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Books on the topic 'Stakeholder relationship management'

Author: Grafiati
Published: 4 June 2021
Last updated: 17 June 2025

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1

Hollings, E. A. Paradigm lost?: The relationship between human resource management, stakeholder values and organisational success inSMEs. Staffordshire University Business School, 1995.

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2

Tom, Duncan. Driving Brand Value: Using Integrated Marketing to Manage Profitable Stakeholder Relationships. McGraw-Hill, 1997.

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3

Wijers, Jean Paul, ed. Managing Authentic Relationships. 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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4

Wijers, Jean Paul, Isabel Amaral, William Hanson, Bengt-Arne Hulleman, and Diana Mather. Protocol to Manage Relationships Today. 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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5

Santana, Guilherme Guimrães. Crisis management: Towards a model for the hotel industry : an examination of crisis preparedness and stakeholder relationships in crisis situations. Bournemouth University, 1997.

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6

Minobrnauki, Rossiyskoy. Finance and Financial analysis. 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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7

Bourne, Lynda. Stakeholder Relationship Management. Routledge, 2016. http://dx.doi.org/10.4324/9781315610573.

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8

Bourne, Lynda. Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Taylor & Francis Group, 2016.

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9

Stakeholder relationship management: A maturity model for organizational implementation. Gower, 2009.

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10

Bourne, Lynda. Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Taylor & Francis Group, 2016.

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11

Bourne, Lynda. Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Taylor & Francis Group, 2016.

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12

Bourne, Lynda. Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Taylor & Francis Group, 2016.

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13

Pirozzi, Massimo. Stakeholder Perspective: Relationship Management to Increase Value and Success Rates of Projects. CRC Press LLC, 2019.

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14

Pirozzi, Massimo. Stakeholder Perspective: Relationship Management to Increase Value and Success Rates of Projects. CRC Press LLC, 2019.

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15

Pirozzi, Massimo. Stakeholder Perspective: Relationship Management to Increase Value and Success Rates of Projects. CRC Press LLC, 2019.

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16

Pirozzi, Massimo. Stakeholder Perspective: Relationship Management to Increase Value and Success Rates of Projects. CRC Press LLC, 2019.

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17

Business Management: Corporate Etiquette, Employee Learning and Development, Stakeholder Engagement, Relationship Building, Project Scheduling. Independently Published, 2022.

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18

Diers-Lawson, Audra. Crisis Communication: Managing Stakeholder Relationships. Taylor & Francis Group, 2019.

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19

Diers-Lawson, Audra. Crisis Communication: Managing Stakeholder Relationships. Taylor & Francis Group, 2019.

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20

Diers-Lawson, Audra. Crisis Communication: Managing Stakeholder Relationships. Taylor & Francis Group, 2019.

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21

Diers-Lawson, Audra. Crisis Communication: Managing Stakeholder Relationships. Taylor & Francis Group, 2019.

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22

Duarte, J., M. Falconi, J. Grunig, and E. Zugaro. Global Stakeholder Relationships Governance: An Infrastructure. Palgrave Macmillan Limited, 2013.

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23

Duarte, J., M. Falconi, J. Grunig, and E. Zugaro. Global Stakeholder Relationships Governance: An Infrastructure. Palgrave Pivot, 2016.

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24

Svendsen, Ann. Stakeholder Strategy: Profiting from Collaborative Business Relationships. Berrett-Koehler Publishers, Incorporated, 1998.

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25

Svendsen, Ann. Stakeholder Strategy: Profiting from Collaborative Business Relationships. Berrett-Koehler Publishers, Incorporated, 2000.

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26

Svendsen, Ann. Stakeholder Strategy: Profiting from Collaborative Business Relationships. Berrett-Koehler Publishers, Incorporated, 1998.

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27

Svendsen, Ann. Stakeholder Strategy: Profiting from Collaborative Business Relationships. Berrett-Koehler Publishers, Incorporated, 1998.

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28

O'Riordan, Linda. Managing Sustainable Stakeholder Relationships: Corporate Approaches to Responsible Management. Springer International Publishing AG, 2018.

