Academic literature on the topic 'Stakeholder relationship management'
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Journal articles on the topic "Stakeholder relationship management"
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Bosse, Douglas A., and Richard Coughlan. "Stakeholder Relationship Bonds." Journal of Management Studies 53, no. 7 (February 5, 2016): 1197–222. http://dx.doi.org/10.1111/joms.12182.
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Tuffley, Angela. "Stakeholder Relationship Management20102Lynda Bourne. Stakeholder Relationship Management. Farnham: Gower Publishing Limited 2009." International Journal of Managing Projects in Business 3, no. 3 (June 22, 2010): 546–47. http://dx.doi.org/10.1108/17538371011056147.
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Nguyen, Tuan Son, and Sherif Mohamed. "Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance." Journal of Engineering, Project, and Production Management 11, no. 2 (October 20, 2020): 102–17. http://dx.doi.org/10.2478/jeppm-2021-0011.
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Abstract Effective stakeholder management (ESM) is a critical success factor for projects. The increasing complexity in the relationships among stakeholders and their diverse characteristics, including power and interests makes the management of stakeholders increasingly challenging. To date, much of the literature has focused on the stakeholder analysis with very limited to the direct and indirect relationships between stakeholder characteristics (SC) and project performance (PP). Therefore, the aim of this study is to fill these research gaps by empirically examining (1) the relationship(s) between SC and PP and (2) the mediation effect of ESM on the above-mentioned relationships. Data analysis was conducted using structural equation modelling. The findings suggest that stakeholder legitimate behaviour (LB), opposing behaviour (OB), and conflicting interests affect the ability to achieve both sets of quantitative and qualitative PP negatively. ESM has been identified as a key element to eliminate the negative effects of the aforementioned behaviours on qualitative (and not quantitative) PP measures.
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Amadi, Chika, Patricia Carrillo, and Martin Tuuli. "Stakeholder management in PPP projects: external stakeholders’ perspective." Built Environment Project and Asset Management 8, no. 4 (September 10, 2018): 403–14. http://dx.doi.org/10.1108/bepam-02-2018-0048.
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Purpose This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders. Design/methodology/approach Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research. Findings Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders. Originality/value External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.
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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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Mwangi, Grace, D. M. Gichuhi, and S. M. Macharia. "Influence of relationship management on organizational performance among insurance companies in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 1 (December 30, 2019): 163–71. http://dx.doi.org/10.20525/ijrbs.v9i1.580.
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This study sought to establish the influence of understanding, stakeholder requirements, good rapport with stakeholders, healthy competition with competitors, conflict resolution, and effective communication on organizational performance among insurance companies in Kenya. Positivism research philosophy was adopted for the study. Descriptive and explanatory cross-sectional research designs were used. Data analysis was conducted using descriptive statistics and inferential analysis. The study concluded as follows: (i) Understanding stakeholder requirements, creating and maintain good rapport with stakeholders, healthy competition with competitors, conflict resolution and effective communication were deployed to a moderate extent in insurance companies in Kenya, (ii) There was a strong positive correlation between organisation performance, understanding stakeholder requirements, good rapport with stakeholders, conflict resolution, and effective communication, (iii) There was a weak positive correlation between organisation performance and healthy competition, (iv) Understanding stakeholder requirements, creating and maintain good rapport with stakeholders, healthy competition with competitors, conflict resolution and effective communication had significant influence on the performance of insurance companies in Kenya. (v) Relationship management has a significant influence on organizational performance.
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Shams, S. M. Riad. "Stakeholder Relationship Management in Online Business and Competitive Value Propositions." International Journal of Online Marketing 6, no. 2 (April 2016): 1–17. http://dx.doi.org/10.4018/ijom.2016040101.
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In one hand, marketers have privileges to obtain additional information about their target markets through the online businesses. On the other hand, customers and other stakeholders have an enormous flow of information to compare between competitive value propositions, available in the market. In this market competition, understanding the customers' and other stakeholders' value anticipations would be a central success factor for marketers to prolifically develop competitive value propositions, based on understanding the customers' and other stakeholders' needs, wants and expectations. Stakeholder relationship marketing has a history, as well as further potentials to understand stakeholders' value anticipations. From this context and based on an inductive constructivist approach, this study develops insights and proposes a conceptual framework on how various sports organizations manage their stakeholder relationships through their online business platforms, in order to design and deliver competitive value propositions.
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Hansen, John, and Michele Bunn. "Stakeholder Relationship Management in Multi-Sector Innovations." Journal of Relationship Marketing 8, no. 3 (July 2009): 196–217. http://dx.doi.org/10.1080/15332660902991031.
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Chakrabarty, Subrata. "Value creation in industrial clusters: the strategic nature of relationships with stakeholders and the policy environment." Journal of Strategy and Management 13, no. 4 (August 30, 2020): 535–50. http://dx.doi.org/10.1108/jsma-04-2020-0084.
