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Books on the topic 'Stakeholder’s satisfaction'

Author: Grafiati

Published: 8 September 2021

Last updated: 29 July 2025

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1

Chinyio, E. Construction stakeholder management. Wiley-Blackwell, 2010.

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2

E, Chinyio, and Olomolaiye Paul O, eds. Construction stakeholder management. Blackwell, 2010.

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3

W, Marr Jeffrey, ed. Stakeholder power: A winning strategy for building stakeholder commitment and driving corporate growth. Perseus Pub., 2001.

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4

Construction Stakeholder Management. Wiley & Sons, Incorporated, John, 2009.

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5

Chinyio, Ezekiel, and Paul Olomolaiye. Construction Stakeholder Management. Wiley & Sons, Limited, John, 2010.

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6

Baugh, Amy. Stakeholder Engagement. Taylor & Francis Group, 2015.

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7

Baugh, Amy. Stakeholder Engagement: The Game Changer for Program Management. Auerbach Publishers, Incorporated, 2015.

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8

(Editor), Joachim Scharioth, and Margit Huber (Editor), eds. Achieving Excellence in Stakeholder Management. Springer, 2003.

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9

Scharioth, Joachim, and Margit Huber. Achieving Excellence in Stakeholder Management. Springer, 2014.

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10

Scharioth, Joachim, and Margit Huber. Achieving Excellence in Stakeholder Management. Springer London, Limited, 2008.

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11

Scharioth, Joachim, and Margit Huber. Achieving Excellence in Stakeholder Management. Springer, 2010.

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12

Huber, Margit, and Susanne O'Gorman. From Customer Retention to a Holistic Stakeholder Management System: Living a Vision. Springer, 2010.

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13

Huber, Margit, and Susanne O'Gorman. From Customer Retention to a Holistic Stakeholder Management System: Living a Vision. Springer London, Limited, 2008.

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14

Stakeholder engagement: The game changer for program management. CRC Press, Taylor & Francis Group, 2015.

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15

Baugh, Amy. Stakeholder Engagement: The Game Changer for Program Management. Auerbach Publishers, Incorporated, 2015.

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16

Baugh, Amy. Stakeholder Engagement: The Game Changer for Program Management. Taylor & Francis Group, 2022.

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17

Trovinger, Janella. Manage Your Business : Know When to Change the Key Component: Increase Stakeholder Satisfaction in Business. Independently Published, 2021.

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18

(Editor), Margit Huber, and Martina Pallas (Editor), eds. Customising Stakeholder Management Strategies: Concepts for Long-term Business Success. Springer, 2006.

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19

Evans, Charlotte, Anne Creaton, Marcus Kennedy, and Terry Martin, eds. Governance. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780198722168.003.0002.

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Retrieval services operate across many parts of the health system, and interface with many organizations. The work that is performed is complex, high risk, and resource consuming. It is therefore imperative that robust clinical and corporate governance systems are in place, and that these systems are tested, credentialed, and monitored where possible. Governance systems are the cornerstones of a high performance health organization, and are the foundation of excellent clinical outcomes, patient and stakeholder satisfaction, and safety and quality at all levels. The key elements of governance s

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20

Elliott, Anne, Merle Richards, Vera Woloshyn, and Coral Mitchell, eds. Collaboration Uncovered. Praeger, 2001. http://dx.doi.org/10.5040/9798400628184.

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University faculty members describe their collaborative projects with other faculty members, rsearchers, graduate students, professional educators, and other stakeholders in the educational enterprise. Through descriptions of several collaborative projects, the chapters explore some of the less explicitly articulated aspects of collaborative ventures. The authors use a variety of conceptual frameworks, derived from a number of disciplines including education and business, to deconstruct collaboration and to further undernstand its elements, issues, dynamics, and problematics. By confronting th

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21

Morin, Jill J. Better Make It Real. ABC-CLIO, LLC, 2010. http://dx.doi.org/10.5040/9798400617744.

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A comprehensive study of the power of differentiation as a key component of any business model, this book includes a step-by-step process to help leaders discover, achieve, express, and sustain their own authentic position. For the first time in recent history, trust is as important to corporate reputation as quality of products and services, according to the 2010 Edelman Trust Barometer. Still, nearly 70 percent of people say that organizations will revert to "business as usual" once the economy recovers. Moreover, U.S. job satisfaction is at a 22-year-low, according to a 2010 Conference Boar

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22

Rodrigo, Olivares-Caminal, Douglas John, Guynn Randall, Kornberg Alan, Paterson Sarah, and Singh Dalvinder. Part II Bank Resolution, 8 Resolution of US Banks and Other Financial Institutions. Oxford University Press, 2016. http://dx.doi.org/10.1093/law/9780198725244.003.0008.

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The chapter starts by looking at resolution as understood in the United States. ‘Resolution’ refers to the way bank failures are dealt with in the United States. Similar to the traditional bankruptcy model, the chapter explains, two of the main goals of resolution are to maximize the value and minimize the losses of an institution for the benefit of its depositors and other stakeholders and, at least in a receivership situation, to determine who receives the residual value of the institution in satisfaction of their claims. However, resolution is also aimed at promoting a third goal: to deal w

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23

Imagining Democratic Futures: Southern Africa Foresight Report 2025. International Institute for Democracy and Electoral Assistance (International IDEA), 2024. https://doi.org/10.31752/idea.2024.106.

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Data from International IDEA’s Global State of Democracy Indices show that Southern Africa has consistently been Africa’s highest performing subregion in many areas of democracy but recent trends appear to contain the seeds of a much less certain future. Economic inequality remains high, governments are struggling to deliver basic goods and services, and citizen satisfaction with democracy is declining. These are volatile times. If we wish to adequately prepare democracies in Southern Africa for what is to come, we must go beyond extrapolating from these trends. Stakeholders must anticipate an

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24

Transportation security information sharing: Results of GAO's survey of stakeholder satisfaction with TSA products and mechanisms (GAO-12-67SP, November 2011), an e-supplement to GAO-12-44. U.S. Govt. Accountability Office, 2011.

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25

Simon, Gleeson, and Guynn Randall. Part I Elements of Bank Resolution Regimes, 3 Bank Resolution and Bank Groups. Oxford University Press, 2016. http://dx.doi.org/10.1093/law/9780199698011.003.0003.

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This chapter looks at how the structure of bank groups is factored into the resolution process. In analysing the resolution of banks and other legal entities, a focus on the legal entities alone is a form of false consciousness. Instead, the focus needs to be on resolving the overall financial enterprise of which the bank is a part. By focusing on resolving groups instead of individual legal entities, financial regulatory authorities around the world have developed the single-point-of-entry (SPE) resolution strategy, which has been widely accepted as the most promising solution to the too-big-

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