From Engagement to Impact: The Power of Associations in Sustainability Transition : A Case Study

Abstract

Sustainability represents one of the most significant challenges of this century. With increasing pressure from stakeholders, the urgency for sustainability transition is apparent. However, such a transition cannot be achieved in isolation by organisations, companies or governments alone; instead, it requires collective effort.

By exploring how stakeholder engagement contributes to sustainability transitions, this master’s thesis responds to scholarly calls for more qualitative case studies that investigate the dynamics of stakeholder engagement within the sustainability transition. While existing research has focused mainly on stakeholder dynamics within companies, industries, or supranational organisations, this study fills a gap by investigating engagement among a wide range of stakeholders, including policymakers, employees, philanthropic organisations, and representatives of private companies, all of whom play critical roles in systemic change.

The research question in this study is: How can stakeholder engagement contribute to sustainability transition? The study builds on an adapted stakeholder engagement model, emphasising value creation, particularly through learning and innovation, within the context of sustainability.

The research is based on a case study of the Czech association Change for the Better (originally Změna k lepšímu in Czech), which provides a rich context due to its diverse stakeholder network and sustainability requirements for members. The association’s public affairs, education, and community engagement activities are closely linked to sustainability and environmental, social and governance (ESG) principles.

To investigate the contribution of stakeholder engagement, eight semi-structured interviews were conducted using purposive and snowballing sampling, involving policymakers at the national and EU levels, current and former association employees, and representatives of philanthropic and private organisations. Additionally, five documents, primarily meeting minutes, along with reports and strategies, were analysed to identify stakeholder categories. Thematic analysis was employed to derive key themes from the primary data.

The study finds that stakeholder engagement contributes to sustainability transition by fostering learning at both individual and organisational, enabling collaborations and cross-sectoral partnerships, driving innovation, and shaping policy. Furthermore, seventeen stakeholder categories were identified, illustrating the dynamic nature of stakeholder roles. The research also underscores the plurality of the sustainability, as reflected in the literature. Notably, the findings reveal that stakeholders’ backgrounds influence their perceptions of sustainability transition, motivations for engagement, as well as the nature of their involvement.

Additionally, the study demonstrates that associations are crucial in sustainability transitions, as they engage diverse stakeholders, facilitate dialogue, and promote change. However, the outcome depends on internal structures and the people involved.

Limitations of the study include the focus on a single association, limited generalisability, small sample size, and potential biases. Future research could benefit from comparative case studies, broader stakeholder inclusion, or longitudinal studies to examine the long-term contribution of stakeholder engagement to sustainability transitions.