Open Access

The world currently faces important issues concerning climate change and environmental sustainability, with the wellbeing of billions of people around the world at risk over the next decades. Existing institutions no longer appear to be sufficiently capable to deal with the complexity and uncertainty associated with the wicked problem of sustainability. Achieving the required sustainability transformation will thus require purposeful reform of existing institutional frameworks. However, existing research on the governance of sustainability of sustainability transformations has strongly focused on innovation and the more ‘creative’ aspects of these processes, blinding our view to the fact that they go hand with the failure, decline or dismantling of institutions that are no longer considered functional or desirable. This doctoral dissertation thus seeks to better understand how institutional failure and decline can contribute productively to sustainability transformations and how such dynamics in institutional arrangements can serve to restructure existing institutional systems. A systematic review of the conceptual literature served to provide a concise synthesis of the research on ‘failure’ and ‘decline’ in the institutional literature, providing important first insights into their potentially productive functions. This was followed up by an archetype analysis of the productive functions of failure and decline, drawing on a wide range of literatures. This research identified five archetypical pathways: (1) crises triggering institutional adaptations toward sustainability, (2) systematic learning from failure and breakdown, (3) the purposeful destabilisation of unsustainable institutions, (4) making a virtue of inevitable decline, and (5) active and reflective decision making in the face of decline instead of leaving it to chance. Empirical case studies looking at the German energy transition and efforts to phase out coal in the Powering Past Coal Alliance served to provide more insights on (a) how to effectively harness ‘windows of opportunity’ for change, and (b) the governance mechanisms used by governments to actively remove institutions. Results indicate that the lock-in of existing technologies, regulations and practices can throw up important obstacles for sustainability transformations. The intentional or unintentional destabilisation of the status quo may thus be required to enable healthy renewal within a system. This process required active and reflective management to avoid the irreversible loss of desirable institutional elements. Instruments such as ‘sunset clauses’ and ‘experimental legislation’ may serve as important tools to learn through ‘trial and error’, whilst limiting the possible damage done by failure. Focusing on the subject of scale, this analysis finds that the level at which failure occurs is likely to determine the degree of change that can be achieved. Failures at the policy-level are most likely to merely lead to changes to the tools and instruments used by policy makers. This research thus suggests that failures on the polity- and political level may be required to achieve transformative changes to existing power structures, belief-systems and paradigms. Finally, this research briefly touches on the role of actor and agency in the governance of sustainabilitytransformations through failure and decline. It finds that actors may play an important role in causing a system or one of its elements to fail and in shaping the way events are come to be perceived. Drawing on the findings of this research, this dissertation suggests a number of lessons policy makers and others seeking to revisit existing institutional arrangements may want to take into account. Actors should be prepared to harness the potential associated with failure and decline, preserve those institutional elements considered important, and take care to manage the tension between the need for ‘quick fixes’ to currently pressing problems and solution that maintain and protect the longterm sustainability of a system.