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Journal articles on the topic 'Managing stakeholder relationships'
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Wulandari, Astri. "MANAGING STAKEHOLDER RELATIONSHIPS AND STAKEHOLDER EXPECTATIONS." ETTISAL Journal of Communication 3, no. 2 (December 29, 2018): 163. http://dx.doi.org/10.21111/ettisal.v3i2.1976.
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Balser, Deborah, and John McClusky. "Managing stakeholder relationships and nonprofit organization effectiveness." Nonprofit Management and Leadership 15, no. 3 (2005): 295–315. http://dx.doi.org/10.1002/nml.70.
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Schüller, David, Vít Chlebovský, Karel Doubravský, and Vladimír Chalupský. "The Conceptual Scheme for Managing University Stakeholders' Satisfaction." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 62, no. 4 (2014): 719–27. http://dx.doi.org/10.11118/actaun201462040719.
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A duplicate of this original article was erroneously published in issue six of this year. Please use this original for citation. Universities have to face many changes in the sector of higher education caused by the current dynamic development in this sector. With the decline in state support, increased competition and unfavourable demographic progress, universities are forced to establish and improve their relationships with new and existing stakeholders. Research on relationships among universities and stakeholders has historically focused on the different factors and their influence on improving stakeholder satisfaction with the quality of university services and on strengthening cooperation. Some studies are focused on stakeholders' classification according to their importance for higher education institutions. However, there are fewer scientific studies which concentrate on the intricacies of managing stakeholder satisfaction according to key areas of Universities. This study aims to design a conceptual scheme for managing stakeholder satisfaction depending on the importance of stakeholders in the key fields of Universities. The research was done in three steps. As the first stage, university stakeholders were identified via interview. In the second stage, the following key fields relating to university activities were identified via focus group - education, science and research, premises and technology. In the third stage, the importance of the particular stakeholders was identified for the fields mentioned in the stage two. In order to gain the necessary information, a set interview method was chosen. Native students were identified as the most important stakeholder for the field - education, academic staff as the most important for the field - research and development and enterprises as the most important stakeholder for the field - premises and equipment. The results of the research conducted provided the authors with a convenient base for formulating the conceptual scheme for managing stakeholder universities' satisfaction.
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Lozano, Josep M. "Towards the relational corporation: from managing stakeholder relationships to building stakeholder relationships (waiting for Copernicus)." Corporate Governance: The international journal of business in society 5, no. 2 (April 2005): 60–77. http://dx.doi.org/10.1108/14720700510562668.
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Obeng, Efua. "Bullseye: An argument for effectively managing retail stakeholder relationships." Journal of Retailing and Consumer Services 49 (July 2019): 327–35. http://dx.doi.org/10.1016/j.jretconser.2019.04.009.
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Westrenius*, Annika, and Lisa Barnes*. "Managing complex business relationships: Small business and stakeholder salience." Journal of Developing Areas 49, no. 6 (2015): 481–88. http://dx.doi.org/10.1353/jda.2015.0104.
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Shivarajan, Sridevi, Thomas DuBois, and Aravind Srinivasan. "Examining how marginalized stakeholders successfully redress their issues." Annals in Social Responsibility 1, no. 1 (June 8, 2015): 108–30. http://dx.doi.org/10.1108/asr-12-2014-0004.
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Purpose – Can marginalized stakeholders whose issues with the firm are unaddressed because of their resource and legitimacy constraints (low salience) increase their salience by capitalizing on certain inherent properties of their stakeholder environment? The purpose of this paper is to examine this question using a real life case of the Coca-Cola controversy in Kerala, India, where a group of local aboriginals succeeded against all odds in shutting down a Coca-Cola plant which was allegedly polluting their water resources. The analysis of the longitudinal data collected in this case supported the hypotheses that the ability of marginalized stakeholders to increase their salience by influencing other stakeholders depends both on the attributes of other stakeholders (favorable, unfavorable and indifferent), and the triadic relationships among them. The triadic relationships among stakeholders show a tendency toward balance, and become particularly relevant when the marginalized stakeholder’s issues are perceived to have low legitimacy due to their normative nature (which makes them difficult to be translated into economic terms). The findings offer important insights to both marginalized stakeholders and firms, on proactively managing their stakeholder environments. Design/methodology/approach – The authors use a single case: the controversy surrounding Coca-Cola in Kerala, India, and conduct a longitudinal study examining both qualitative and quantitative data. Findings – The findings indicate that marginalized stakeholders can capitalize on certain inherent properties of their stakeholder networks and increase their salience to influence the focal firm. Specifically, the authors find that stakeholder salience is a function of both the dyadic relationships between stakeholders, and the triadic relationships among them. These triadic relationships tend to a state of balance over time. The authors also find that when the stakeholder issue is normative in nature the triadic relationships are more important in increasing stakeholder salience. Originality/value – The authors conduct an original case study research, with primary qualitative data collected by the authors. The authors also develop a quantitative model to examine this data to arrive at the findings. Therefore the authors contribute both theoretically and empirically to stakeholder salience literature.
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Andersen, Jon Aarum. "How organisation theory supports corporate governance scholarship." Corporate Governance 15, no. 4 (August 3, 2015): 530–45. http://dx.doi.org/10.1108/cg-02-2014-0016.
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Purpose – This paper aims to show how organisation theory can be used to understand the controversy between the shareholder and the stakeholder perspectives. Rationalistic and open system theories may enhance research on corporate governance by offering well-defined concepts and by specifying core relationships. Design/methodology/approach – This paper applies descriptions of the two perspectives in organisation theory as a “method” for illustrating how they are linked to and support the shareholder versus the stakeholder perspectives. Findings – The controversy stems from the fact that the shareholder and the stakeholder perspectives address different relationships. The shareholder perspective captures two relationships that accord with rationalistic organisation theory: shareholders are managing the managers and the organisation, and managers are managing the corporation on behalf of the owners. The stakeholder perspective focuses on three relationships that are not concordant with system theory: managers are managing the shareholders (i.e. the symbolic management of stockholders), managers are managing the corporation (i.e. general management theory) and managers are managing the stakeholders. Research limitations/implications – Organisation theory provides suggestions for more fruitful definitions of the often-used concepts of direction, control, administration and influence. These terms may be substituted with the well-defined concepts of management, power and control. Practical implications – Proponents of organisation theory find it theoretically difficult to deal with the topic of corporate governance, if they do at all. When they do, they do it only perfunctorily. Originality/value – Organisation theory may strengthen research on corporate governance if we insist on both theoretical clarifications of major relationships and on the use of more strictly defined concepts.
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Soh, Christina, Cecil Eng Huang Chua, and Harminder Singh. "Managing Diverse Stakeholders in Enterprise Systems Projects: A Control Portfolio Approach." Journal of Information Technology 26, no. 1 (March 2011): 16–31. http://dx.doi.org/10.1057/jit.2010.13.
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While substantial research has examined the control of Information systems (IS) projects, most studies In this area have only examined how one controller manages a single group of controllees. However, many IS projects, especially enterprise systems projects (often initiated by an organization's corporate headquarters, and involving business unit users and consultants), have multiple stakeholders. The corporate headquarters (the project's principal controller) must simultaneously ensure that the various stakeholders are aligned with the project's goals despite their diverse motivations, and that the stakeholders collaborate with each other to achieve project success. Behavior control theory argues that the controller enacts a control portfolio of formal and Informal controls. However, the presence of multiple controllee groups increases the complexity of vertical controller- controllee relationships, the salience of controllee-controllee relationships, and the interaction between these vertical and horizontal relationships. We therefore examined the creation and evolution of the control portfolio In a multi-stakeholder project over a period of 14 months. We found that (1) the principal controller did enact separate controls for the user and consultant groups; (2) there was more than one controller - the principal controller co-existed with subordinate controllers; and (3) controls enacted by the subordinate controllers and other controllees that cut across stakeholder groups required the support of the principal controller.
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Boesso, Giacomo, and Kamalesh Kumar. "Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities." Management Decision 54, no. 4 (May 16, 2016): 815–31. http://dx.doi.org/10.1108/md-06-2015-0245.
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Purpose – The purpose of this paper is to examine the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder culture framework. Design/methodology/approach – The study was conducted in a field setting involving 292 mid-level managers who completed measures of stakeholder culture and stakeholder engagement activities (SEAs) in their organizations. Findings – Results show that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder salience. In addition, stakeholder culture is also associated with how managers respond to stakeholder issues in terms of SEAs. Research limitations/implications – Findings of the study justify the need to extend the stakeholder salience theory beyond the values of senior managers to include organization-level factors. This study is largely exploratory and the relationships that have been observed are associational in character. Practical implications – Results show that both ascription of stakeholder salience and the nature of SEAs are associated with stakeholder culture prevalent in an organization. This implies that managers may face constraints in managing stakeholder relationships, regardless of their personal values and beliefs, and may have to make deliberate efforts to modify the culture. Originality/value – Despite the fact that researchers have been urged to examine how organization-level phenomena guide managerial thinking and decision making with respect to stakeholder relationships, empirical research on the topic is lacking. This study contributes to the emerging research on firm-level perspective on stakeholder management.
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Lehtimaki, Hanna, and Johanna Kujala. "Framing Dynamically Changing Firm–Stakeholder Relationships in an International Dispute Over a Foreign Investment." Business & Society 56, no. 3 (July 26, 2016): 487–523. http://dx.doi.org/10.1177/0007650315570611.
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Stakeholder literature tends to presume that effective stakeholder dialogue, occurring directly or indirectly, among a focal firm, local communities, governments, and nongovernmental organizations (NGOs) is desirable for successful firm–stakeholder relationships. Even if theoretically desirable, effective dialogue does not always occur. There are two key theory-informing lessons in Botnia’s Fray Bentos successful green field pulp mill investment and start-up in Western Uruguay. First, critics could not halt the project politically supported by Uruguay in an expanding multi-party international dispute. Second, the Botnia corporate communications process did not succeed in building consensus relationships, and attention was not paid to discourse creating shared meanings among all stakeholders. Participatory relationships were few, and successful dialogue was at best limited to supporters. This article uses discursive analysis to examine how newspaper and press release texts and language used therein both shaped and reflected the dynamically changing nature of firm–stakeholder relations in the Fray Bentos dispute. Despite the focal firm’s professed good intentions to create participatory relationships with its stakeholders during the building project, various stakeholders opposed the project and Botnia was caught in the crossfire of heated debate between Uruguay and Argentina. Three different frames changing over time are identified: (a) the investment frame, (b) the conflict frame, and (c) the political frame. The analysis shows that the relationships between the focal firm and stakeholders involved many meanings only partly shared, due in part to a lack of corporate appreciation for the role of language in managing firm–stakeholder relationships.
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Mato-Santiso, Vanessa, Marta Rey-García, and María José Sanzo-Pérez. "Managing multi-stakeholder relationships in nonprofit organizations through multiple channels: A systematic review and research agenda for enhancing stakeholder relationship marketing." Public Relations Review 47, no. 4 (November 2021): 102074. http://dx.doi.org/10.1016/j.pubrev.2021.102074.
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Tung, Aaron. "Co-creation of knowledge – an effective mechanism for managing decommissioning stakeholders." APPEA Journal 61, no. 1 (2021): 48. http://dx.doi.org/10.1071/aj20026.
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Despite the fact that it has been 26 years since the events of Brent Spar, stakeholder impacts are still continuing to affect the performance of oil and gas decommissioning projects. If stakeholders are not well managed, not only can they have devastating consequences on project costs and schedules, but there may also be further social and environmental implications as well. On the flip side, if organisations can get it right, stakeholders can also bring about various benefits. An ongoing research project to enhance project managers’ understanding of the United Kingdom and Australian decommissioning landscapes found that knowledge creation through interactions between organisations and stakeholders has brought about benefits to various decommissioning projects, including the Maureen, Miller, and Brae decommissioning projects. The concept of co-creation of knowledge has been mentioned in many academic works to be an effective mechanism for managing stakeholders in the field of sustainable development, product development, and healthcare. However, the explicit links between co-creation of knowledge and decommissioning have yet to be drawn. This article proposes that co-creation of knowledge be adopted as a best practice to manage decommissioning stakeholders. By actively co-creating knowledge with stakeholders and extending the existing body of knowledge in decommissioning, the extent of alignment and trust between organisations and stakeholders are strengthened, creating long-term relationships that greatly improves the probability of stakeholder acceptance and approval.
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Taimu, Marian, Bankole Awuzie, and Alfred Ngowi. "Success Factors for Effective Contractor-led Stakeholder Relationship Management: Perspectives from the Botswana Construction Industry." MATEC Web of Conferences 312 (2020): 02014. http://dx.doi.org/10.1051/matecconf/202031202014.
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Stakeholder relationship management (SRM) remains critical to the attainment of successful project outcomes. This is particularly the case in the construction industry: an industry often described as considerably fragmented and project-based with a multiplicity of stakeholders with vested interests. Burgeoning incidences of project failure has been attributed to poor SRM. A lot of studies investigating stakeholder management exist, yet a paucity of studies looking into SRM has been noticed. Most of these studies have sought to investigate the phenomenon from a client perspective without taking cognizance of the contractor’s role in SRM. Also, the tendency of these studies to overlook stakeholder dynamics as it concerns power, uncertainty, etc. during various stages of the project lifecycle is observed. These are the gaps which this study will seek to fill relying on the customer relationship model (CRM) theoretical lens. A multi-case study research design is proposed. Different contractor organizations were selected based on a set of predetermined criteria. A plethora of within-case interviews and document reviews will be utilized in eliciting data concerning the approach adopted by construction contractors for managing extant relationships with critical stakeholders. The data was analysed thematically. It is expected that success factors will result from the elicited narratives. The following success factors for effective management of stakeholder relationship management emerged from the interviews and documents: Communication, understanding of stakeholders, the different types of stakeholders and type of project, management, and interpersonal skills, collaboration, engagement, and conflict management. This artefact will be compared to different CRM models to identify probable success factors for engendering effective stakeholder relationship management. Furthermore, the study’s findings will seek to contribute towards the development of a contractor-centric stakeholder relationship management framework for the Botswana construction industry.
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Sadkowska, Joanna. "Difficulties in Building Relationships with External Stakeholders: A Family-Firm Perspective." Sustainability 10, no. 12 (December 3, 2018): 4557. http://dx.doi.org/10.3390/su10124557.
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Currently, there is a growing number of businesses which organize their operations in the form of projects. One of the key success factors in the area of project management is building successful relationships with project stakeholders. Using stakeholder theory perspective and looking through the lens of family involvement, the study addresses two research questions: 1. how do family firms perceive the difficulty in building relationships with external stakeholders compared to other project management difficulties; 2. does organizing work in the form of projects redefine the significance of family involvement in the difficulties of building relationships with external stakeholders. To answer these questions, 154 Polish family-owned enterprises, considered as representatives of Eastern European emerging economies, were surveyed. The results indicate that family involvement strongly influences the difficulties in building relationships with external stakeholders, but only in those companies which at the time of the survey were not managing projects. In the firms employing project management practices, only the factor related to increasing the number of employees had a facilitating effect on the studied phenomenon. On the contrary, in the case of family firms not managing projects, the growth in the number of employees increased the difficulty in building relationships with external stakeholders. The findings add to the research on the role of family involvement in building relationships with a firm’s external stakeholders.
