TY - JOUR
T1 - Robust collective impact
T2 - How can a company make collective impact sustainable in a long run?
AU - Park, Jaehong
AU - Lee, Jihyeon
AU - Kim, Sang Joon
N1 - 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.
PY - 2020/6/1
Y1 - 2020/6/1
N2 - 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.
AB - 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.
KW - Backbone organization
KW - Collective impact
KW - Robust action
UR - http://www.scopus.com/inward/record.url?scp=85086357366&partnerID=8YFLogxK
U2 - 10.3390/su12114763
DO - 10.3390/su12114763
M3 - Article
AN - SCOPUS:85086357366
SN - 2071-1050
VL - 12
JO - Sustainability (Switzerland)
JF - Sustainability (Switzerland)
IS - 11
M1 - 4763
ER -