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In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations. Because of the interdependencies, interorganizational collaboration is essential, yet working across organizational boundaries is far from simple. It involves a multitude of different organizations, each having its own interests, perspectives, and identities while also varying in power and size. Further, the societal problems that are dealt with are often severe. This volume focuses on the relational complexities of interorganizational collaboration, captured by the term dynamics, referring to: (a) the social and psychological processes that occur when organizations and their representatives interact to engage in cross-boundary or collaborative work (e.g., trust and distrust, intergroup stereotyping and conflict, conflict avoidance, inclusion and exclusion of stakeholders, power dynamics), as well as (b) the development of these processes over time, in view of external and internal events and/or as a consequence of deliberate interventions to enhance collaborative success. The perspective put forward is largely psychological and sociological, both in terms of understanding the group and intergroup processes as well as efforts to intervene to develop collaborative relationships, based on action research and an organizational development approach.

Philosophy --- collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability --- collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability

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In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations. Because of the interdependencies, interorganizational collaboration is essential, yet working across organizational boundaries is far from simple. It involves a multitude of different organizations, each having its own interests, perspectives, and identities while also varying in power and size. Further, the societal problems that are dealt with are often severe. This volume focuses on the relational complexities of interorganizational collaboration, captured by the term dynamics, referring to: (a) the social and psychological processes that occur when organizations and their representatives interact to engage in cross-boundary or collaborative work (e.g., trust and distrust, intergroup stereotyping and conflict, conflict avoidance, inclusion and exclusion of stakeholders, power dynamics), as well as (b) the development of these processes over time, in view of external and internal events and/or as a consequence of deliberate interventions to enhance collaborative success. The perspective put forward is largely psychological and sociological, both in terms of understanding the group and intergroup processes as well as efforts to intervene to develop collaborative relationships, based on action research and an organizational development approach.

collaboration --- conflict --- participation --- multiparty systems --- group dynamics --- multilevel analysis --- dynamics --- boundaries --- change --- co-evolution --- meta-organization --- partnership --- institutional environment --- composition --- membership --- healthcare --- cross-sector partnerships --- institutional fields --- issue field --- power sources --- power strategies --- integrated care --- emotions --- emotional labor --- cross-boundary collaboration --- care professional --- patient --- client --- people with multiple complex problems --- health and social care --- social networks --- trust --- centrality --- relational approach --- inter-organizational collaboration --- multi-actor governance --- complexity leadership theory --- landfill mining --- leadership --- integration --- shared purpose --- accountability --- n/a

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This Special Issue of Sustainability on “Partnerships for the Sustainable Development Goals (SDGs)” brings together a collection of articles that explore a diverse range of issues and challenges faced by partnership arrangements that seek to support the achievement of the SDGs and the United Nations 2030 Agenda for Sustainable Development. As well as encompassing a diverse range of collaborative forms and themes, and involving a variety of stakeholders, these collaborative initiatives are all notably shaped by the dynamics of the particular contexts in which they operate. These contexts include individual, organizational, sectoral, spatial, and geographical settings. The impact of the COVID-19 pandemic on partnering for the SDGs is also apparent. The interplay between these elements offers a useful global–local context for further inquiry and reflection on how deeper and more meaningful collaborative relationships might be developed to achieve the SDG targets and beyond.

cross-sector partnerships --- convening --- coffee --- strategy --- mission-driven organization --- SDGs --- sustainability --- sustainable supply chains --- certification --- convener --- inter-organizational learning --- collaboration --- capabilities --- frames --- 2030 Agenda --- Sustainable Development Goals --- SDG 11 --- urban development --- partnerships --- local collective action --- social segregation --- marginalized urban areas --- perception survey --- non-profit organizations --- charitable associations --- mapping --- Saudi Arabia --- multi-stakeholder partnerships --- transformation --- effectiveness --- impact --- COVID-19 --- corporate foundations --- partnership brokers --- sustainable development --- relationships --- inter-personal connections --- Goal 17 --- multistakeholder partnerships --- challenges of multistakeholder partnerships --- stakeholders’ perceptions --- NGO–business collaboration --- Mexico --- organizational traits --- UN Sustainable Development Goals (SDGs) --- sustainable development goals --- public-private partnership for development --- governance tension --- development cooperation --- monitoring and evaluation --- n/a --- stakeholders' perceptions --- NGO-business collaboration

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Sustainability is an urgent developmental task for our society and is attracting increasing attention. Therefore, higher education institutions (HEIs) are also called upon to deal theoretically, conceptually, methodically, critically, and reflectively with the associated challenges and the processes and conditions of transformation in order to contribute to sustainable development. How can complex organisations such as HEIs succeed in initiating and maintaining the process of sustainable development within their own institutions and make it a permanent responsibility? How can as many protagonists as possible be persuaded to get involved in sustainable development? This book deals with the promotion of sustainable university development and provides an overview of how universities can be organised sustainably and how sustainable development can be implemented in their various functional areas. In the sense of a “whole-institution approach”, which encompasses entire HEIs, the focus is not only on the core areas of teaching (higher education for sustainable development) and research (sustainability in research) but, also, on the operational management of HEIs. In addition, this book focuses on sustainability governance and transfer for sustainable development at HEIs as cross-disciplinary issues.