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29

O'Riordan, Linda. Managing Sustainable Stakeholder Relationships: Corporate Approaches to Responsible Management. Springer International Publishing AG, 2017.

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30

Leisink, Peter, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele, eds. Managing for Public Service Performance. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780192893420.001.0001.

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How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.
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31

Effective Management of Nonprofit Organizations: Leading Relationships with Stakeholders. Routledge, Chapman & Hall, Incorporated, 2024.

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32

Effective Management of Nonprofit Organizations: Leading Relationships with Stakeholders. Routledge, Chapman & Hall, Incorporated, 2024.

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33

The stakeholder strategy: Profiting from collaborative business relationships. Berrett-Koehler Publishers, 1998.

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34

Segal, Simon. Reframing Mergers and Acquisitions Around Stakeholder Relationships: Economic, Political and Social Processes. Taylor & Francis Group, 2022.

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35

Segal, Simon. Reframing Mergers and Acquisitions Around Stakeholder Relationships: Economic, Political and Social Processes. Taylor & Francis Group, 2022.

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36

Reframing Mergers and Acquisitions Around Stakeholder Relationships: Economic, Political and Social Processes. Routledge, 2022.

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37

Reframing Mergers and Acquisitions Around Stakeholder Relationships: Economic, Political and Social Processes. Taylor & Francis Group, 2022.

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38

Parents and Teachers Working Together: Addressing School's Most Vital Stakeholders. Rowman & Littlefield Publishers, Incorporated, 2016.

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39

Parents and Teachers Working Together: Addressing School's Most Vital Stakeholders. Rowman & Littlefield Publishers, Incorporated, 2016.

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40

Mitchell, Bruce. Resource and Environmental Management. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190885816.001.0001.

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Change. Complexity. Uncertainty, Conflict, Ambiguity. Intractability. Wicked problems. Ethics, Integrity. All these terms capture much of what resource and environmental managers must address in determining the most appropriate course of action relative to social-ecological systems. Often, no obviously correct strategy or response is identifiable. Instead, options exist, each with strengths and weaknesses. Ultimately a decision must be taken, reflecting scientific and experiential understanding as well as values and priorities of societies and stakeholders. The intent in this book is to raise awareness about the need to recognize such attributes of resource and environmental management, and to provide concepts, approaches, and methods to help in developing solutions. At the outset, the importance of developing a vision is highlighted. In defining the scope of problems and opportunities, it is argued that a holistic or ecosystem approach should be interpreted as an integrated rather than a comprehensive approach, with the focus on a small set of variables and relationships having significant impact on the functioning of an ecosystem, and amenable to being managed. An adaptive management approach is also strongly encouraged, to learn from experience. Part of learning will arise through stakeholder engagement. Disputes may emerge, and need to be resolved. Finally, implementation of policies and plans can encounter many obstacles, emphasizing the need to become aware of and overcome them, and then monitor and assess outputs and outcomes, in order to adapt to changing circumstances.
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41

Garnett, Holly Ann. Election Management. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190677800.003.0006.

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This chapter provides new evidence about the ways that election management bodies (EMBs) remain transparent with a variety of stakeholders. In particular, it operationalizes and measures transparency in election management through a content analysis of the websites of 99 EMBs around the globe. It considers five key dimensions of transparency: activity reports, election results, EMB hierarchy, EMB members, and election laws. With this new measure of EMB transparency, this chapter tests two major questions within the field of electoral governance. First, it explores whether the formal design of an EMB is related to its transparency, and secondly, it looks at the relationship between transparency and public confidence in elections.
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42

Crane, Andrew, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel, eds. The Oxford Handbook of Corporate Social Responsibility. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.001.0001.

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The Oxford Handbook of Corporate Social Responsibility is a review of the academic research that has both prompted, and responded to, the issues of Corporate Social Responsibility (CSR). Business schools, the media, the corporate sector, governments, and non-governmental organizations have all begun to pay more attention to these issues in recent years. These issues encompass broad questions about the changing relationship between business, society and government, environmental issues, corporate governance, the social and ethical dimensions of management, globalization, stakeholder debates, shareholder and consumer activism, changing political systems and values, and the ways in which corporations can respond to new social imperatives. The book, which provides clear thinking and new perspectives on CSR and the debates around it, is divided into seven key sections: introduction; perspectives on CSR; critiques of CSR; actors and drivers; managing CSR; CSR in a global context; future perspectives and conclusions.
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43

Statutory Auditors' Independence in Protecting Stakeholders' Interest: An Empirical Study. Palgrave Macmillan, 2018.