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PurposeGiven that an industrial cluster contains a high concentration of numerous stakeholders, a firm in an industrial cluster often ends up forming relationships with many of the stakeholders. The research questions are as follows: Does stakeholder-based management always lead to greater value creation? What are the moderators in this association? This paper proposes that although relationships with stakeholders can act as a “catalyst” for value-creation, they can also act as a “retardant.” A combination of (1) the strategic nature of the relationships and (2) the policy environment determines whether the relationships with stakeholders act as catalysts or retardants.Design/methodology/approachUsing relationship-focused theory, a conceptual framework that adopts a relational view of stakeholder theory is developed. Given the high concentration of stakeholders in industrial clusters, the conceptual framework uses stakeholders in industrial clusters as a setting. A firm can form relationships with a variety of stakeholders in an industrial cluster. The strategic nature of a relationship with a stakeholder is assessed in terms of variations in strategic intent and intellectual spillover.FindingsThe key argument is the following: whether a relationship with a stakeholder becomes a catalyst or a retardant for value creation is contingent on the fit between the strategic nature of the relationship and the policy environment. For instance, in a probusiness policy environment, relying on relationships with stakeholders that maximize intellectual spillover can act as a catalyst for value creation. In contrast, in an antibusiness environment, not having to rely on intellectual spillover is a safer option.Originality/valueWhereas the literature implicitly assumes that stakeholder theory has relational essence, the conceptual framework developed in this paper adopts a relational view of stakeholder theory in a very explicit way. This paper applies relationship-focused theory by making explicit the different forms of stakeholder relationships. Such an explicitly relational approach in theorizing can help in more in-depth research on the link between stakeholder relationships and value creation. The conceptual framework will allow future research to analyze value creation in an industrial cluster, especially in terms of how stakeholder relationships can act as either catalysts or retardants.
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Kaharuddin, Sakinah Khalidah, Hamimah Adnan, and Har Einur Azrin Baharuddin. "SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT FOR PUBLIC-PRIVATE PARTNERSHIPS INFRASTRUCTURE PROJECTS." Built Environment Journal 17, no. 2 (July 15, 2020): 1. http://dx.doi.org/10.24191/bej.v17i2.8869.
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Public-Private Partnership (PPP) has been identified as a procurement method that brings the public and private sectors together to facilitate the delivery of infrastructure projects and services. PPP manages complex projects and involves multiple stakeholders. Stakeholders in the PPP project need to be properly managed to achieve the project goals, minimising risk and accommodate stakeholder interest. Stakeholder management is about the relationship between organisation and its stakeholders. Poor management of stakeholder could lead to project failure. This paper aims to identify the success factors for stakeholder management in PPP infrastructure projects in Malaysia. A qualitative methodology which involved structured interviews with expert panels in PPP was conducted to validate the stages obtained from the primary and secondary data. The findings highlighted on the four (4) stakeholder management stages which involves stakeholder analysis, stakeholder engagement, stakeholder management action plan and stakeholder management monitoring. The needs for a having a clear understanding of the role of the project among stakeholders is crucial. Good stakeholder engagement is an essential part of project stakeholders’ engagement. It also appears that the regulatory plan would be implication to contribute stakeholder management to achieve the success of PPP project. In addition, stakeholder must monitor the work on site in order to achieve project success. The success factors towards achieving a successful stakeholder management process have been identified. Improvement in these stages will lead towards better presentation and improvement of the success factors of stakeholder management process in PPP infrastructure projects in Malaysia.Keywords: Stakeholder Management; Public-Private Partnerships, Stakeholder Management stages
Dissertations / Theses on the topic "Stakeholder relationship management"
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Waritimi, Ekpobomene. "Stakeholder management in practice : evidence from the Nigerian oil and gas industry." Thesis, Durham University, 2012. http://etheses.dur.ac.uk/3558/.
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Stakeholder management relates to how business organisations manage their relationships not only with their market stakeholders, but also with their nonmarket stakeholders. It requires firms and business managers to identify and develop effective strategies to balance the interests of many diverse groups or constituents. This requirement has of course been judged to be impractical by those who uphold narrow traditional views about how a firm operates; and is unsupported by those who believe that asking managers to focus on the interests or concerns of groups of constituents that do not directly contribute to the economic achievements or strategic objectives of a firm, is a distraction and an attempt to derail corporate objectives. However, in spite of the criticisms levelled against the notion of stakeholder management, firms can no longer ignore the fact that there are constituents who can affect, and are affected by their business objectives. The aim of this research is to illustrate the practical implications of stakeholder management by exploring how multinational oil corporations operating in the Nigerian oil and gas industry manage their relationships with nonmarket stakeholders; such as the local communities who are affected by their operations. In order to achieve the aims of this research, a case study approach has been adopted; the case study companies include Shell Petroleum Development Company (Shell), Total Exploration and Production (Total), and the Nigerian Agip Oil Company (AGIP). Furthermore, to achieve a balanced perspective regarding the stakeholder management practices of the oil companies, the research incorporates the views of stakeholders from local communities, and those from non-governmental organisations (NGOs). A mixed methods research strategy is employed in the data collection and analysis process to achieve not just triangulation, but also to assist in the comprehension of the research findings. The research established that each of the companies being studied has employed different stakeholder management strategies in order to manage their relationships with the local communities. The strategies employed by the companies, however, appear not to address the issue of environmental impact; the concern which triggered the breakdown in the relationship between the oil companies and the local stakeholders in the first place. They have instead mostly focused on ameliorating the socio-economic issues resulting from oil exploration and production activities, in part as a consequence of pressure from the local communities themselves. Additionally, the findings indicate that the companies have employed hostile and controlling engagement strategies such as intimidation, appeasement, and manipulation, when dealing with local community stakeholders. These strategies are believed to have undermined the quality of their relationship with the local communities. The most notable consequence of these engagement practices is damaged trust amongst community members, as well as between the communities and the oil companies. The findings of this research have strong implications for stakeholder theory, as well as future research into stakeholder management practices, particularly in relation to non-contractual or nonmarket stakeholders; they also shed light on several important practical issues in business management.