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Peterson, Trudy Huskamp. "The “I” in government archives: the individual as stakeholder." Asian Education and Development Studies 8, no. 2 (April 8, 2019): 98–108. http://dx.doi.org/10.1108/aeds-01-2017-0005.
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Purpose The purpose of this paper is to discuss the critical reasons why citizens need government archives, with an elaboration on why managing electronic records is crucial. Design/methodology/approach The paper offers a philosophical framework that argues that not managing records harms individuals. Examples from several countries are reviewed to find the relevance of the records relationships between people and governments, and the nexus between human rights and archives through an examination of the first three articles of the Universal Declaration of Human Rights is analyzed. Findings The paper identifies a strong relationship between human rights and archives and the way lives are reflected in the records in government archives. This reinforces the argument that governments need clearly established and legally empowered archival institutions. Originality/value Critical examination of the “I” in government archives is relatively rare in the literature, particularly when linked to the human rights implications of government records. The study is a constructive beginning for further academic discussions to explore this dimension, which in turn is related to both the efficiency of governance and the public trust in government.
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Susnienė, Dalia, and Algirdas Jurkauskas. "STAKEHOLDER APPROACH IN THE MANAGEMENT OF PUBLIC TRANSPORT COMPANIES." TRANSPORT 23, no. 3 (September 30, 2008): 214–20. http://dx.doi.org/10.3846/1648-4142.2008.23.214-220.
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The sustainable development of urban mobility cannot be envisaged without a transport system which could be able to meet the needs of citizens and businesses, make a positive impact on the environment and be socially fair and economically efficient. An efficient transport system increases safety, improves network efficiency and stimulates intermodality which reduces transport impact on environment and makes cities more attractive. In order to survive and successfully operate in the market, it is necessary for public transport companies to look for and implement new management models in their system. Every organization is surrounded by the environment and it is very important to examine external factors if an organization wants to gain a strong position in the market which is also important for public transport companies. The involvement of stakeholders in the supply of public transport services i.e. what level of relationships are needed between a transportation company and its various stakeholders is necessary in order to meet the main stakeholder ‐ passenger needs. Consequently, as to supply the passenger with the best service, relationships between different stakeholders (municipality, public transport company, state road maintenance service etc.) are of vital importance. It is essential to emphasise that state institutions and municipalities play a crucial role in managing public transport companies. State institutions influence them through legal instruments and regulations and municipalities, as the main shareholders, through the impact on management board and through subsidizing the company from municipality budget. Therefore, it is very important to have in mind this particularity in managing public transport companies and in the relationships with their stakeholders.
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Wicks, Andrew C., and Shawn L. Berman. "The Effects of Context on Trust in Firm-Stakeholder Relationships: The Institutional Environment, Trust Creation, and Firm Performance." Business Ethics Quarterly 14, no. 1 (January 2004): 141–60. http://dx.doi.org/10.5840/beq20041411.
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Abstract:Recent work on the subject speaks to the importance trust has for firm performance (e.g., Hagen and Choe, 1999; Hill, 1995). Yet little work has been done to show how context affects the ability of firms to create trust in relationships with key stakeholders. This paper looks at how the institutional environment may affect the performance of different strategies for managing firm-stakeholder relationships, and in turn, how this affects firm performance. The authors put forward propositions that build on these theoretical insights and offer prospects for future empirical work.
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Boehm, Diana Nadine, and Teresa Hogan. "A Jack of All Trades - PIs' Role in Establishing and Managing Stakeholder Relationships and Networks." Academy of Management Proceedings 2012, no. 1 (July 2012): 11182. http://dx.doi.org/10.5465/ambpp.2012.11182abstract.
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Patrusheva, Elena, Elena Sapir, and Igor Karachev. "Assessing the Stakeholders’ Contribution to Business Value." SHS Web of Conferences 89 (2020): 02003. http://dx.doi.org/10.1051/shsconf/20208902003.
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Stakeholder theory is the most attractive fundamental concept to ensure the necessary improvement of corporate governance in the modern world, integrated into the idea of value maximization as the main strategic goal of the enterprise. The proposed concept of total value considers this category as the sum of the organizational wealth and the values of the stakeholders, which together constitute the total contribution of the economic system to public welfare. Recognizing not only the financial implications of stakeholder relationships, the authors propose practical tools for value management, based on the agreed interaction of stakeholders – the modeling of resource flows to optimize the resulting total value and the algorithm of step-by-step management of interaction with stakeholders. The modeling of value creation reflects both the organizational benefits of interaction and explicitly identifies the value of the stakeholders’ benefits, and also discloses a list of key management factors: the economic value of the resources used by parties, the fairness of the exchange, the relationship between interacting companies, the opportunity costs, etc. Critical aspects of value creation that go beyond profitability and economic returns are highlighted. Corporate values can only be understood by reference to the multiplicity of stakeholders’ value perspectives.It is recommended that the process of managing interaction with stakeholders should be guided by an extensive interpretation of the target (value) setting of the business, taking into account the totality of material and intangible resource flows between the parties.
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Moeremans, Bruno, and Michaël Dooms. "An Exploration of Social License to Operate (SLTO) Measurement in the Port Industry: The Case of North America." Sustainability 13, no. 5 (February 26, 2021): 2543. http://dx.doi.org/10.3390/su13052543.
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In this paper, we develop exploratory research to improve the understanding of actual practices applied in the port industry relating to local communities’ perception measurement and public engagement, aiming at maintaining and fostering relationships with local communities. The application of such practices would allow port managing bodies to improve their strategic alignment with the needs and requirements of their local communities. To this end, we distributed a survey to North American port managing bodies and terminal operators. The survey, answered by 37 respondents, follows a structure defined by critical elements affecting stakeholder perceptions and acceptability in relation to a project or an ongoing business activity. The results disclose differences in social license to operate measurement and public engagement practices between port managing bodies and terminal operators. Furthermore, follow-up interviews were conducted with eight port managing bodies in order to capture the value added and the barriers to engage with local communities. Finally, the study enables benchmarking possibilities both within the sample and on a global level, giving an indication and assessment of the respondents’ competitive positions regarding stakeholder perceptions, communication, and engagement practices, and the steps to be taken in order to strengthen any strategic and competitive state.
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Güngör, Dilek Özdemir, and Sıtkı Gözlü. "Investigating the Relationship between Activities of Project Management Offices and Project Stakeholder Satisfaction." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 34–49. http://dx.doi.org/10.4018/ijitpm.2017040103.
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Organizations need to execute a number of projects simultaneously in order to react market changes. Besides that, technological advancements enable large scale, complex projects feasible. Keeping all these projects under control and executing projects effectively is a serious problem for every organization. PMOs are appeared to be a solution for managing multi-project environments, but their contribution to organizations is tortuous. In this research, activity areas of PMOs are derived from existing works, and the relationships between PMO activity areas and stakeholder's satisfaction are investigated by applying PLS-SEM methodology. There are six activity areas defined, and named as “project procurement”, “knowledge management”, “project team management”, “communication”, “project planning & follow up”, and “development and maintenance of IT”. With the guidance of existing literature research model is developed. Results show that “project planning & follow up”, and “project procurement” activities have direct effect on “stakeholder satisfaction” at medium level. Besides that, “knowledge management” and “IT infrastructure” have indirect effect through “project planning & follow up”.
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Papaluca, Ornella, and Mario Tani. "Network Centrality and Homophily in Stakeholder Relationship Management: The Effects on a Social Enterprise’s Decision-Making Process." International Journal of Business and Management 15, no. 2 (January 19, 2020): 123. http://dx.doi.org/10.5539/ijbm.v15n2p123.
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Managing relationships with all the stakeholders is a central issue in Social Enterprises' management; these enterprises, operating across the faded boundary between for profit and not for profit sectors, overcome having limit scarce resources dotation trough relationships with other organizations in order to reach success in the society.
