On the way to sustainable development, government, business and civil society actors face problems that cut across traditional jurisdictions and organizational routines. Collaborative processes are started, creating innovative solutions and joint initiatives. However, in spite of initial enthusiasm, these collaborative processes can strand in endless debates, resulting in a lack of actions and key actors leaving the scene. This paper addresses the question as to how a group of individuals comes to trust these joint initiatives such that collective mental ownership ensues. We combine insights from multi-actor collaboration literature with the concept of collective intentionality from the philosopher Searle. This theoretical exploration results in four mechanisms that can inhibit or accelerate the development of collective mental ownership: the shared problem mechanism, the network mechanism, the leadership mechanism, and the crisis mechanism. To illustrate these theoretical findings a case study research is presented on the development of Greenports in the Netherlands.
|Publication status||Published - 2010|
|Event||17th Annual MOPAN Conference 2010 - Keele, United Kingdom|
Duration: 28 Jun 2010 → 30 Jun 2010
|Conference||17th Annual MOPAN Conference 2010|
|Period||28/06/10 → 30/06/10|