germany, Prof. Dr. Dr. h. c. Ursula Hansen, throughout my doctoral research project (July 2000 to June 2002) on which this paper is based. I would also like to thank the Greening of Industry Network, my colleagues and friends, especially Prof. Dr. Minna Halme, Prof. Dr. Edwin R. Stafford, and Marc H. Pfeiffer, Mediator (univ.), for the fruitful exchange. Last but not least, my thanks go to the German Industrial Research Foundation (“Stiftung Industrieforschung“) for supporting this research project, and the organisations that generously shared their experiences.

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Lakes (1999): About the Living http://www.livinglakes.org/partnership.htm, 7.12.1999.

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Logsdon, Jeanne M. (1991): Interests and Interdependence in the Formation of Social Problem-Solving Collaborations, in: Journal of Applied Behavioral Science, Vol. 27 (1991), No. 1, pp. 23-37. London, Ted; Rondinelli, Dennis A. (2001): Environmental Collaborations for Profit and Protection: A Framework for Assessing Corporate and Non-Profit Group Alliances, in: GIN-Asia (ed.): Sustainability at the Millennium. Globalization, Competitiveness & the Public Trust, CD-ROM, Bangkok 2001. To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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der Kommunikations- und Werbewirtschaft [Advertising. Manual for the Communications and Advertising Industry], Landsberg am Lech [et al.] 1982, pp. 2265-2297. Waddell, Steve (1999): The Evolving Strategic Benefits for Business in Collaboration with Nonprofits in Civil Society. A Strategic Resources, Capabilities and Competencies Perspective, http://www.usaid.gov/pubs/isp/resource/evolve.html, 19.4.2001. Wood, Donna J.; Gray, Barbara (1991): Toward a Comprehensive Theory of Collaboration, in: Journal of Applied Behavioral Science, Vol. 27 (1991), No. 1, pp. 139-162. Yeshin, Tony (1998): Integrated Marketing Communications. The Holistic Approach, Oxford [et al.] 1998. Yin, Robert K. (1994): Case Study Research: Design and Methods, 2nd ed., Thousand Oaks [et al.] 1994.

To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

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Figures and Tables Figure 1:

The Iterative Case Study Research Process (source: adapted from Eisenhardt 1989; Danner 1998; Mayring 1996)

Desk Research

Advanced theoretical understanding

Figure 2:

Field Research

Communication Design for Sustainability Networks

Theoretical understanding/ Identification of requirements

Question/ A priori constructs/ Selection of methods

Empirical understanding/ Selection of cases

Advanced empirical understanding/ Data collection

Case analysis

Gradual Integration in Sustainability Networks (source: own)

Differentiation

Fragmentary Integration

Homogeneity

Conflict potential Prevailing single organisational identities

Nuanced Integration

Partially distinct (pluralistic) network identity

Distinct (pluralistic) network identity

To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden

Pfeiffer: Sustainability Communications Beyond Organisational Boundaries

Table:

20

Elements of an INC Concept Paper (source: own based on a modification of Bruhn 1995 and Robers 1999)

Elements of the Concept Paper

Included Sections

Letter of Intent to an INC

•

Positions of the single actor groups concerning an INC (including reservations)

•

Explicit commitment of all actors to the INC

•

Strategic decisions concerning the (especially external) network communication in the early phases

•

Decision on the aspired degree of integration

•

List of activities for an on-going evaluation and adaptation

•

Self-image and positioning of the network

•

Core goals and key communication partners or target groups

•

System of core network messages

•

Core communication instruments

•

Guidelines for network communication

•

Preliminary task devision

•

Considerations for further structural development of the INC

Strategic Decisions

Communication Rules

Organisational Agreements

To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden