Unravelling Leadership Dynamics in an Alternative Food Network

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dc.contributor.advisorCalo, Adam
dc.contributor.advisorKaufmann, Maria
dc.contributor.authorPelders, Pascal
dc.date.issued2024-03-22
dc.description.abstractAlternative Food Networks (AFNs) are recognized as potential catalysts for change, yet current sustainability transition scholarship often overlooks the role of agency and actors within these networks. To address this gap, the study employs Social Practice Theory (SPT) to examine leadership dynamics within an AFN. Through qualitative case study methods, including interviews and observations, it reveals a dynamic, shared approach to leadership that fosters innovation and collaboration. However, challenges arise when organizational structures are too loose, leading to coordination issues and inefficiencies. The research emphasizes the active role of individuals in shaping leadership structures and highlights the recursive relationship between leadership and network structures. Ultimately, it challenges the notion that leadership alone guarantees success, underscoring the importance of understanding leadership as a form of agency within the broader context of network structures. Keywords: Leadership; Sustainability transitions; Change, Social Practice Theory; Agency; Structure Alternative Food Networks
dc.identifier.urihttps://theses.ubn.ru.nl/handle/123456789/16831
dc.language.isoen
dc.thesis.facultyFaculteit der Managementwetenschappen
dc.thesis.specialisationspecialisations::Faculteit der Managementwetenschappen::Master Environment and Society Studies::Local Environmental Change and Sustainable Cities
dc.thesis.studyprogrammestudyprogrammes::Faculteit der Managementwetenschappen::Master Environment and Society Studies
dc.thesis.typeMaster
dc.titleUnravelling Leadership Dynamics in an Alternative Food Network
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