Transition Management: Taking Stock from Governance Experimentation
In 2001, transition management was introduced into the science-policy debate around sustainable development and complex societal issues. Transition management (TM) at that time posed a number of generic principles derived from an understanding of complex societal sustainability challenges as persistent problems. These formed the basis for the experimental development of a range of new instruments, strategies and actions to influence the speed and development of sustainability transitions. Since its introduction, the field of transitions at large and the research and practices around the TM concept have evolved considerably, including a fundamental scientific debate, the build-up of an empirical basis and a grounded portfolio of TM instruments. In this paper we will take stock of and reflect on the advances in the field of TM based on our experiences with experimentally applying, refining and developing the basic premises, tenets and possible interventions.
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Document Type: Research Article
Publication date: June 1, 2015
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- The Journal of Corporate Citizenship focuses explicitly on integrating theory about corporate citizenship with management practice. This means that the journal provides a forum in which the tensions and practical realities of making corporate citizenship real are addressed in a reader-friendly, yet conceptually and empirically rigorous format. The Journal of Corporate Citizenship aims to publish the best ideas integrating the theory and practice of corporate citizenship in a format that is readable, accessible, engaging, interesting and useful for readers in business, consultancy, government, NGOs and academia. This peer-reviewed journal encourages practical, theoretically sound, and (when relevant) empirically rigorous manuscripts that address real-world implications of corporate citizenship in global and local contexts.
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