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Laws, Adrien (Adrien James). "Models for stakeholder relationship management at socially controversial facilities." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/107368.
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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, System Design and Management Program, Engineering and Management Program, 2016.Cataloged from PDF version of thesis.
Includes bibliographical references (pages 70-71).
Stakeholder engagement is a key but often misunderstood performance indicator of project success in controversial projects. Construction projects, power production, medical research, and waste disposal are examples of such large-scale projects. Many of these are critical assets and yet are often at risk of being shut down due to key stakeholder disengagement. It is a tragedy when a successful and needed project is terminated not because of technical, economic, or safety issues but due to a lack of proper stakeholder engagement. At a broad level it is generally understood that stakeholder relationship management is important, but how important and what must be done to ensure appropriate stakeholder engagement remains unclear. My research addresses this chronic problem using a newly developed system dynamics model that better illustrates complex relationships, how they change over time, and what must be done to gather enough support to ensure project success. To firmly root the system dynamics model, interviews were done at an unnamed nuclear power plant (NPP) in the United States. The strengths and weaknesses of the NPP's public outreach efforts were enumerated along with the strengths and weaknesses of the model itself. Ultimately, the model was shown to be plausibly useful to individuals responsible for success in managing stakeholder relationship on controversial projects.
by Adrien Laws.
S.M. in Engineering and Management
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Schäfer, Cathrin. "Patient-relationship-Management als Multi-stakeholder-Konzept Erarbeitung interner und externer Erfolgsfaktoren." Hamburg Kovač, 2008. http://d-nb.info/993422764/04.
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Tchaikovsky, Zulfiya. "The Relationship Between Sustainable Supply Chain Management, Stakeholder Pressure, and Financial Performance." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4024.
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Corporate sustainability confronts significant challenges when supply chain managers pursue short-term financial performance to meet stakeholders' expectations. To achieve sustainable economic success, organizational managers need to understand the relationship between corporate sustainability and long-term financial performance. Based on the resource dependence theory, the purpose of this correlational study was to examine the relationship between sustainable supply chain management (SCM), stakeholder pressure, and corporate sustainability performance. The population consisted of worldwide public organizations from Newsweek Global Green Ranking 2016 list engaged in sustainable SCM. The secondary data for the study were collected from databases hosted by Sustainalytics and Standard & Poor's. The hierarchical multiple regression analyses indicated statistically significant relationships between sustainable SCM and corporate sustainability performance, F(5, 158) = 3,981, p = .002, R2[.112], and between stakeholder pressure and corporate sustainability performance, F(5, 158) = 2,552 p = .030, R2[.075]. Analysis of the relationship between sustainable SCM and corporate sustainability performance with stakeholder pressure as a moderator showed non-significant interaction effect, F (5, 158) = 5.54, p < .001, R2 =.11. R2 -chng =.0007, p-int = .669. With stakeholder pressure as a mediator, the relationship showed non-significant indirect effect, b = .024, z = 0.97, p = .329. The findings of this study could contribute to the social change given that sustainable development of supply chains support the conservation of natural resources and living standards of stakeholders.
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Newham, Nicole. "Customer relationship management in the hospitality industry : identifying approaches to add stakeholder value." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/967.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.ENGLISH ABSTRACT: The aim of this study was to determine approaches to CRM within the luxury hotel sector in Cape Town in order to add value not only to guests, but to all stakeholders of the hotel. This was done by conducting a literature review, supported by a sound base of primary research. The findings proved that CRM theory holds true for most luxury hotels and the notion that luxury hotels in modern times cannot afford to be without a CRM initiative, was underpinned. Furthermore, the concept of an aligned strategy and vision in terms of a hotel's CRM approach was found to be integral. Staff buy-in and co-operation are of utmost importance for any hotel property implementing a CRM initiative. Additionally, training and education on the importance of CRM was highlighted as an important factor to get all staff on board. Management needs to become customer relationship management experts themselves in order to inspire and motivate staff to excel at building relationships with guests. Moreover, the common mistake of hotels to place greater impetus on CRM technology than training and lack of leveraging CRM investments was examined as some of the main reasons for the failure of CRM initiatives. Although CRM technologies are extremely powerful tools and may facilitate a hotel's CRM strategy, they cannot be viewed in isolation and made responsible for the success of such a programme. Training is vital to enable staff to use these systems optimally and to turn guest data into gold. The importance of people was also emphasised in the light of personalisation of service; having the correct staff with an aptitude for guest service and hospitality is imperative. Lastly, the concept of customer-centric processes and systems was stressed. Everything a hotel does in terms of CRM efforts should be derived from the notion of guest satisfaction. Guest satisfaction is the one essential element that will enable a hotel to flourish and enjoy a firm base of repeat business. Repeat business is the most rewarding type of business for a hotel as it means that guests are satisfied with their service and will promote the hotel to others at no additional cost to the hotel.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsingstuk was om die houding van luukse hotelle in Kaapstad teenoor kliënte verhoudingsbestuur (KVB) te bepaal en vas te stel hoe alle aandeelhouers van die hotel voordeel kan trek uit KVB. Die doelwit was bereik met behulp van primêre en sekondêre navorsing. Die bevindinge het bewys dat KVB teoreties waarde toevoeg tot meeste luukse hotelle. Die feit is geboekstaaf dat luukse hotelle nie sonder KVB kan oorleef nie. Dit was ook gevind dat 'n geintegreerde strategie en visie van uiterste belang is in KVB in hotelle. Personeel samewerking en entoesiasme is ook uitgelig as belangrike elemente wat die sukses van KVB bepaal. In hierdie opsig, was opleiding 'n integrale faktor tot die bevordering van personeel deelname. Die bestuur van hotelle moet self kundiges raak op die gebied van KVB om sodoende personeel te inspireer en motiveer om ook waardevolle kliënteverhoudinge te bou. Algemene foute wat hotelle begaan in terme van KVB is die feit dat meer klem gelê word op KVB tegnologie as op opleiding en dat die opbrengs op die inisiële belegging in KVB nie in ag geneem word nie. Alhoewel KVB tegnologie van onskatbare waarde is om 'n hotel se KVB strategie suksesvol te maak, kan die sukses van so 'n strategie nie alleenlik daaraan toegeskryf word nie. Ten einde die personeel te bemagtig om hierdie sisteme optimaal te benut, moet opleiding weereens as 'n area van belang beklemtoon word. Nog 'n prioriteit is die kwaliteit van personeel wat aangestel word; personeel moet 'n natuurlike aanvoeling hê vir kliënte diens en persoonlike interaksie.