In our paper, we have studied the capability of this class of enterprises to create and sustain relationships on the basis of the concepts and principles of Stakeholder Theory, that according enterprises' survival capacity is linked to their manage ability those actors that affects or are affected by enterprise actions in their decision-making. Our empirical studies have focused on the social network, defined trough a snowballing process (degree = 3), insisting on a Social Cooperative in Naples with two world shops and one wholesale warehouse.
Each node in the Social Cooperative's egonetwork has been tested for two classical measures of Social Network Analysis (Wasserman & Faust, 1994; Scott, 1991): centrality and proximity. These tests have been later used to compare actors and to analyze if more central or more homophilous actors, those who share similar interests, are better able to influence the social cooperative.
Our paper highlights that homophily can better explain stakeholders' effects on the outcomes of strategic decision-making processes.
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Giovanni, Satta. "Investigating interdependences between Blue Economy’ sectors: insights from a strategic management perspective." Journal of Aquaculture & Marine Biology 10, no. 2 (2021): 41–58. http://dx.doi.org/10.15406/jamb.2021.10.00306.
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This study paper aims to examine the main interdependencies and synergies between Blue Economy sectors and relatedly prominent business and economic actors. In particular, the research proposes emerging strategic management perspectives capable to better understand potential interdependences and synergies among BE sectors, also deepening the relevance of relationship established between main business actors populating these sectors. For this purpose, stakeholder relationship management, maritime spatial planning, and innovation ecosystem theories are suggested as the most fitting theoretical constructs to be applied. Grounding on a systematic academic literature review, insights from a grey review and anecdotal evidence emerging from a valuable business case focus on interdependences and synergies which may originate among Marine living resources, Marine Renewable Energy and Bioeconomy sectors. By stressing, the potential synergic interactions on which innovation ecosystems grounds on, this theoretical model is used for highlighting how parties involved in the ecosystem can support the introduction and diffusion of innovative processes, products and services in the Blue Economy domain, exploiting the aforementioned interdependences among BE sectors and actors, overcoming the technological issues that represent an obstacle to inter-sectorial upgrading and economic success. Research outcomes from the performed academic and grey literature review, jointly with evidence form the selected business case unveils that a strategic management perspective, which support the adoption of several managerial theories such innovation ecosystems, stakeholder relationships management and marine spatial planning allows a better understanding of the investigated phenomenon and favor the development of green and sustainable strategies pursued by prominent actors populating the BE industry and related sectors, thus supporting their license to operate when managing relationships with their main stakeholders.
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Conole, Gráinne, Annamaria Carusi, Maarten de Laat, Pauline Wilcox, and Jonathan Darby. "Managing differences in stakeholder relationships and organizational cultures in e-learning development: lessons from the UK eUniversity experience." Studies in Continuing Education 28, no. 2 (July 2006): 135–50. http://dx.doi.org/10.1080/01580370600751054.
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Nwachukwu, Chijindu V., Chika Udeaja, Nicholas Chileshe, and Chimene E. Okere. "The critical success factors for stakeholder management in the restoration of built heritage assets in the UK." International Journal of Building Pathology and Adaptation 35, no. 4 (August 14, 2017): 304–31. http://dx.doi.org/10.1108/ijbpa-07-2017-0030.
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Purpose Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instill cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn toward restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholders affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects’ objectives. Design/methodology/approach This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the UK using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners. Findings The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst over 50 percent of the practitioners on the rankings of the CSFs. Practical implications The identified CSFs could be used by the restoration practitioners as a “road map” for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets. Originality/value Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects.
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Blackstock, Kirsty L., and Caspian Richards. "Evaluating stakeholder involvement in river basin planning: a Scottish case study." Water Policy 9, no. 5 (October 1, 2007): 493–512. http://dx.doi.org/10.2166/wp.2007.018.
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River basin management demonstrates the increasing importance of active stakeholder involvement within environmental governance, whereby planning and implementation relies on outcomes from collective reasoned discussion. However, claims that stakeholder involvement improves environmental governance are rarely subject to critical examination. This lack of evaluation is problematic for several reasons including: lack of reflection on the purpose of involvement processes or their limitations; a poor conceptualisation of who should be defined as a stakeholder; how different knowledge claims should be treated; and how power relationships affect the process dynamics. This paper engages with the theoretical claims for active involvement and uses a Scottish case study to illustrate to what extent these claims were met during a river basin planning process. The evaluation highlights lessons for policy makers designing river basin management plans, particularly in the context of the pressing timetable for the implementation of the European Water Framework Directive. These lessons include how to maximise these benefits whilst proactively managing conflicts that occur, particularly when trying to sustain a coalition of individuals representing broader organisations and constituencies in a time-consuming and challenging process.
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Ronquillo, Charlene, and Ken Stein. "PP102 Developing A Contextually-Informed Deprescribing Intervention." International Journal of Technology Assessment in Health Care 34, S1 (2018): 104–5. http://dx.doi.org/10.1017/s0266462318002441.
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Introduction:Deprescribing – a process for reducing or stopping drugs when the balance of benefits and harms may no longer be in a person's interests – is a key aspect of managing multimorbidity and polypharmcacy in older people. Several deprescribing interventions have been developed (e.g. in Australia and Canada), although significant challenges for successful implementation remain. Through key stakeholder consultation in the care home setting in South West England, we take the initial steps to develop a context-informed deprescribing approach. Engaging stakeholders from the outset gains insight into acceptability, feasibility, and relevance of deprescribing interventions developed elsewhere informing co-production of an effective, implementable approach.Methods:Consultation workshops were held with two groups of stakeholders: (i) care home residents and their families; (ii) care home staff and health care professionals (general practitioners, medical specialists, pharmacists, nurses, allied health professionals). Focus groups were held with each group separately to understand perspectives on: deprescribing in general; contextual considerations; and, perspectives on deprescribing interventions developed in other countries. A combined focus group then considered components of a deprescribing intervention for care homes. Qualitative data were audio recorded, transcribed, and thematically coded.Results:Participants described the nature of local relationships, dynamics, structures, and resources, as important considerations in the development of a deprescribing approach in care homes. Perspectives and concerns around deprescribing among the stakeholder groups varied, although the importance of eliciting local stakeholder feedback in the early stages of developing a deprescribing intervention was a common thread.Conclusions:Early engagement and co-production are crucial in developing an approach to deprescribing in care homes. The combination of stakeholder involvement and qualitative research is important for developing an effective, contextually relevant intervention as the balance between interests can be incorporated into the approach. Leveraging the experience in other countries is a novel and valuable step.
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A Straka, Douglas. "Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments." Issues in Informing Science and Information Technology 14 (2017): 163–75. http://dx.doi.org/10.28945/3739.
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Aim/Purpose: Governments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background: This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. Methodology: The author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research. Contribution/Findings: This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multi-cultural, multi-stakeholder organizations, encouraging additional research in this area. Recommendations for Practitioners: Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for Researchers: Researchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future Research: Gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.
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Wen, Qi, and Maoshan Qiang. "Project Managers’ Competences in Managing Project Closing." Project Management Journal 50, no. 3 (April 2, 2019): 361–75. http://dx.doi.org/10.1177/8756972819832783.
