| 1. Focusing on champions vs. industry mass | The collaboration focus has shifted between improving state of the art among the industry champions, and mainstreaming of existing knowledge to the industry mass—and there have been differences in opinions regarding optimal focus | Database workshops network | He highlights that when they joined, it was said that [the participants in the network] would be fewer and only larger shipowners, and there would be requirements about having energy management systems and dedicated resources [for energy efficiency]—it remains to be seen if this will be implemented | Representative, shipping company /network participant | May 2016, field note, telephone interview | Network |
| 2. Difficulties in concretizing visions | It has been challenging for involved actors to concretize and define the collaboration idea | Database network | Everybody thought it was a good idea to have a database, but nobody knew what it meant—like the emperor’s new clothes, he says. He thought that the shipowners wanted a database without really knowing why or what it entailed | Consultant | April 2017, field note, conversation | Database |
| 3. Managing conflicting visions | Due to differences between involved organizations, there have been conflicting visions regarding among other things preferred collaboration goals and structure | Database network | Both [collaboration chairman] and [collaboration research advisor] have the opinion that a network is something with active members, in contrast to [consultant’s] view to establish an energy secretariat that works more top-down to “educate” and inspire shipowners in energy efficiency-related issues through outreach activities. Instead, [collaboration chairman] and [collaboration research advisor] want a network for energy-responsibles where they can learn from (and support) each other | Collaboration chairman and collaboration research advisor | November 2015, field note, meeting | Database network |
