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Journal of Management Inquiry
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Multistakeholder Collaboration as Symbolic Marketplace and Pedagogic Practice

Jeffery Everett

University of Calgary

Tazim B. Jamal

Texas A&M University

This article focuses on the role of power in multistakeholder collaboration. It considers this form of organization from a nontraditional, Bourdieun perspective, which has the authors focus on the how of power and on the role of language in the constitution and the exclusion of voice. A case study—a collaboration convened by a scientific task force to resolve an environmental conflict in Canada’s Banff National Park—is introduced, and this is read off against a number of Bourdieu’s concepts, namely capital, field, habitus, and misrecognition, doxa, and symbolic violence. Through such a reading, the article offers insights into elements of both surface and deep-structure power. The article, by focusing on a science-driven, environmental multi-stakeholder collaboration, also challenges common-sense constructions of the environment and raises concerns over the presumed neutrality or nonpolitical nature of both scientific and economic discourse.

Key Words: collaboration • stakeholder • power • tourism • national parks • environment • Bourdieu

Journal of Management Inquiry, Vol. 13, No. 1, 57-78 (2004)
DOI: 10.1177/1056492603261042
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