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Al, Katheeri Mohamed. "Towards understanding stakeholder relationship during strategic planning : the case of an airline company." Thesis, University of Bedfordshire, 2016. http://hdl.handle.net/10547/622489.
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This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning is based on the assumption that engaging stakeholders in a meaningful way will increase the benefits for both the organization and the stakeholders. The growth trend of the company investigated has resulted in complexity due to the growth of its internal and external stakeholders and the influence that their relationships can have on strategic planning. Whereas studies have identified a number of factors that can influence stakeholder relations, it has also been suggested that relationships could further be influenced by host of other stakeholder-related attributes. It is in this context that the study answers the following research questions: (1) how do stakeholders understand their responsibilities in strategic planning?; (2) how do they perceive the importance of communication and coordination to their relationship during the planning process?; and (3) how do the stakeholders‘ expectations shape the challenges faced by the company and their relationship during strategic planning? The study employs the qualitative method of research using the interview technique to collect data to gain insights into how the participants perceive and make sense of their relationships during strategic planning in their company. The conceptual dimension of the study is premised on the two streams of meaning of relationships and the dynamics of stakeholder relations during strategic planning projected in the literature. The methodological dimension is premised on the importance of lived experience as a significant source of knowledge. In this respect, the study draws on phenomenology using narrative analysis and inductive content analysis in the treatment of data. Accordingly, the study found that stakeholders bring to the table a plethora of responsibilities which have significant upward and downward influences during strategic planning. There is a consensus among stakeholders on the general importance of the relational benefits of coordination and communication. Real time coordination and communication with external stakeholders is differentially perceived within the range of poor to excellent. Likewise, there is differential perception of the relational importance of communication in terms of organizational context. Whether the coordination among stakeholders is perceived as excellent or poor, the bottom line is that stakeholder relations in the company remains a challenge. Stakeholders have multiple expectations of the company strategic plan and the strategic planning process which further raises multi-faceted challenges to the company. Based on the findings the study came up with a model that highlights the streams of thought pursued in the study. The findings affirm the view that relationships result from what transpires, happens, or occurs during strategic planning. Likewise, the inherent connectivity that results from the social nature of individuals involved in the planning process is affirmed. The former is on account of the responsibilities of the stakeholders and the latter on account of the inherent value that stakeholders place on strategic planning. The quality and extent of stakeholder relations however is moderated by extent and quality of coordination and communication before and during the planning process.
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Ma, Shichao, and 马世超. "Stakeholder risk attitudes in safety risk management : exploring the relationship between risk attitude and safety risk management performance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2015. http://hdl.handle.net/10722/210183.
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A construction project requires a multitude of people with different skills and interests and the coordination of a wide range of disparate, yet interrelated, activities. Such complexity is further compounded by the unique characteristics of a project and many other external uncertainties. As a result, construction is subject to more risk than other business activities. In a risky situation, individuals or organizations perceive the situation in their own ways and behave differently to meet their own interests. Many researchers have asserted that divergent risk attitudes are sources of mismatched risk perceptions and inconsistent behaviors among project participants in different organizations, which can disturb proactive and consistent organizational activities. The research on risk attitude has, therefore, been advocated to exploring ways to consistently arouse people‘s cognition, affection, and behavior among stakeholders. However, previous research has been a widely misunderstood concept and remains a fragmented focus in the construction field. Evidence on the construction of risk attitude and how it manifests itself is unavailable. To date, prior researchers have suffered from an issue-oriented focus that has resulted in simplified models by studying single level of antecedents of risk attitude and consequences of management performance, rather than multi-level. Moreover, previous studies only focused on the direct relationship between risk attitude and management performance instead of providing a profound conceptualization of the indirect relationship between risk attitude and management performance or empirically exploring risk attitude‘s antecedents and consequences. The current study seeks to bridge this research gap.
Triangulation research is employed as an appropriate research methodology in which both qualitative and quantitative data collection are used to test the research propositions. The research plan draws upon ontology and methodological pluralism.
By adopting the Critical Incident Technique (CIT), coupled with an intensive literature review, one can explore the manifestation of risk attitude and its antecedents by analyzing critical incidents derived from preliminary interviews. Cognitive Motivation Theory (CMT) and Social Cognitive Theory (SCT) provide rationales to combine a processed view of risk attitude and the antecedents and management performance of individuals and organizations into a multi-level model of risk attitude. Responses to a questionnaire survey of 239 individuals nested in 61organizations were analyzed with a blend of Confirmatory Factor Analysis (CFA) and Hierarchical Linear Modeling (HLM) to establish and examine the hypothesized relationships in the theoretical model. To capture the practical manifestation of risk attitude and its influence on management performance, case studies of two ongoing construction projects were performed.
