Abstract
We develop a conceptual governance framework to guide creating and managing a modular interorganizational network to address complex social problems. Drawing on theoretical foundations in modularity and interorganizational networks, we propose that modularizing complex social problems is a dialectic, emergent process that blends a convener-led network formation with a consultative problem definition and solution design. We also posit that social systems are imperfectly modular and need purposefully designed interface governance to integrate the modules. Finally, we advance how leveraging modularity may simultaneously advance the interests of participating actors and deliver societal value. Together, the propositions advance a governance framework for a modular, multi-actor adaptive system suited to tackle the scale, diversity, and dynamics of complex social problems.
Highlights
Labeled ‘grand challenges’ [1,2] or ‘wicked problems’ [3,4], these problems are subjectively constructed and interpreted by different actors, pose uncertainty in terms of cause–effect relationships, and exhibit dynamic complexity, that is, they evolve over time [2,5]
While the for-profit sector is primarily concerned with wealth creation, the non-profit and government sectors give primacy to social development and environmental conservation [10,13,14,15,16]. Such a divide implies that any approach that proposes to assemble an array of actors cutting across societal sectors needs to ensure that it creates value for each of the participating actors and to the society as a whole [17,18,19]. Addressing these gaps, we explore in the context of complex social problems the issue of governance, i.e., the set of coordinating, monitoring, and value-creating mechanisms that enable organizations and their collaborative relationships to survive and thrive [20]
Such simultaneous creation of value to participants and value to society at large and the governance mechanisms that facilitates it has received limited attention. We address this shortcoming as we develop our modular network governance framework
Summary
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. Such a divide implies that any approach that proposes to assemble an array of actors cutting across societal sectors needs to ensure that it creates value for each of the participating actors and to the society as a whole [17,18,19] Addressing these gaps, we explore in the context of complex social problems the issue of governance, i.e., the set of coordinating, monitoring, and value-creating mechanisms that enable organizations and their collaborative relationships to survive and thrive [20]. It allows us to theorize on the nature of interface governance needed for social systems where modules may not be completely independent Together, these two streams of literature provide the theoretical backbone upon which to conceptualize the governance of a quasi-modular network: the set of coordinating and monitoring mechanisms that enable the orchestration and integration of modules that address a complex societal problem. We advance the framework and conclude with a discussion on how this contributes to theory and practice
Sign-in/Register to view highlights & summary 
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
