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Large Systems Change: An Emerging Field of Transformation and Transitions

A Special Theme Issue of The Journal of Corporate Citizenship (Issue 58)

Large Systems Change (LSC) is a field of study and action that is characterized by its focus on transformational pathways towards a participative, flourishing future through inter- and trans-disciplinary approaches that value engagement with practitioners and those aspiring for such futures.  Its emergence holds great promise for addressing critical issues.  Advancing its development requires aggressiveness to cross the many disciplinary, institutional and other boundaries and build the necessary scale of effort;  however, humbleness is also required to recognize that although we have substantial knowledge and methodologies for approaching LSC, we are still at early stages of their development. 

The papers in this Special Issue of The Journal of Corporate Citizenship focus on the question of how to scale to the field of LSC. We can see the contributors and editors reflect on this at the three levels:  broadening by increasing the numbers of people and organizations identified with it; going up and out with a more receptive environment arising with failures of traditional management approaches; and deepening of knowledge and methods for supporting LSC. 

This Special Issue will be essential reading for those researching in this emerging field, and practitioners looking for the latest thinking on how LSC may be a solution to global challenges.

Editorial

Malcolm McIntosh, General Editor, Journal of Corporate Citizenship

Large Systems Change: An Emerging Field of Transformation and Transitions

Steve Waddell, NetworkingAction, USA

Sandra Waddock, Boston College, USA

Sarah Cornell, Stockholm University, Sweden

Domenico Dentoni, Wageningen University, The Netherlands

Milla McLachlan, Stellenbosch University, South Africa

Greta Meszoely, Center for Business Complexity and Global Leadership, USA

Turning Point: Building Peace in a Complex World

Mari Fitzduff, Brandeis University, USA

Turning Point: Theory U: From Ego-system to Eco-system Economies

Otto Scharmer, Massachusetts Institute of Technology, USA

Adam Yukelson, Presencing Institute, USA

Turning Point: Propensities and Dispositions

David Snowden, Cognitive Edge, UK

Turning Point: Mining Resources: Driving Social Justice?

Rajesh Tandon, Participatory Research in Asia, India

Transition Management: Taking Stock from Governance Experimentation

Derk Loorbach, Niki Frantzeskaki and Roebin Lijnis Huffenreuter,

Dutch Research Institute For Transitions, Erasmus University Rotterdam, The Netherlands

Scaling Out, Scaling Up, Scaling Deep: Strategies of Non-profits in Advancing Systemic Social Innovation

Michele-Lee Moore, University of Victoria, Canada

Darcy Riddell, Waterloo Institute for Social Innovation and Resilience, Canada

Dana Vocisano, Concordia University, Canada

Transformative Capacities of Global Private Sustainability Standards: A Reflection on Scenarios in the Field of Agricultural Commodities

Pieter Glasbergen, ICIS-Maastricht University, The Netherlands

Greetje Schouten, Wageningen University, The Netherlands

Exploring Social Movements Thinking for Leading Large-Scale Change in Health and Social Services Systems

Judith A. Holton, Mount Allison University, Canada

Navigating Change in Complex Multi-Actor Settings: A Practice Approach to Better Collaboration

Petra Kuenkel, Collective Leadership Institute, Germany

Assessing the Performance of Transition Towards Renewable Energy:Case Study of Iran’s Fuel Cell Technology

Enayat A. Moallemi, Amirkabir University of Technology, Iran; The University of Melbourne, Australia

Abbas Ahmadi and Abbas Afrazeh, Amirkabir University of Technology, Iran

Naser Bagheri Moghaddam, Iran Fuel Cell Steering Committee, Iran

Employee Ownership and Governance: The Carris Companies Making Change Impacting the Whole

Cecile G. Betit, Independent researcher, USA

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