The findings summarized from both qualitative and quantitative studies indicated that risk attitude diverged due to the multi-level influences of its antecedents on project participants, resulting in inconsistent risk perception and risk inclinations. Risk attitude has two levels of manifestation – an individual and organization level. Individual risk attitude manifests itself as cognition, affection, and behavioral inclination, while organizational risk attitude mainly shows up as managerial trust, formalization, an ambiguity of goals and objectives, and a merit system. The findings confirmed that motivated individuals tend to present more consistent risk attitude and be more willing to and capable of exhibiting good management performance. The motivation behind this study is beyond the traditional motivational means. It extends from internal motivation with its locus of control and self-efficacy to external motivation with its interpersonal exchanges, external controls, and observational learning. The risk attitudes of motivated people to evoke better management performance, especially in the process of integrating risk management into a safety management system and the outcome performance of a stakeholder‘s satisfaction and potential to organizations.
The research attempts to advance risk attitude theory by re-conceptualizing the antecedents of risk attitude and the consequences of management performance make the underlying theorizing mechanism explicit and testable. This study also provides practical indications of concrete interventions by managers to make risk attitudes converge and then strengthen safety risk management. The thesis contributes to multi-level analysis in the management research field and differentiates the different levels of participants in construction projects. Methodological pluralism and blended qualitative and quantitative research methods will be addressed to demonstrate the different and complementary perspectives of research. Due to limited samples, the generalizability of the findings in the different project types or across other levels needs to be further verified.published_or_final_version
Real Estate and Construction
Doctoral
Doctor of Philosophy
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Luque, Sebastián (Luque Holtheuer). "Stakeholder relationship management in controversial projects : a case study of the Cape Wind Project using a feedback analysis model." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/107608.
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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, System Design and Management Program, Engineering and Management Program, 2016.Cataloged from PDF version of thesis.
Includes bibliographical references (pages 79-81).
Stakeholder relationship management is a key component for the successful design, implementation and operation of complex and socially controversial projects, yet a discipline that is often misunderstood or underrated. In a world were socially controversial projects have become and will continue to be ever more frequent and important, the need to improve the knowledge of stakeholder relationship management in controversial projects is very important. The objective of this report is to contribute to scholarship on stakeholder relationship management by using a newly developed system dynamics model developed at MIT called, the Golay-Williams stakeholder acceptance model. The model seeks to better illustrate complex stakeholder relationships, their dynamic nature and what must be done to gain enough support to ensure project success. This paper studies an emblematic U.S. controversial project, the Cape Wind offshore energy project, located in the Nantucket Sound in Massachusetts, in order to test the model capabilities to represent complex stakeholder dynamics and best practices in stakeholder engagement. The assessment of the Golay-Williams model derived from the Cape Wind Project case study, suggests that the Golay-Williams model can contribute significantly to the successful management of stakeholder relationships on socially controversial projects..
by Sebastián Luque.
S.M. in Engineering and Management
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Holtzhausen, Lida. "Employee perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum / L. Holtzhausen." Thesis, North-West University, 2007. http://hdl.handle.net/10394/769.
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Large multi-national corporations experience more and more pressure to maintain good
relationships with their stakeholders, including employees. Concurrent with this, the focus
of Corporate Communication management has shifted from pure communication
management to relationship management.
Lonmin Platinum, a mining company within the South African mining and minerals sector is
no exception in this regard. In fact, due to the apartheid legacy and government
regulations that are aimed at safety and equity, it is especially difficult to manage
employee relationships in the mining industry. Apart from historical and environmental
factors, Lonmin Platinum's task is further complicated by its diverse work-force. At the time
of the study the work-force of approximately 20 000 employees consisted of literate, semiliterate
and illiterate employees. In addition, the company comprised five business units,
each with their own corporate identity.
In order to manage relationships effectively, a company needs to understand the nature
and quality of its relationships as well as which factors might influence its stakeholder
relationships. Studies have already indicated that a company's corporate identity can
contribute to the stakeholders' images of the company. Over time, the image impacts on
the company's reputation and consequently on the stakeholders' relationships with the
company. In the case of a company such as Lonmin Platinum, with an endorsed corporate
identity, it can be expected that corporate identity will also play a role in the nature and
quality of relationships, including employee relationships.
Previous studies have investigated the link between corporate identity and relationships
focussing on communication, and on behaviour elements of identity. Up until now, no
examples of research of the possible influence of symbolic corporate identity elements on
relationships in the South African mining industry could be traced. Against this
background, the following research question was asked: What is the relationship between
employees' perceptions of symbolic corporate identity elements and employer-employee
relationships at Lonmin Platinum?
Semi-structured interviews, focus group interviews and quantitative questionnaires were
applied as data collection methods. The results confirmed that Lonmin Platinum did not
have a good relationship with its employees in general. The lack of trust was seen as one
of the most apparent problems. It also seemed that the employees did not understand the
company's endorsed corporate identity. They, for example, did not understand the
company structure and identified themselves more with the symbolic corporate identity of
their respective business units than with the company itself.
With regard to the correlation between symbolic corporate identity and relationships, this
study indicated a relationship between employees' perceptions of how effective the
company reached it objectives and the quality of its employee relationships. Company
objectives, such as a safe working environment, a healthy working environment, socioeconomic
empowerment and accountability, as well as a company that unites its workforce
and creates a family feeling amongst the employees impacted most on employee
relationships.Thesis (Ph.D. (Communication Studies))--North-West University, Potchefstroom Campus, 2008.