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44

Roy, Mitrendu Narayan, and Siddhartha Sankar Saha. Statutory Auditors' Independence in Protecting Stakeholders' Interest: An Empirical Study. Palgrave Macmillan, 2019.

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45

Keck, Andrew, ed. Administration in Theological Libraries. Atla Open Press, 2021. http://dx.doi.org/10.31046/atlaopenpress.47.

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Models for the administration of theological libraries vary significantly based on size, location, culture, and context. Commonly, theological libraries must develop an internal administration of policies, procedures, and goals in relation to collection management, staffing/volunteers, planning, reporting, and budget, as well as administer external relationships to a broader institution, library consortia, and other stakeholders. The targeted audience for this volume includes those starting a new theology library or beginning a new position in administration with principles relevant to established libraries and library directors.
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46

Nakanwagi, Susan. Critical Minerals, Sustainability, and the Energy Transition in the Global South. Hart Publishing, 2024. http://dx.doi.org/10.5040/9781509976737.

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This book addresses the relationship between efficient management of critical minerals and sustainability in the Global South, including Sub-Saharan Africa. Critical minerals are essential raw materials for the technologies that are pivotal in today's energy transition. However, critical mineral host states and communities face social, economic, ecological, political, technological, and governance injustices. The book contends that the criteria currently used in assessing criticality and critical mineral development do not fulfil the sustainable development ambitions of developing countries and that broader considerations must be taken into account to include the stakeholders involved as well as the spatial dimension of the critical mineral value chain. In particular, the book argues that the law must consider the broader context in which minerals become critical to particular processes. It positions this argument within the current context of climate change, the just energy transition, the minerals-energy nexus, and geopolitical tensions. By analysing the copper-cobalt value chain through case studies on DRC, Zambia, China, and the EU, the book provides new avenues for critical mineral development and acknowledges the necessity for sustainability amidst the exacerbated impacts of climate change. Addressing a key challenge of the global energy transition, the book argues for a just holistic framework, which includes parameters such as domestic value addition, human rights in business development, environmental sensitivity, the development of communication channels from remote marginalised communities to international policymakers, and the re-designing of criticality considerations beyond supply and economic aspects.
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47

Morrill, Richard L. Strategic Leadership. Praeger, 2007. http://dx.doi.org/10.5040/9798216192619.

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Morrill describes how to understand and use the strategy process as a form of collaborative leadership in colleges and universities.Strategic Leadershipis the first book to propose the integration of leadership and strategy as a discipline of practice in academic institutions. The book's unique aspect is that it integrates current ideas about leadership, governance, values, narrative, and strategy into the process of strategic leadership. The author argues that strategy is not just a method of management, but can also be a process and applied discipline of collaborative leadership. In drawing upon contemporary theories of leadership, the book sees leadership primarily as a relationship of sense-making and sense-giving, which mobilizes and sets directions for the future. Strategic Leadershipaddresses deep and continuing issues relating to strategy, governance, management, and leadership in higher education during a period of rapid change. Each of these themes is at the heart of current debates about the capacity of universities to respond to new expectations, market realities, reduced state funding, globalization, technology, and a long list of other challenges. Dealing with these issues can immobilize colleges and universities, or it can cause them to become so market-driven that they will sacrifice their own legacy of academic values. This book places strategic planning in a new conceptual framework that is oriented to interactive leadership rooted in human agency and values. It will assist academic professionals, stakeholders such as trustees, and students of higher education to better understand and use strategic planning as an effective process and as a method of collaborative leadership. Morrill combines theory and practice as he addresses the values and beliefs that are the underlying source of conflict in the culture and system of academic decision-making. In sum, the book provides the basic orientation that leads to an emphasis on organizational narratives of identity and aspiration--what strategy processes typically call mission and vision.
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