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Closing is a strategic but frequently overlooked project phase, in which project managers play pivotal roles as project team leaders. This study pinpoints project managers’ competences underpinning the effective management of project closing, defined as project managers’ closing competence (PMCC). A conceptual model of how PMCC contributes to project closing performance (PCP) was developed from related literature. Based on questionnaire data from 163 project management practitioners, partial least squares structural equation modeling (PLS-SEM) was employed to test the model and identify the most influential PMCC dimensions and indicators. The results reveal four PMCC dimensions (i.e., knowledge and skills, external stakeholder management, leadership in project team, and organization-level ability) significantly affecting PCP. The PLS-SEM results also quantify the relative importance of the indicators in each PMCC dimension. Comparing the findings with recent literature, we found that risk awareness, closing contract relationships, helping staff with career planning, participating in project closing decisions, and obtaining support from other departments are crucial aspects of PMCC that deserve more attention in research and practice. The findings heed the call for identifying competences according to project tasks, and operationalize PMCC and PCP into detailed indicators. The proposed PMCC framework also provides practical implications for project manager evaluation and selection.
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Harris-Lovett, Sasha, Judit Lienert, and David Sedlak. "Towards a New Paradigm of Urban Water Infrastructure: Identifying Goals and Strategies to Support Multi-Benefit Municipal Wastewater Treatment." Water 10, no. 9 (August 23, 2018): 1127. http://dx.doi.org/10.3390/w10091127.
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Over the past decade, water professionals have begun to focus on a new paradigm for urban water systems, which entails the recovery of resources from wastewater, the integration of engineered and natural systems, and coordination among agencies managing different facets of water systems. In the San Francisco Bay Area, planning for nutrient management serves as an exemplary model of this transition. We employed a variety of methodological approaches including stakeholder analysis, multi-criteria decision-making weight elicitation, and document analysis to understand and support decision-making in this context. Based on interviews with 32 stakeholders, we delineate goals that are considered to be important for achieving the new paradigm and we highlight management strategies that can help reach these goals. We identify and analyze the social, institutional, and technical impediments to planning and implementing multi-benefit wastewater infrastructure projects and identify strategies to overcome some of these challenges. Transitioning to a new paradigm for urban water infrastructure will require stakeholders to proactively forge collaborative relationships, jointly define a shared vision and objectives, and build new rules to overcome limitations of current institutional policies.
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Kihl, Lisa, and Tim Richardson. "“Fixing the Mess”: A Grounded Theory of a Men’s Basketball Coaching Staff’s Suffering as a Result of Academic Corruption." Journal of Sport Management 23, no. 3 (May 2009): 278–304. http://dx.doi.org/10.1123/jsm.23.3.278.
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Individuals who are appointed the responsibility of managing a sport program following an instance of academic corruption endure various forms of harm that warrants investigation. Extending from our empirical study of the University of Minnesota’s incidence of academic corruption (Kihl, Richardson, & Campisi, 2008), this article provides an associated grounded theory (Strauss & Corbin, 1998) of suffering that conceptualizes how a newly hired coaching staff is impacted. Using a grounded theory methodology, it was theorized that academic corruption causes a coaching staff to suffer four main consequences: sanctions, stakeholder separation, reform policies, and managing multiple roles. These consequences lead to various harmful outcomes (e.g., distrust, dysfunctional relationships, anger, stress, and conflict). The results are compared with existing research that assisted in the generation of a theory of suffering. This theory adds to our knowledge about the challenges a coaching staff experiences when administrating an intercollegiate basketball program during postcorruption.
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Chen, Tang-Ping, Ku-Yuan Lee, Pegdwende Moise Kabre, and Chi-Ming Hsieh. "Impacts of Educational Agritourism on Students’ Future Career Intentions: Evidence from Agricultural Exchange Programs." Sustainability 12, no. 22 (November 15, 2020): 9507. http://dx.doi.org/10.3390/su12229507.
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Destination tourists are a critical stakeholder for developing sustainable tourism. Exchange students as tourists have become a growing segment of the international tourism market. Students undertake courses, internships, or exchange programs at an overseas university for a period of time. Student exchange programs (SEPs) through educational tourism offer exchange students ample learning opportunities from local universities, industries, and other stakeholders. The purpose of this research was to assess the relationships between experiential benefits (including practical business benefits, rural environmental benefits, and personal sociocultural benefits), professional identity, career choice intentions, and support for educational tourism via SEPs. This study surveyed students from Taiwan, Thailand, Indonesia, Japan, Vietnam, and others who attended exchange programs in the field of agriculture in Taiwan and other host countries during the last 15 years and are back in their respective countries. Primary data on exchange students were collected using an online questionnaire survey with a sample size of 326 respondents. The results indicated that professional identity has a full intermediating influence on relationships among experiential benefits, career choice intentions, and support for educational tourism via SEPs. The findings are expected to contribute to the understanding of agricultural students’ SEP behaviors, and to provide suggestions for planning and managing relevant policy to encourage more students to join SEPs overseas.
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Del-Castillo-Feito, Cristina, Alicia Blanco-González, and Rafael Delgado-Alemany. "The Relationship between Image, Legitimacy, and Reputation as a Sustainable Strategy: Students’ Versus Professors’ Perceptions in the Higher Education Sector." Sustainability 12, no. 3 (February 6, 2020): 1189. http://dx.doi.org/10.3390/su12031189.
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Higher education institutions operate in a highly competitive sector where attracting resources has become a complicated task. Intangible assets such as image, legitimacy, and reputation have been considered as crucial elements for the survival and success of organizations. Within the literature, authors have highlighted their relevance; however, the differences and relationships between these variables remains unclear. Under these circumstances, the aim of this paper is to measure the relationship between image, legitimacy, and reputation in the Public University as part of a sustainable strategy. This evaluation will be made considering students’ and professors’ perceptions to compare the results because many authors have highlighted the complexity of managing the relationship with these groups and obtaining positive assessments due to their diverse characteristics. To meet this objective, a review on the literature will be carried out, followed by analysis of the results obtained through a survey distribution. To treat the data, PLS-SEM (Partial Least Square) was used, and the corresponding measurement invariance of composite method (MICOM) and multigroup analysis (MGA) was carried out. The results confirm the proposed hypotheses on the relationship between the three variables; however, the moderating effect of the stakeholder group was not confirmed. The findings provide additional empirical evidence on the relationship between the considered variables as well as on considering more than one stakeholder group for the analysis. Managers could apply this information to improve their university´s image, reputation, and legitimacy.
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Kagaari, James, John C. Munene, and Joseph Mpeera Ntayi. "Performance management practices, employee attitudes and managed performance." International Journal of Educational Management 24, no. 6 (August 17, 2010): 507–30. http://dx.doi.org/10.1108/09513541011067683.
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PurposeThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Design/methodology/approachUsing a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.FindingsThe paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.Research limitations/implicationsThis was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.Practical implicationsThe paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.Originality/valueThe paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.
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Lockhart, A. Craig, Marcia S. Brose, Edward S. Kim, David H. Johnson, Jeffrey M. Peppercorn, Dina L. Michels, Courtney D. Storm, Lynn M. Schuchter, and W. Kimryn Rathmell. "Physician and Stakeholder Perceptions of Conflict of Interest Policies in Oncology." Journal of Clinical Oncology 31, no. 13 (May 1, 2013): 1677–82. http://dx.doi.org/10.1200/jco.2012.47.5475.
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Purpose The landscape of managing potential conflicts of interest (COIs) has evolved substantially across many disciplines in recent years, but rarely are the issues more intertwined with financial and ethical implications than in the health care setting. Cancer care is a highly technologic arena, with numerous physician-industry interactions. The American Society of Clinical Oncology (ASCO) recognizes the role of a professional organization to facilitate management of these interactions and the need for periodic review of its COI policy (Policy). Methods To gauge the sentiments of ASCO members and nonphysician stakeholders, two surveys were performed. The first asked ASCO members to estimate opinions of the Policy as it relates to presentation of industry-sponsored research. Respondents were classified as consumers or producers of research material based on demographic responses. A similar survey solicited opinions of nonphysician stakeholders, including patients with cancer, survivors, family members, and advocates. Results The ASCO survey was responded to by 1,967 members (1% of those solicited); 80% were producers, and 20% were consumers. Most respondents (93% of producers; 66% of consumers) reported familiarity with the Policy. Only a small proportion regularly evaluated COIs for presented research. Members favored increased transparency about relationships over restrictions on presentations of research. Stakeholders (n = 264) indicated that disclosure was “very important” to “extremely important” and preferred written disclosure (77%) over other methods. Conclusion COI policies are an important and relevant topic among physicians and patient advocates. Methods to simplify the disclosure process, improve transparency, and facilitate responsiveness are critical for COI management.
