Exploring governance for sustainable transitions in renewable energy communities: A comparative inquiry of private and public initiatives

As interest in Renewable Energy Communities (RECs) grows due to their potential for decarbonization and decentralized energy governance, knowledge gaps persist regarding how different leadership styles affect their transformative capabilities. This study builds on the Strategic Niche Management framework to explore the divergences in governance dynamics of RECs initiated by public and private actors. Through a cross-case comparative analysis of six RECs in Italy, we examine how visions, social networks and learning processes diverge between the initiatives, influencing their alignment with sustainability transition goals. Our findings reveal that public-led RECs adopt inclusive, long-term strategies aimed at territorial resilience and citizen empowerment, but face constraints due to bureaucratic inertia and complexity. In contrast, private-led RECs demonstrate managerial agility and investment efficiency, often oriented toward short-term gains, with limited territorial embeddedness. These configurations reflect different trajectories of development with implications for their systemic impact. We contribute to bridging the gap between theory and practice in the context of governance models, offering insights into how leadership logics affect the ability of RECs to serve as vehicles for a just transition. Our recommendations target policymakers and managers advocating for hybrid solutions that leverage the strengths of both actors to ensure scalability and equity in REC implementation. • Public and private-led Renewable Energy Comminities show distinct transition paths. • Strategic Niche Management reveals differences in niche governance models. • Public-led RECs focus on inclusivity and long-term territorial sustainability. • Private-led RECs prioritize efficiency and short-term incentive exploitation. • Hybrid governance models can enhance equity and scalability in RECs.