Dealing with Wicked Issues: Open Strategizing and the Camisea Case

The purpose of this article is to demonstrate, based on an extensive study of the Shell-led Camisea gas project in Peru, how what we believe to be a new approach to dealing with stakeholders, focusing on sense-making and combining industry dynamics and stakeholder empowerment, was developed. The project’s success was measured by the fact that, unlike similar projects around the world, it did not meet with major opposition during its 4-year life span. Those involved in the Camisea project succeeded in creating an open approach to building stakeholder relationships, allowing them to navigate through a number of diverse and challenging socio-political and ecological issues. An integral part of Shell’s approach was acting upon its commitment to high standards of operation and values. The insights from this case clearly indicate that stakeholder management and theorizing can profit from a less controlled, open and sense-making oriented strategizing with stakeholders.     

Estimating a Local Food Waste Baseline

ABSTRACT

This article estimates the amounts of food that is discarded, diverted, and landfilled in Minnesota by comparing and applying approaches and statistics from selected national, regional, and local studies. Our preferred estimates suggest 2.1 million tons of food is discarded in Minnesota, of which 60% is diverted through recovery and recycling efforts. The remaining 834 thousand tons are landfilled. This landfilled amount, considered as “food waste,” is smaller than the 1.3 million tons calculated using the ReFED (2016) methods, but its estimated distribution across the food supply chain is similar. Residential losses account for the largest proportion of food waste landfilled (43%). The processing and manufacturing stage discards the largest proportion of food (36%), but generates the smallest amount landfilled because of a high diversion factor. The range of estimates obtained from various methods highlights the complexities in choosing appropriate assumptions, factors, and datasets when calculating food waste baseline amounts.     

Is globalisation undermining the welfare state?

This paper analyses the evolution of the welfare states in themajority of OECD countries during the pre-globalisation (1946–80)and globalisation (1980–2000) periods. Our purpose isto find out whether globalisation has produced a convergencetowards a smaller welfare state, funded increasingly by non-mobilefactors such as labour, property and consumption rather thanby mobile factors such as capital. The data presented here challengethe claims about such a convergence, showing that social publicexpenditures and public employment have continued to expandduring the globalisation period in most OECD countries. We alsoshow that the welfare states remain rooted in the politicaltraditions that have governed them.     

Agricultural policy decisions in the EC : Consequences of institutional imbalance

In almost all developed countries agriculture is protected by state interventions of a differing nature and degree, subject to political decisions. These decisions are determined by the institutional framework of the relevant decision-making process. In this article it is demonstrated that the institutional framework of the EC differs to a large degree from those in most parliamentary democracies. Such institutional peculiarities favour the transformation of political interests of farmers into decisions on farm policy by the Council of Ministers largely because of a lack of countervailing checks.     

Avoiding digitalization traps: Tools for top managers

Digital transformation is fundamentally changing the business landscape. It is also affecting the roles of top managers within firms. Our survey of more than 160 senior managers in Europe suggests that digitalization, rather than encouraging more decentralized forms of management, will lead to an expanded role for headquarters and further empowerment of top managers. While acknowledging the benefits of the digital transformation, in this Executive Digest we identify five key challenges for newly empowered top managers and offer solutions for these digitalization traps.