A recent strand of the literature bridging across sustainability, complexity, environmental and governance science (developed under the umbrella of Transition Management, TM) has advanced a theory on how transitions towards sustainability gain scale from niche to mainstream. Though widely applied both in global food and agricultural systems and other economic sectors, this strand of the literature has been subject to debate in the way it conceives its pathways of transformation. One of the main criticisms to TM theory points at its focus on co-creation processes among stakeholders in the transition arena, yet paying insufficient attention to the role of conflict and antagonistic forces in achieving a transformation through power dynamics. Large systems change (LSC) theory, recently introduced, presents a way to address this shortcoming with a more comprehensive understanding of the multiple pathways needed for transformation towards sustainability. In addition to co-creating change, LSC argues that supporting, doing and forcing change strategies are also needed. The perspective of LSC theory on the transformative turn towards sustainability is illustrated using the change strategies taking place in global food and agricultural systems between 2000 and 2015.

跨越可持续性，复杂性，环境和治理科学的最新文献（在“过渡管理”（TM）的领导下发展）提出了一种有关如何向可持续性过渡的方法从利基市场扩展到主流的理论。尽管这一系列文献广泛应用于全球粮食和农业系统以及其他经济部门，但在构想其转变途径的方式上一直受到争议。对TM理论的主要批评之一是，它着眼于过渡舞台上利益相关者之间的共创过程，而对冲突和敌对力量在通过动力动力学实现转变中的作用却没有给予足够的重视。最近引入的大型系统变更（LSC）理论，通过更全面地了解向可持续发展转型所需的多种途径，提出了一种解决此缺点的方法。LSC认为，除了共同创造变更外，还需要支持，执行和强制实施变更策略。使用2000年至2015年全球粮食和农业系统中发生的变化策略，阐述了LSC理论对向可持续性转型的观点。