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Trespalacios, Argain Brenda Alicia, and Mariami Meladze. "Exploring Managerial Perceptions of Stakeholders : Case Study of a Project-Based Non-Profit Organisation." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-144564.
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For the past couple of decades, third sector organisations have registered a fast growth over the world with a focus on social, economic and political concerns whilst holding a presence in public matters. This study is mainly focused on non-profit organisations (NPOs). Organisations supporting social concerns on a not-for-profit (NFP) basis. Nowadays, NPOs are a social trend where people with different backgrounds and purposes aim to get involved in. Their participation is to either assist a community or a cause (as a contributor), or to obtain assistance when being part of a community (as a beneficiary). Nonetheless, the challenges as well as the opportunities faced by NPOs are widely acknowledged in both practice and theory, with a special focus on the different organisation’s participants involved, that is, stakeholders. In order to “do the right project” whilst “doing the project right” (Williams & Samser, 2010, p. 38), NPOs need the support and collaboration of stakeholders to obtain funds, operate, meet a community needs, and survive in the market. Aiming to find out how are relationships between stakeholders and NPOs managers stablished and maintained, the study analyses the managerial approaches undertaken by the organisation’s employees towards stakeholders. Further, in order to identify the characteristics of entrepreneurial project-based NPOs, the study explores the organisation requirements to properly develop within the mentioned sector. By hence, the NPO concept is analysed within the entrepreneurial context to understand and recognise the stakeholder management practices employed in such scenario. There is limited literature drawing on stakeholder management within NPOs. However, there is even less research done studying the link between NPOs and entrepreneurship. For the purpose of this study, which is to contribute to the general body of knowledge by analysing stakeholder management in an NPO within the entrepreneurship field, this study has selected a Swedish NPO as a main focus. With grounds on the existing literature discussing stakeholder classification and participation in the mentioned type of organisations, this study identifies the different groups of stakeholders and their different meanings to the organisation. At the same time, the lack of research in entrepreneurial project-based NPOs is highlighted, encouraging further research in related areas. This research is based on a single case study of an NPO operating in Sweden, given the particularity and uniqueness of the phenomenon studied. Qualitative data is collected through the implementation of unstructured and semi-structured interviews with top management team (TMT) members and managers in the NPO selected as study focus, a total of five people contacted out of twelve employees. Then data is analysed and the study findings are presented and linked to existing literature. Further, the suggestion of five propositions for further research are presented. Finally, the study conclusions are outlined, along with the managerial and theoretical implications, and the study limitations.
Books on the topic "Stakeholder relationship management"
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Stakeholder relationship management: A maturity model for organizational implementation. Burlington, VT: Gower, 2009.
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Hollings, E. A. Paradigm lost?: The relationship between human resource management, stakeholder values and organisational success inSMEs. Stoke-on-Trent: Staffordshire University Business School, 1995.
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Julie, Kendrick, ed. Balanced brand: How to balance the stakeholder forces that can make or break your business. San Francisco: Jossey-Bass, 2006.
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Wijers, Jean Paul, ed. Managing Authentic Relationships. NL Amsterdam: Amsterdam University Press, 2019. http://dx.doi.org/10.5117/9789462988613.
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In an increasingly connected world, Strategic Relationship Management is a vital capability for successful organizations. The book Managing Authentic Relationships; Facing New Challenges in a Changing Context focuses on building and managing a strong network and reciprocal relationships for the entire organization by implementing a professional relationship management approach at strategic, tactical and operational level. Professional relationship management makes valuable and measurable contributions to the strategic goals of an organization by: Expanding the organization's strategy to a Relationship Management Strategy; Efficiently managing relationships and correctly mapping stakeholders; Embedding clear responsibility for relationship management throughout the organization; Measuring results and calculating the Return-on-Relationship; Developing strong networking skills and networkers who are able to act as eyes and ears for the organization; Organizing effective networking activities with measurable results. This book also offers a holistic view. Managing authentic relationships requires a shared understanding of what relationships are. It is impossible to develop successful relationship management without authentic relationships based on trust and reciprocity.
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Tom, Duncan. Driving Brand Value: Using Integrated Marketing to Manage Profitable Stakeholder Relationships. New York: McGraw-Hill, 1997.
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Wijers, Jean Paul, Isabel Amaral, William Hanson, Bengt-Arne Hulleman, and Diana Mather. Protocol to Manage Relationships Today. NL Amsterdam: Amsterdam University Press, 2020. http://dx.doi.org/10.5117/9789463724159.
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Protocol to Manage Relationships Today explains the contemporary value of protocol, not only for monarchies or diplomatic institutes, but for any non-profit or for-profit organisation. This book presents modern protocol as a tool to build strong, authentic networks of reciprocal relationships. When used effectively protocol can: - Increase the effect of the networking activities of an organisation. Protocol gives a professional structure to relationship management, to achieve access to the 'right' networks and a reciprocal relationship with the most valued stakeholders. - Deepen relationships. In our world there is so much focus on pragmatism in building relationships - protocol focuses on the common ground to gain value. - Be used as a valuable tool in a post COVID-19 era, where the need for space and time to build real and authentic relationships is well understood. The book defines how tested values perfectly fit in today's society, where modern organisations want to build effective relationships and communities. This book is focused on developing an increasingly vital expertise for professionals who deal with complex relationship management issues on a strategic and tactical operational level. They come from different fields, such as government institutions, non-profit organisations and commercial environments. This book also gives protocol officers a contemporary approach towards the application of protocol. It is not designed as a complete guide to all the rules of protocol, but it describes how to translate the context into a tailor-made protocol for each meeting or event. The book explains protocol as a flexible method to handle unique situations. Protocol is presented on four levels: the 'why' of protocol; the strategic and tactical level; the practical implementation; and the execution of protocol. Protocol to Manage Relationships Today is written by Europe's foremost protocol experts with collective years of experience with the management of networking meetings and events at the highest level.
