This paper aims to examine marine plastic debris as a paradigmatic wicked problem, characterized by poor formulation, confusing information, conflicting stakeholder values and unintelligible system-wide ramifications. Marine plastic pollution exhibits multiscalar complexity and multi-causal origins and resists definitive solutions because it entangles economic systems, policy frameworks and social practices. Applying network orchestration theory, this study analyzes how diverse actors, governments, international organizations, non-governmental organizations, private sector entities and scientific communities can be strategically coordinated to address this wicked environmental challenge despite absent hierarchical authority, conflicting interests and incomplete knowledge.
This qualitative study includes 27 in-depth interviews with institutional, economic and social-environmental stakeholders. The analysis follows Dhanaraj and Parkhe's (2006) network orchestration typology, emphasizing knowledge mobility, innovation appropriability and network stability as key coordination dimensions.
The findings reveal asymmetric orchestration across governance cores. The institutional core shows higher knowledge diffusion but limited innovation appropriation and weak stability. The economic core demonstrates greater appropriability but lacks coordination, while the social-environmental core remains fragmented and under-resourced. An integrated governance mechanism to orchestrate collective action across sectors is absent.
By applying network orchestration theory to marine plastic pollution governance, this study advances understanding of how wicked environmental problems are managed across complex actor networks. The findings underscore the need for adaptive, multi-level governance frameworks and continuous policy innovation to address the transboundary and systemic nature of marine pollution.
