Learning Partnerships: Mindsets, Strategies and Practices that Engage Stakeholders

Peirce HJ¹*

1. Queensland University of Technology, Brisbane, Queensland, Australia

Two significant strategic initiatives are identified for building capacity for innovation and renewal while supporting stakeholders in the transition to the knowledge and learning society:

(a) fostering learning communities/regions/towns; and
(b) forming strategic alliances and developing learning partnerships.

The paper outlines the shift from the resource-based economy to a globally competitive knowledge-based economy and society. It focuses on learning partnerships and identifies a range of operational models/configurations involving multiple stakeholders. The paper argues that the ‘working definition’ of a learning partnership is a strategy designed to foster continuous learning, collaboration, innovation and renewal, in response to the demands of the knowledge-based economy and knowledge and learning society.

Drawing on three organisational case studies through PhD research from the South East Queensland context, the paper discusses:

1. issues confronting key stakeholders in the formation and development of co-operative strategic alliances and learning partnerships;
2. complex relationships and inter-dependencies in these interconnected arrangements;
3. the ‘hard work’ of managing and co-ordinating the diversity of stakeholder agendas and representative interests; and
4. the tensions, challenges and opportunities that arise in collaborative arrangements, such as the potential to encourage collective learning, knowledge generation and innovation.

Interpretive Conceptual Models of Shifting Systems are presented as a means to inform theory and practice. In conclusion, further questions are presented to conference delegates contemplating ways to engage communities and manage across and within complex knowledge eco-systems.

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