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Middleditch, Lara, and Trish Bradbury. "World Masters Games 2017: organisational delivery models." International Journal of Event and Festival Management 5, no. 3 (October 14, 2014): 263–78. http://dx.doi.org/10.1108/ijefm-01-2014-0002.
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Purpose – The purpose of this paper is to explore how multiple partners could be managed to ensure the successful delivery of the World Masters Games (WMG), 2017. Specifically, its objectives are to understand how event organisers manage relationships with multiple delivery partners, what tools and practices are used to ensure consistency and what risks and benefits exist. Design/methodology/approach – An applied, qualitative, exploratory method used thematic analysis to obtain findings from seven semi-structured interviews of senior managers involved in five international sports event held in Australasia. Findings – Findings were interpreted into nine themes related to event delivery partnerships such as reducing inconsistency, localising delivery through specialists, managing stakeholder relationships, managing workloads and taking an athlete-centred approach. Recommendations include establishing relationship strategies for each partner, determining the degree of control over delivery, crafting contracts appropriate to each partner, creating a suite of tools to aid consistency, recruiting an executive team with Games/mass participation event experience and a senior management team with sport or venue operations experience, centralising knowledge and planning, up-skilling partners as necessary and fully engaging local communities. Research limitations/implications – The sample was restricted to five event organisations and only a small number of participants per organisation were interviewed. This study collected the experiences and opinions from the event organisers’ point of view and did not capture the same from delivery partners. Originality/value – The literature revealed little specifically on operational delivery methods adopted by sport events; therefore this study adds to the conversation on sport event delivery models from an outsourcing perspective.
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Harris, Keith D., Harvey S. James, and Aramis Harris. "Cooperating to compete: turning toward a community of practice." Journal of Business Strategy 38, no. 4 (July 17, 2017): 30–37. http://dx.doi.org/10.1108/jbs-03-2016-0035.
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Purpose Agribusiness managers oftentimes find it difficult to gain practical experience in an area they have had very little practice. Habitually, they rely on their own business acumen, and tacit knowledge to navigate unfamiliar territory. What does the manager do when the problem is ill-formed, fuzzy and messy? This paper aims to integrate societal stakeholders like agribusinesses and environmentalists by using the Community of Practice (CoP) framework to help analyze and effectively use knowledge and practical experiences on problems facing the food and agriculture industries. Design/methodology/approach The multi-disciplinary analytical framework suggests multiple research strategies and methods. Because environmentalist-agribusiness collaborations involve complex stakeholder, relationship and social processes, case research may be the most appropriate means for initial investigations of these issues. The authors applied an exploratory approach starting with a search of a water and land stakeholder collaborations followed by the selection of specific cases, the collection of secondary case data, and a systematic qualitative content analysis. For this paper, the authors focused on 13 initiatives in agribusiness involving water and land (e.g. the Sustainable Agriculture Initiative and Global Reporting Initiative Guidelines). Findings The argument is that firms that use elements of the CoP are better at working through the wicked problems than firms that do not. When elements of the CoP (community, domain and practice) play a significant role in addressing the wicked problem, best practices over a pre-determined time develop. Establishing policies and standards for education and research, technology and research, facilities and operations. More specifically, they relate, in an illustrative manner, how they could quantitatively measure the results that were generated through the use of a specific practice. Research limitations/implications This paper has focused only on the land and water constraint aspects. A variety of other stakeholder issues warrant consideration including motivations, contingencies facilitating partnership building, changes in production and consumption and collaborative learning processes. As stakeholder objectives are met, change or diverge, the stakeholders may become less willing to broker and negotiate linkages between the firm and other domain stakeholders, and potentially affect the firm’s competitive advantage. One should also be mindful of the methods of effective engagement, which are able to incorporate and integrate the knowledge, skills, resources and perspectives from many actors are needed to undertake these problems. Practical implications To facilitate the discussion on water sustainability between agribusiness firms and environmental groups, it is important for agribusinesses to have some basic understanding of how much water is consumed, evaporated and/or polluted in a given amount of time. Likewise, environmental organizations will need to have a basic understanding of associated physical (freshwater shortages in the supply chain) and financial risks (increase costs or reduced revenues). Both parties need to stay open to challenges and dilemmas of the wicked problem. Social implications Farmers, agribusiness firms and environmentalists are the de facto and principle managers of the most productive land and water resources on earth. Their decisions will shape the surface of the planet in the coming decades. Settling on a common strategy of quality of waters resources, potential land use and land management fundamentally involves the interests of all stakeholders. By considering the divergent values, different perspectives and lived experiences of stakeholders and the inextricable link to land, it is found that managing water resources sustainably is a wicked problem. Originality/value The effort it takes to find and implement solutions requires the engagement of internal and external stakeholders (relationships) and access to actionable research (knowledge) to manage through the industry’s prickly challenges. For some, ecological goals are foremost, whereas for others, profit and market objectives are paramount for survival. Their relationships may be a common means for the stakeholders to reach ultimately incompatible agendas. The authors characterize water and land constraints in agriculture as a wicked problem. The wicked problems require a new corporate mindset, involving multi-discipline approach of new collaborations and processes to address them.
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Parker, Lee D., Kerry Jacobs, and Jana Schmitz. "New public management and the rise of public sector performance audit." Accounting, Auditing & Accountability Journal 32, no. 1 (November 29, 2018): 280–306. http://dx.doi.org/10.1108/aaaj-06-2017-2964.
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Purpose In the context of global new public management reform trends and the associated phenomenon of performance auditing (PA), the purpose of this paper is to explore the rise of performance audit in Australia and examines its focus across audit jurisdictions and the role key stakeholders play in driving its practice. Design/methodology/approach The study adopts a multi-jurisdictional analysis of PA in Australia to explore its scale and focus, drawing on the theoretical tools of Goffman. Documentary analysis and interview methods are employed. Findings Performance audit growth has continued but not always consistently over time and across audit jurisdictions. Despite auditor discourse concerning backstage performance audit intentions being strongly focussed on evaluating programme outcomes, published front stage reports retain a strong control focus. While this appears to reflect Auditors-General (AGs) reluctance to critique government policy, nonetheless there are signs of direct and indirectly recursive relationships emerging between AGs and parliamentarians, the media and the public. Research limitations/implications PA merits renewed researcher attention as it is now an established process but with ongoing variability in focus and stakeholder influence. Social implications As an audit technology now well-embedded in the public sector accountability setting, it offers potential insights into matters of local, state and national importance for parliament and the public, but exhibits variable underlying drivers, agendas and styles of presentation that have the capacity to enhance or detract from the public interest. Originality/value Performance audit emerges as a complex practice deployed as a mask by auditors in managing their relationship with key stakeholders.
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Palazzo, Maria, Pantea Foroudi, Alfonso Siano, and Philip J. Kitchen. "The value and significance of corporate community relations: an Italian SME perspective." Bottom Line 30, no. 4 (November 13, 2017): 330–44. http://dx.doi.org/10.1108/bl-08-2017-0019.
