Cities are touted as leaders and innovators in sustainability policy, but face significant challenges with its implementation. Because sustainability objectives are multifaceted they often do not align with local governments' typical organizational structures, which compartmentalize expertise around core service functions. This mismatch lies at the heart of many cities' implementation struggles; broad sustainability initiatives require active contribution from multiple departments, but externalities and fuzzy boundaries of responsibility stymie collaboration. Sustainability science recognizes the need to think across disciplinary boundaries and we argue that sustainability implementation requires managing across organizational ones. Drawing from mixed-methods research on US cities' sustainability efforts, we present a functional collective action framework that identifies four internal administrative arrangements that city governments use to facilitate functionally transboundary sustainability implementation. We assess their relative effectiveness and make the case for an influential sustainability lead.

城市被誉为可持续发展政策的领导者和创新者，但在实施过程中面临重大挑战。由于可持续发展目标是多方面的，因此通常与地方政府的典型组织结构不一致，后者将围绕核心服务职能的专业知识分隔开来。这种失配是许多城市实施斗争的核心。广泛的可持续性倡议需要多个部门的积极贡献，但是外部性和责任界限模糊了协作。可持续发展科学认识到有必要跨学科界限进行思考，我们认为可持续发展的实施需要跨组织的范围进行管理。从关于美国城市可持续发展努力的混合方法研究中得出的结论，我们提出了一个功能性的集体行动框架，该框架确定了市政府用于促进功能性跨界可持续性实施的四个内部行政安排。我们评估它们的相对有效性，并为有影响力的可持续发展线索提供依据。