Humanities --- Education --- higher education institutions --- implementation --- organisational factors --- sustainable development --- interpretative structural modelling (ISM) --- higher education institutions (HEIs) --- cross-sector collaboration --- multi-professional collaboration --- transdisciplinary research --- narrative analysis --- sensemaking --- whole institution approach --- organizational networks --- constant comparative analysis --- athletic departments --- higher education --- sustainability --- loose coupling --- shared governance --- United States --- intellectual capital --- performance --- quality of life --- sustainability assessment --- environmental management performance --- German-speaking countries --- survey --- whole-institution approach --- competencies --- knowledge --- values --- case study --- discourse analysis --- environment --- Global South --- Sustainable Development Goals --- universities’ transformation --- sustainability assessment tool --- sustainability governance --- systems theory --- governance equalizer --- politics --- profession --- organization --- public --- organizational culture --- Germany --- sustainability in science --- transformative science --- grammar of responsibility --- ethics of knowledge --- universities as echo chambers of society --- catalytic science --- universities --- organizational change --- higher education for sustainable development (HESD) --- sustainability transitions --- SD --- alliances --- university --- transfer --- practitioner–university partnership --- societal impact --- education for sustainable development --- higher education development --- sustainable university development --- systemic development --- inter-organizational networks --- worldviews --- societal transformation --- systemic transformation

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Sustainability is an urgent developmental task for our society and is attracting increasing attention. Therefore, higher education institutions (HEIs) are also called upon to deal theoretically, conceptually, methodically, critically, and reflectively with the associated challenges and the processes and conditions of transformation in order to contribute to sustainable development. How can complex organisations such as HEIs succeed in initiating and maintaining the process of sustainable development within their own institutions and make it a permanent responsibility? How can as many protagonists as possible be persuaded to get involved in sustainable development? This book deals with the promotion of sustainable university development and provides an overview of how universities can be organised sustainably and how sustainable development can be implemented in their various functional areas. In the sense of a “whole-institution approach”, which encompasses entire HEIs, the focus is not only on the core areas of teaching (higher education for sustainable development) and research (sustainability in research) but, also, on the operational management of HEIs. In addition, this book focuses on sustainability governance and transfer for sustainable development at HEIs as cross-disciplinary issues.

Humanities --- Education --- higher education institutions --- implementation --- organisational factors --- sustainable development --- interpretative structural modelling (ISM) --- higher education institutions (HEIs) --- cross-sector collaboration --- multi-professional collaboration --- transdisciplinary research --- narrative analysis --- sensemaking --- whole institution approach --- organizational networks --- constant comparative analysis --- athletic departments --- higher education --- sustainability --- loose coupling --- shared governance --- United States --- intellectual capital --- performance --- quality of life --- sustainability assessment --- environmental management performance --- German-speaking countries --- survey --- whole-institution approach --- competencies --- knowledge --- values --- case study --- discourse analysis --- environment --- Global South --- Sustainable Development Goals --- universities’ transformation --- sustainability assessment tool --- sustainability governance --- systems theory --- governance equalizer --- politics --- profession --- organization --- public --- organizational culture --- Germany --- sustainability in science --- transformative science --- grammar of responsibility --- ethics of knowledge --- universities as echo chambers of society --- catalytic science --- universities --- organizational change --- higher education for sustainable development (HESD) --- sustainability transitions --- SD --- alliances --- university --- transfer --- practitioner–university partnership --- societal impact --- education for sustainable development --- higher education development --- sustainable university development --- systemic development --- inter-organizational networks --- worldviews --- societal transformation --- systemic transformation --- higher education institutions --- implementation --- organisational factors --- sustainable development --- interpretative structural modelling (ISM) --- higher education institutions (HEIs) --- cross-sector collaboration --- multi-professional collaboration --- transdisciplinary research --- narrative analysis --- sensemaking --- whole institution approach --- organizational networks --- constant comparative analysis --- athletic departments --- higher education --- sustainability --- loose coupling --- shared governance --- United States --- intellectual capital --- performance --- quality of life --- sustainability assessment --- environmental management performance --- German-speaking countries --- survey --- whole-institution approach --- competencies --- knowledge --- values --- case study --- discourse analysis --- environment --- Global South --- Sustainable Development Goals --- universities’ transformation --- sustainability assessment tool --- sustainability governance --- systems theory --- governance equalizer --- politics --- profession --- organization --- public --- organizational culture --- Germany --- sustainability in science --- transformative science --- grammar of responsibility --- ethics of knowledge --- universities as echo chambers of society --- catalytic science --- universities --- organizational change --- higher education for sustainable development (HESD) --- sustainability transitions --- SD --- alliances --- university --- transfer --- practitioner–university partnership --- societal impact --- education for sustainable development --- higher education development --- sustainable university development --- systemic development --- inter-organizational networks --- worldviews --- societal transformation --- systemic transformation