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Purpose The purpose of this paper is to investigate the link between community of place and small- and medium-sized enterprises (SMEs) in Lombard industrial districts in Italy. Design/methodology/approach A brief literature review of international authors from the stakeholder approach and Corporate Community Relations (CCRs) field is presented. This paper refers to a survey of Lombard industrial districts conducted by ALTIS. The data were collected via a telephone survey from 834 firms. Findings The main finding is that managing CCRs is of major importance for company success. The results of the survey show that there are some tools and actions that Italian industrial district SMEs use to interact with their particular communities of place to develop effective and coherent relationships with their stakeholder groups. Moreover, although the survey shows that though SMEs do implement different CCR activities, they are not able to communicate these effectively through systematic communication strategies. However, the narrow sample includes only a sample of some Lombard districts. Nonetheless, the findings indicate that effective CCR seems to confer competitive advantage based on stakeholder responses and rewards sought. Research limitations/implications The framework could assist in supporting CCR developments between industrial districts as various players would know how to improve CCR activities. One further suggestion is that University and Research Centers could have a role to play in creating and communicating codified knowledge concerning community relations in industrial districts, while other public players still have to develop specific tasks in improving infrastructures. Originality/value This study is in line with the main focus of CCR, which is in striving to meet stakeholder and societal needs. However, industrial district SMEs have to learn how to communicate their CCR activities from the examples set by large Italian companies. The paper links the notion of CCR with tools and actions to develop meaningful relationships with both community of place and interest. Moreover, considering the survey results, a new framework for local player roles is proposed.
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Lockhart, Deborah, and Jessica Xu. "How the upstream oil and gas industry can leverage interdisciplinary research to more effectively engage with Indigenous communities." APPEA Journal 61, no. 2 (2021): 417. http://dx.doi.org/10.1071/aj20150.
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Since 2010, mining companies have requested permission for the destruction of over 463 Aboriginal heritage sites. Recent high-profile events have profoundly impacted culturally significant Indigenous sites, and mining companies are under intense pressure to demonstrate greater sensitivity in their relationships with stakeholders. The Australian Disputes Centre uses several case studies to explore how the upstream petroleum industry can leverage current interdisciplinary research to engage with Indigenous communities more effectively, both nationally and internationally. Interest-based negotiation frameworks are considered as actionable mechanisms that are as applicable in day-to-day business operations as they are in supporting consistent, culturally-sensitive stakeholder agreements. The application of a range of communication strategies and skills to harness intersectional decision-making is reviewed, and asks the extent to which engagement with external stakeholders reflects internal corporate culture. Obtaining and retaining a social licence to operate is top of mind for all resource companies, but it does not come without a congruent culture of principled negotiation. This study considers the emerging challenges within the sector, including how to empower all parties to negotiate more fulsome outcomes. Using various case studies, including one involving the conservation of submerged Indigenous heritage, an holistic, interdisciplinary methodology for managing cross-cultural sensitivities while companies undertake technical investigations, liaise with archaeological and ethnographic experts and negotiate with local community leaders has been reviewed. Clearly, inclusive communication is just the beginning.
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Olkkonen, Laura, and Vilma Luoma-aho. "Public relations as expectation management?" Journal of Communication Management 18, no. 3 (July 29, 2014): 222–39. http://dx.doi.org/10.1108/jcom-02-2013-0012.
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Purpose – The purpose of this paper is to assess how expectation management can contribute strategically to communication management, and how understanding and managing expectations can increase organizations’ sensitivity toward stakeholder voices and concerns. Design/methodology/approach – An example of mapping and identifying expectations is presented as a result of a thematic analysis of qualitative interview data, collected from six stakeholder groups of the media industry. Findings – Expectation types and gaps can be identified through the use of systematic expectation mapping, conceptualized in this paper as “expectation management.” Expectation management analyzes expectation types and priorities, and it assists in crafting response strategies. Four types of expectations (must, will, should, and could) were identified in an empirical study of the media industry. Research limitations/implications – As the empirical study focussed on one industry in one country, the findings should be considered an introduction to expectation mapping and expectation management, to be further developed in other settings. Practical implications – Organizations can gain strategic advantages by using expectation management to deepen communication management. New skills and processes may be needed to enable communication professionals to analyze and understand the core level of expectations. Social implications – Expectation management can help organizations respond to current societal pressures and help publics voice their concerns toward organizations. Originality/value – A new concept with strategic value is presented. The reported study of mapping and identifying expectations helps to clarity and interpret factors that shape stakeholder relationships and satisfaction on a deeper level.
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Patterson, Jenny Rees, Donna Shaw, Sharita R. Thomas, Julie A. Hayes, Christopher R. Daley, Stefania Knight, Jay Aikat, Joanna O. Mieczkowska, Stanley C. Ahalt, and Ashok K. Krishnamurthy. "COVID-19 Data Utilization in North Carolina: Qualitative Analysis of Stakeholder Experiences." JMIR Public Health and Surveillance 7, no. 9 (September 2, 2021): e29310. http://dx.doi.org/10.2196/29310.
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Background As the world faced the pandemic caused by the novel coronavirus disease 2019 (COVID-19), medical professionals, technologists, community leaders, and policy makers sought to understand how best to leverage data for public health surveillance and community education. With this complex public health problem, North Carolinians relied on data from state, federal, and global health organizations to increase their understanding of the pandemic and guide decision-making. Objective We aimed to describe the role that stakeholders involved in COVID-19–related data played in managing the pandemic in North Carolina. The study investigated the processes used by organizations throughout the state in using, collecting, and reporting COVID-19 data. Methods We used an exploratory qualitative study design to investigate North Carolina’s COVID-19 data collection efforts. To better understand these processes, key informant interviews were conducted with employees from organizations that collected COVID-19 data across the state. We developed an interview guide, and open-ended semistructured interviews were conducted during the period from June through November 2020. Interviews lasted between 30 and 45 minutes and were conducted by data scientists by videoconference. Data were subsequently analyzed using qualitative data analysis software. Results Results indicated that electronic health records were primary sources of COVID-19 data. Often, data were also used to create dashboards to inform the public or other health professionals, to aid in decision-making, or for reporting purposes. Cross-sector collaboration was cited as a major success. Consistency among metrics and data definitions, data collection processes, and contact tracing were cited as challenges. Conclusions Findings suggest that, during future outbreaks, organizations across regions could benefit from data centralization and data governance. Data should be publicly accessible and in a user-friendly format. Additionally, established cross-sector collaboration networks are demonstrably beneficial for public health professionals across the state as these established relationships facilitate a rapid response to evolving public health challenges.
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Woo, DaJung, and Karen K. Myers. "Organizational Membership Negotiation of Boundary Spanners: Becoming a Competent Jack of All Trades and Master of . . . Interactional Expertise." Management Communication Quarterly 34, no. 1 (November 6, 2019): 85–120. http://dx.doi.org/10.1177/0893318919887371.
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Organizations hire in-house communication professionals to maximize efficiency in managing information and stakeholder relationships across various internal and external boundaries. The boundary-spanning aspect of in-house communication professionals’ job has the potential to shape their membership negotiation (MN, that is, ongoing communication processes through which individuals develop meanings of their organizational participation) in important ways that differ from the experiences of those who become integrated into a workgroup or domain with a well-defined boundary. Drawing on 30 in-depth interviews with communication professionals employed at public sector organizations, this study explores key characteristics and challenges of their boundary-spanning roles and how they negotiated meanings of their membership as they navigated the challenges. Based on the findings, the authors propose a novel conceptual model of boundary spanners’ MN, future research directions, and pragmatic implications for employers of boundary-spanning members.
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Awuzie, Bankole, Alfred Beati Ngowi, Temitope Omotayo, Lovelin Obi, and Julius Akotia. "Facilitating Successful Smart Campus Transitions: A Systems Thinking-SWOT Analysis Approach." Applied Sciences 11, no. 5 (February 25, 2021): 2044. http://dx.doi.org/10.3390/app11052044.
