Pursuing innovative solutions to sustainability problems through openness: A future research agenda

Following a previous BEER editorial on responsible business engagement with sustainability and the United Nations' 17 Sustainable Development Goals (SDGs) (Jamali et al., 2022), in this we intend to shed light tackling problems via organizational openness.1 In general, (e.g., poverty, irresponsible production consumption, planet harming) are broad scope have several interrelated facets (Gurca 2023; Porter 2020). For example, problem of poverty developing countries has various interdependent facets, such as lack education opportunities, corruption, social conflicts. This type is unlikely be solved by single organization. because broadness all too often exceeds knowledge expertise organizations Majchrzak & Malhotra, 2020), multifaceted character – or wickedness (Reinecke Ansari, 2016) these brings “constant danger that attention directed facet web will spawn solutions disregard vital consequences for other facets” (Simon, 1978, p.13). Actually, not surprisingly, manifold tend narrow down neglecting some their focusing only those that: (1) more relevant them key stakeholders; and, (2) they able address internal resources expertise) (see Baer 2013). Whilst identify needed addressing problems, urgency significantly increasing pressures exerted different stakeholders government, consumers) rapidly growing Köhler 2022; Markovic Markovic, Sancha, Lindgreen, 2021). However, despite urgency, even if somehow manage problem, also time develop required problem. That why increasingly embracing openness Bagherzadeh 2021; Bagherzadeh, 2018) involving types external McGahan see Iglesias Opening up can help better important (Baer 2013; 2020) provide access would complement addition, opening outsiders likely gain quickly, which particularly situations Gurca 2023) like current world's situation characterized grand challenges 2022). As seems beneficial, there now examples it problems. when Daimler Truck AG Volvo, two leading companies commercial vehicle industry, decided related transportation, creating sustainable alternatives diesel combustion engines heavy-duty vehicles, agreed form joint venture fuel cell technology development.2 Another example Climate CoLab, where global climate change developed crowdsourcing initiatives.3 Despite above-discussed potential benefits, generate may hinder solving success Salter 2014). fear leakage thus, cause tension between sharing protecting Brunswicker, 2016; 2015), obstruct not-invented-here (NIH) syndrome, entails employees' negative stance toward coming from outside organization 2014), challenge absorption resources. potentially caused openness, critical case alignment ensure do conflict each (i.e., solution integration)4 2023). Going back our imply opportunities ought aligned handling corruption conflicts as, otherwise, could other, subsequently solve poverty. Finally, at level governance mechanisms, risk marginalizing radical perspectives given collaboration tends common among actors who share similar Dzhengiz spite challenges, literature generally shows managed properly, represent powerful, necessary, tool tackle So, how properly? The emphasized following factors need consider successful management: level; stakeholder selection; (3) mechanism (4) practices (for review First, should decide stakeholders. contingent organization's size culture, sector operates, set idiosyncratic contextual rules, regulations, standards. Based factors, assess determine breadth depth its stakeholders.5 Second, specific suppliers, competitors, universities, customers, governmental bodies) intends interact Jovanovic, so doing, first Then, evaluate lacking willing them. Third, through going most popular mechanisms include equity non-equity partnerships strategic alliances, ventures), crowdsourcing, licensing agreements, co-creation Ind 2017). Using than one simultaneously especially complex uncertain projects (Bagherzadeh 2021) oriented Fourth, introduce support foster Foss 2011; Lakemond 2020; Moghaddam Some establishment formal and/or informal communication channels employees, introduction an employee reward system acquiring integrating internally effective way, systematic training, dedicated processes HR, legal) employees. above-presented four management, below ideas future research considering managerial addition ideas, studies investigate management interrelated. depend involved used, attributes. raise question whether preferred mechanism. Similarly, influenced certain practices, communication, raising calls formality communication. Moreover, explores boundary conditions limitations context promising avenue research. Research advance theory examining above work versus countries, culture alter relationships investigated. interested receiving manuscripts consideration publication BEER. We believe broadening ways analyzing urgent interest readers but broader academic community, practice end day, humanity large. Co-Editors-in-Chief thank Mehdi contributing Editorial.