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Santana, Guilherme Guimrães. Crisis management: Towards a model for the hotel industry : an examination of crisis preparedness and stakeholder relationships in crisis situations. Poole: Bournemouth University, 1997.
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Minobrnauki, Rossiyskoy. Finance and Financial analysis. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1242227.
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The textbook systematizes basic knowledge in the field of finance, financial analysis and financial management, presented in their direct relationship and significance from the point of view of evaluation, diagnosis, forecasting and monitoring of the continuity of the organization's activities. It includes seven chapters grouped into three sections. The first section is devoted to the theoretical foundations of the organization's financial management, stakeholders and sources of the organization's activities. The second section discusses the basics of financial analysis, providing knowledge of the main directions, information base and methods of financial analysis, as well as allowing them to be applied reasonably, calculate and evaluate analytical indicators, determine the impact of globalization processes, various macro-and microfactors on the financial condition of the organization. The third section contains the basics of financial management, providing an understanding of the essence of the financial mechanism of the organization and algorithms for justifying decisions in the field of financial management.
It complies with the federal state educational standards of higher education of the latest generation and provides the formation of basic competencies in the field of finance, financial management and financial analysis.
For bachelor's, specialist's and master's students studying in the field of Economics, the system of additional professional education, training centers for advanced training of auditors and other financial market specialists, as well as for individual preparation of applicants for qualification certification and passing qualification exams.
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Bourne, Lynda. Stakeholder Relationship Management. Routledge, 2016. http://dx.doi.org/10.4324/9781315610573.
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Duarte, J., M. Falconi, J. Grunig, and E. Zugaro. Global Stakeholder Relationships Governance: An Infrastructure. Palgrave Pivot, 2016.
Find full textBook chapters on the topic "Stakeholder relationship management"
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O’Riordan, Linda. "Conceptualising Stakeholder Relationship Management." In Managing Sustainable Stakeholder Relationships, 377–416. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_9.
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Inoue, Takashi. "Effective Stakeholder Relationship Management." In Public Relations in Hyper-Globalization, 23–70. First Edition. | NewYork: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315166315-3.
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Belyaeva, Zhanna. "Entrepreneurial Innovation and Stakeholder Relationship Management." In Entrepreneurial Challenges in the 21st Century, 120–32. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137479761_8.
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Diers-Lawson, Audra. "The stakeholder relationship management perspective on crisis communication." In Crisis Communication, 41–55. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429437380-4.
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Portway, Sarah. "Corporate Social Responsibility: The Case for Active Stakeholder Relationship Management." In Strategic Public Relations, 213–31. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1007/978-1-349-13481-6_13.
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Gessa-Perera, Ana, and María del Amor Jiménez Jiménez. "Sustainable Stakeholder Relationship Patterns: An Analysis Using a Case Study in the Spanish Hotel Sector." In Soft Computing in Management and Business Economics, 319–34. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-30451-4_22.
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O’Riordan, Linda. "In Search of Relevant Management Frameworks and Tools." In Managing Sustainable Stakeholder Relationships, 177–217. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_5.
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O’Riordan, Linda. "Research Findings on Conceptualising Corporate Approaches to Stakeholder Management." In Managing Sustainable Stakeholder Relationships, 273–324. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_7.
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ul Hassan, Umair, and Edward Curry. "Stakeholder Analysis of Data Ecosystems." In The Elements of Big Data Value, 21–39. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68176-0_2.
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AbstractStakeholder analysis and management have received significant attention in management literature primarily due to the role played by key stakeholders in the success or failure of projects and programmes. Consequently, it becomes important to collect and analyse information on relevant stakeholders to develop an understanding of their interest and influence. This chapter provides an analysis of stakeholders within the European data ecosystem. The analysis identifies the needs and drivers of stakeholders concerning big data in Europe; furthermore, it examines stakeholder relationships within and between different sectors. For this purpose, a two-stage methodology was followed for stakeholder analysis, which included sector-specific case studies and a cross-case analysis of stakeholders. The results of the analysis provide a basis for understanding the role of actors as stakeholders who make consequential decisions about data technologies and the rationale behind the incentives targeted at stakeholder engagement for active participation in a data ecosystem.
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Deszczyński, Bartosz. "Validating the Relationship Management Maturity Concept." In Firm Competitive Advantage Through Relationship Management, 121–58. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67338-3_4.
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AbstractThis chapter operationalizes and tests the preliminary proposal of the RM maturity model in field research. The first section discusses the design of the 40-question questionnaire, which aims to verify the links between RM maturity and sustainable competitive advantage. Different classes of research biases are addressed on a semantic level, and a scoring method based on the Net Promoter Score methodology is introduced. The second section presents the analytical strategy and the design of the empirical test, encompassing the self-reporting of business respondents and machine learning analytical techniques. The product of this analysis is a set of association rules, which separate a ‘basket’ of 10 critical RM activities and approaches linked by 16 rules, typically in a reciprocal way. The third section comments on the detailed empirical results on RM maturity and sustainable competitive advantage, which are found to be much in line with business ethics. The hallmark of an ethical RM-mature firm is open internal vertical and horizontal communication, which enables the company to be a meaningful partner in the relationships with its customers and other stakeholders.