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An identification of strengths, weakness, opportunities, and threats (SWOT) factors remains imperative for enabling a successful Smart Campus transition. The absence of a structured approach for analyzing the relationships between these SWOT factors and the influence thereof on Smart Campus transitions negate effective implementation. This study leverages a systems thinking approach to bridge this gap. Data were collected through a stakeholder workshop within a University of Technology case study and analyzed using qualitative content analysis (QCA). This resulted in the establishment of SWOT factors affecting Smart Campus transitions. Systems thinking was utilized to analyze the relationships between these SWOT factors resulting in a causal loop diagram (CLD) highlighting extant interrelationships. A panel of experts drawn from the United Kingdom, New Zealand, and South Africa validated the relationships between the SWOT factors as elucidated in the CLD. Subsequently, a Smart Campus transition framework predicated on the CLD archetypes was developed. The framework provided a holistic approach to understanding the interrelationships between various SWOT factors influencing Smart Campus transitions. This framework remains a valuable tool for facilitating optimal strategic planning and management approaches by policy makers, academics, and implementers within the global Higher Education Institution (HEI) landscape for managing successful Smart Campus transition at the South African University of Technology (SAUoT) and beyond.
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Whitehurst, Fiona, and Paul Richter. "Engaged scholarship in small firm and entrepreneurship research: Grappling with Van de Ven’s diamond model in retrospect to inform future practice." International Small Business Journal: Researching Entrepreneurship 36, no. 4 (May 31, 2018): 380–99. http://dx.doi.org/10.1177/0266242618758155.
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This article explores the dynamics of initiating and implementing an engaged scholarship approach by taking a current research project relating to small business development and employing Van de Ven’s diamond model to frame a personal critical reflection of our research process. We explore the scholarly and practical debates implicit in Van de Ven’s method of Engaged Scholarship before unpacking our research project to illustrate the challenges that scholars pursuing engaged forms of scholarship have no doubt faced, but journal article formats do not usually allow authors to explore, thereby providing lessons for scholars wanting to embark upon such projects. We make the argument that engaged scholarship and interactive research methods are well suited to the entrepreneurship and small firm field, but find that tensions are likely to be faced in respect of personal motivations and identities, gaining and maintaining stakeholder engagement, and balancing and managing relationships within diverse research teams.
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Shah, Purvi. "Culling the brand portfolio: brand deletion outcomes and success factors." Management Research Review 40, no. 4 (April 18, 2017): 370–77. http://dx.doi.org/10.1108/mrr-10-2016-0228.
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Purpose It is difficult to ascertain the success factors and outcomes of deleting a brand, since these factors and outcomes differ by type of industries, firms, and brands, and vary based on contextual and organizational situations. Brand managers would benefit by having a guide explaining various factors that contribute to a successful brand deletion and providing measures of brand deletion success. Therefore, the purpose of this article is to present a list of success factors and outcomes of brand deletion, which brand managers can adapt to their specific brand deletion context and which academic researchers can use to further investigate the systemic aspects of brand deletion. Design/methodology/approach This article adopts a conceptual viewpoint methodology. Findings If brand deletion leads to improvements in business performance represented by better customer relationship management, superior competitive position, and boosts in financial performance without degrading stakeholder relationships, it can be called a success. Various factors contribute to this success such as a proactive approach to brand deletion with the involvement of top management and cross-functional teams, timely implementation of the decision, considering the strategic role and importance of the brand to be deleted in the overall brand portfolio, and managing interests of all key stakeholders affected by and influencing brand deletion. Originality/value Marketing practitioners can use the guidelines provided in this article and adapt it to their individual idiosyncratic contexts during brand deletion decision-making and implementation. Researchers are encouraged to further investigate the phenomenon of brand deletion strategy and focus more research attention on developing strong empirical knowledge in this important yet under-researched field.
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Cousins, Fionnuala, Peter Reid, and Elizabeth Tait. "Bridging the divide." Journal of Documentation 75, no. 6 (September 26, 2019): 1213–29. http://dx.doi.org/10.1108/jd-12-2018-0206.
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Purpose The purpose of this paper is to present an analysis of the development of a new graduate certificate course in Petroleum Data Management. The course was developed in response to an identified gap in skills and training in data management that was perceived to be a substantial risk in terms of: industry sustainability, efficiency and potentially wider implications of safety as assets are transferred between operators and for decommissioning. The aim of this paper is to critically reflect on how academia and industry can work together to support emerging professions in information management. Design/methodology/approach The paper draws on observations and interviews from key stakeholders involved in the course development. Findings The course development process was ultimately successful but also challenging and lessons have been learned which will be of interest to the wider professional and academic body. These include: securing resources and industry engagement for course development, negotiating cultural differences between academic and industry and managing stakeholder relationships throughout the lifecycle of the course development. Originality/value The paper demonstrates the challenges and opportunities of developing a university course in collaboration with industry partners. Oil and gas exploration and production is a data-intensive industry but it was only relatively recently that attempts have been made to set industry standards and roles of “data manager” or “data analyst” have been created to manage these. This paper has wider implications for understanding the professionalisation of the nascent data management disciplines and contributes to the ongoing dialogue around the changing library and information science profession.
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Hartmann, Nathaniel N., Heiko Wieland, and Stephen L. Vargo. "Converging on a New Theoretical Foundation for Selling." Journal of Marketing 82, no. 2 (March 2018): 1–18. http://dx.doi.org/10.1509/jm.16.0268.
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This article demonstrates that the sales literature is converging on a systemic and institutional perspective that recognizes that selling and value creation unfold over time and are embedded in broader social systems. This convergence illustrates that selling needs a more robust theoretical foundation. To contribute to this foundation, the authors draw on institutional theory and service-dominant logic to advance a service ecosystems perspective. This perspective leads them to redefine selling in terms of the interaction between actors aimed at creating and maintaining thin crossing points—the locations at which service can be efficiently exchanged for service—through the ongoing alignment of institutional arrangements and the optimization of relationships. This definition underscores how broad sets of human actors engage in selling processes, regardless of the roles that characterize them (e.g., firm, customer, stakeholder). A service ecosystems perspective reveals (1) that selling continues to be an essential activity, (2) how broader sets of actors participate in selling processes, and (3) how this participation may be changing. It leads to novel insights and questions regarding gaining and maintaining business, managing intrafirm and broad external selling actors, and sales performance.
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Mohamad, Bahtiar, Bang Nguyen, TC Melewar, and Rossella Gambetti. "Antecedents and consequences of corporate communication management (CCM)." Bottom Line 31, no. 1 (March 12, 2018): 56–75. http://dx.doi.org/10.1108/bl-09-2017-0028.
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Purpose This paper aims to provide a degree of clarity on the corporate communication management (CCM) concept, by building a conceptual framework that uncovers its underlying antecedents and consequences. Although it is consolidated that corporate communication and information together play an important role in strategic management planning because of the high relevance of managing positive relationships with multiple stakeholder that have a strong impact on corporate survival, extant literature suggests that there have been few empirical studies so far assessing the contribution of CCM to organisational performance. Design/methodology/approach The paper is conceptual, and a model is developed as a result of an extensive critical multidisciplinary literature review. Findings Findings of this study identify three antecedents of CCM, namely, culture, information and communication technology innovation diffusion and corporate leadership. In addition, the study highlights a potential positive relationship between CCM, financial performance and corporate mission achievement. An integrative conceptual framework and a detailed summary table are presented in the paper. Originality/value This study provides a comprehensive critical insight into a growing body of corporate communication and information business literature that offers the basis for a thorough assessment of CCM contribution to organisational performance. By doing so, it advances the body of applicable knowledge of corporate communication meant as a strategic management lever. Moreover, the managerial and policy implications provided in this paper may help corporate communication and information practitioners to identify the key guidelines for the design and implementation of an appropriate CCM programme.