Robust collective impact: How can a company make collective impact sustainable in a long run?

Jaehong Park, Jihyeon Lee, Sang Joon Kim

Research output: Contribution to journalArticlepeer-review


In this study, we delve into a question as to whether and how collective impact can persist. The literature shows that internal conflict is a critical challenge for achieving collective impact. In particular, where a company seeks a collective impact, internal conflict intensifies in backbone organizations. The case of H-OnDream, a company-initiated program intended to nurture and support nascent social ventures in South Korea, which has seen significant social impact over its 10 years of work, shows that companies can take the initiative to develop collective impact by employing the three strategies of gazing, abstracting, and spacing. These findings bear on a significant challenge in collective impact, i.e., how to produce a collective impact and demonstrating the ways collective impact can be achieved over the long run.

Original languageEnglish
Article number4763
JournalSustainability (Switzerland)
Issue number11
StatePublished - 1 Jun 2020

Bibliographical note

Funding Information:
This research received no external funding. We are indebted to all the interviewees for this study. In particular, we are deeply grateful to Byung hoon Lee, vice president and Jaeho Choi, the director of CSR department of Hyundai Motor Company and Hyeong Bae Park, the secretary-general of the Hyundai Motor Chung Mong-Koo Foundation for their valuable support.

Publisher Copyright:
© 2020 by the authors.


  • Backbone organization
  • Collective impact
  • Robust action


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