Conference papers on the topic "Stakeholder relationship management"
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Mints, Aleksey, and Evelina Kamyshnykova. "Methods of stakeholder prioritisation in the context of stakeholder management." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.046.
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Purpose – the purpose of this paper is to propose a method for integral assessing the priority level of specific stakeholders in the model of stakeholder management. Research methodology – the paper develops ideas of matrix approach to assessing the priority level of individual stakeholders and proposes a method for obtaining more accurate integral assessment based on analysis of a set of indicators, taking into account factors of subjective estimates. Findings – the integral assessment of the priority level of specific external stakeholders improves estimates’ accuracy and provides a practical framework for the development of successful corporate social responsibility strategies. It has been substantiated by the application of the proposed method for prioritising suppliers of a large Ukranian metallurgical company. Research limitations – there are requirements for a linear or quasi-linear nature of the relationship between the numerical value of the stakeholder’s priority index and its interpretation on a “better to worse” scale within the framework of the proposed method of evaluation. Practical implications – integral assessments of stakeholder priority obtained from the results of the proposed method can be used as a tool for reasonable comparison, selection of strategic stakeholders and building programs for interaction with them. Originality/Value – unlike most existing methods of stakeholder analysis representing a generic list of priority stakeholder groups the method proposed in the paper provides an integral assessment of priority level of specific stakeholders from the category of the immediate environment through a system of indicators, taking into account factors of subjectivity
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Mumma-Martinon, C. A. "Effective Engagement of Stakeholders By Oil and Gas Companies: A Case of The Stakeholder Relationship Management Tool in Kenya." In SPE African Health, Safety, Security, and Environment and Social Responsibility Conference and Exhibition. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/170574-ms.
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Chen, Guoquan, Jieyuan Wang, Guojun Liu, Hongbin Li, and Qian Li. "Stakeholder relationship management in leading changes: Case study on integration of airline companies." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6010597.
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"Knowledge Mapping of Stakeholder Relationship Research in Construction Project − A Visual Analysis Using CiteSpace." In 2020 International Conference on Big Data Application & Economic Management. Francis Academic Press, 2020. http://dx.doi.org/10.25236/icbdem.2020.055.
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Wang, Hao, Yaqin Cai, and Ran Gao. "A Study on Stakeholder Relationship in Urban Renewal Projects: Case of Tianzifang in Shanghai." In International Conference on Construction and Real Estate Management 2019. Reston, VA: American Society of Civil Engineers, 2019. http://dx.doi.org/10.1061/9780784482308.039.
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ZHU, Yu-ming, Hong-li LIN, Qing-ye HAN, and Naveed AHMAD. "Dynamic Structure Embeddedness Process of Stakeholder Relationship Network in Brownfield Regeneration Based on Sequential Game Analysis." In 2018 International Conference on Management Science and Engineering (ICMSE). IEEE, 2018. http://dx.doi.org/10.1109/icmse.2018.8744703.
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Chang, Yong-Chi, Yu-Cheng Lee, Sang-Bing Tsai, and Shao-Bin Lin. "An Overview of the Stakeholder Approach - Maintaining and Building the Effective Relationship Management for Value Seeking Strategies." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998218.
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Chen, Yu-lei, and You-gen Li. "Matching Relationship among Corporate Lifecycles Theory, Stakeholder Theory and CSR——From the Perspective of Fuzzy Characteristics of CSR." In 2013 Conference on Education Technology and Management Science. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icetms.2013.294.
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Qiu, Yuming, Ping Ge, and Solomon C. Yim. "Enabling Local Risk Assessment to Support Global Collaboration in a Distributed Environment." In ASME 2006 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/detc2006-99159.
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Risk is a crucial criterion for decision making among multiple stakeholders negotiating for an agreement in a distributed environment. The challenge here is that risk may have different meanings and implications to different stakeholders, and this creates considerable barriers to effective negotiation and coordination in collaborative design. Our goal is to 1) capture the heterogeneous risk information at intra- and inter- stakeholder levels, 2) represent them using a uniform structure based on a function-failure relationship, and 3) enable the negotiation of the risk information among the multiple stakeholders through this uniform structure. Though a significant number of existing methods for risk analysis and management have been developed, these methods mainly focus on the local domain of a certain single stakeholder, and few have considered the possible influence and variations related to global aspects that is important for negotiation among multiple, distributed stakeholders. This work develops intra-level risk property tables to capture and represent the various risk evaluations from individual members in a single stakeholder; and then inter-level risk property tables are formed based on the synthesis of the various intra-level risk properties into a group representation for the single stakeholder, which is directly used in global negotiation and coordination with other stakeholders. An adjustable approach is used in our work to enable the adjustability of the intra- and inter- level risk evaluations via negotiation. An example problem from a NSF/NEES-sponsored research collaborative network is used to demonstrate the use of this method. The preliminary results show that this method has potential in enabling local risk assessment to support global negotiation and coordination in a distributed, collaborative environment.
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Kruger, N., Linh Dang-Xuan, A. Schneider, and S. Stieglitz. "Usage of Social Media for External Stakeholder Relationship Management -- A Study of German Companies and International Non-government Organizations." In 2013 Workshops of 27th International Conference on Advanced Information Networking and Applications (WAINA). IEEE, 2013. http://dx.doi.org/10.1109/waina.2013.210.
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