Taking in the view from the edge: Issues management recontextualized

This article examines the conflicting imperatives of issues management through a New Zealand case study in which short-term political and economic objectives compete with longer-term ones of sustainability and legitimacy. Issues management becomes double-edged, so that success in achieving one set of objectives may, paradoxically, lead to failure in the other. The article explores this under-researched phenomenon and expands the boundaries of thinking about issues management by recontextualizing it to the marginalized perspective of the planet as a key stakeholder.