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1
Bosse, Douglas A., and Richard Coughlan. "Stakeholder Relationship Bonds." Journal of Management Studies 53, no. 7 (2016): 1197–222. http://dx.doi.org/10.1111/joms.12182.
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Nkiinebari Patrick PhD, Nwinyokpugi, and Ezeukwu, Kate Chukwunonso. "Stakeholders Management Indicators: The Business Sustainability Inference." International Journal of Multidisciplinary Research and Analysis 05, no. 10 (2022): 2789–803. http://dx.doi.org/10.47191/ijmra/v5-i10-30.
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The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson’s product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders’ interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability
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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 (2010): 546–47. http://dx.doi.org/10.1108/17538371011056147.
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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 (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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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 (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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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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Ng, Russell. "The Relationship Between Stakeholders and Corporate Reputation in the Education Industry." Journal of Digital Marketing and Communication 1, no. 1 (2021): 13–18. http://dx.doi.org/10.53623/jdmc.v1i1.43.
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This paper analyses the relationship between Stakeholders and Corporate Reputation in the Education Industry. Through the qualitative research methodology of surveys, responses from stakeholders of different levels in the education industry has been analysed. More specifically, the areas of corporate reputation analysed were stakeholders’ management, stakeholder communication, Integrating Stakeholder Management and Communication to become Stakeholder Engagement, corporate reputation, image and identity and reputation and trust. From the analysed survey, it was found that engagement through actions of the organisations towards its stakeholders creates value and trust as two-way symmetrical communication for greater decision making.
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Hamidu, Ahmad Aminu, Murtala Ibrahim, and Bashiru Daneji. "EXPLORING THE ROLES OF STAKEHOLDER ENGAGEMENT AND STAKEHOLDER MANAGEMENT IN CSR PRACTICE." Australian Journal of Business and Management Research 04, no. 05 (2014): 01–08. http://dx.doi.org/10.52283/nswrca.ajbmr.20140405a01.
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This paper attempt to explore the link between stakeholder engagement and CSR practice considering the best ways of achieving effective CSR implementation and creation of relationship through SE (Stakeholders engagement) which is an element of stakeholder management (Stakeholder management). The issues for consideration under SE are geared towards achieving a meaningful and participatory engagement of stakeholders by effective communication, introduction of an engagement process reflecting items agreed upon for decision making and legitimising or strategising stakeholders needs for organisational goals achievement. SM as a major issue aids in identifying the stakeholders based on their power to influence, urgency of claims and legitimacy of their relationship with the organisation. The identification process is only complete and relevant when the three attributes are utilised for prioritizing the stakeholders as latent, expectant and definitive stakeholders. The paper finally reviewed a three phase approach of stakeholder engagement and brought up a framework for achieving an effective CSR implementation by way of stakeholder engagement.
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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 (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 (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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Lee Wei Siang, Clement. "An Understanding of How Stakeholder Relationships May Affect the Reputation of a Corporation." Journal of Digital Marketing and Communication 2, no. 1 (2022): 20–24. http://dx.doi.org/10.53623/jdmc.v2i1.71.
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This study aimed to examine the relationship between stakeholder relationships and a company's reputation in the field of public relations. Responses from industry stakeholders in public relations were analyzed using an interview-based qualitative research technique. There were a few particular aspects that were examined in terms of corporate reputation, such as stakeholder management, stakeholder communication, stakeholder power analysis, corporate reputation, mutual trust, and reputation and stakeholders. From the study, it was discovered that trust between the corporation and its stakeholders creates value and loyalty for better and stronger strategic decision-making.
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Hansen, John, and Michele Bunn. "Stakeholder Relationship Management in Multi-Sector Innovations." Journal of Relationship Marketing 8, no. 3 (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 (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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Alpheaus, Litheko, and Potgieter Marius. "Stakeholder relationship management in African rural tourism development." Academy of the Business and Emerging Markets 1, no. 2 (2021): 63–76. https://doi.org/10.5281/zenodo.5039671.
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Stakeholders are one of the key components of rural tourism development, especially the stakeholders of the community-group. Rural tourism and its sustainable development can complement diverse economic drivers and link various economic sectors while preserving natural resources and local culture. The purpose of this paper was to ascertain a rural African community’s notion of tourism development and its relationships with stakeholders in the community-group. Using a questionnaire survey methodology, our findings indicate that the community regards the stakeholders in the community-group as important, as well as the trust and commitment associated with relationship building. The implication for managers is that they should involve the local community and other stakeholders such as educational institutions and local government in the development of tourism for the the benefit of the rural community.
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Nwinyokpugi, Nkiinebari Patrick PhD. "Stakeholders Management Indicators: The Business Sustainability Inference." Stakeholders Management Indicators: The Business Sustainability Inference 05, no. 10 (2022): 2789–803. https://doi.org/10.5281/zenodo.7215291.
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The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson’s product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders’ interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability
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Mello Quina Diogo, Gabriela, and Marly Monteiro de Carvalho. "Stakeholder management in construction projects: a study of the relationship between stakeholder type, value and performance indicators." Revista Gestão da Produção Operações e Sistemas 17, no. 1 (2022): 64–86. http://dx.doi.org/10.15675/gepros.v17i1.2382.
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Purpose: The purpose of this study is to investigate the key issues of stakeholder management in construction projects, studying the relationship between stakeholder type, value and performance indicators. Methodology: The research method adopted was a literature review, using bibliometrics and content analysis techniques. For data analysis, after coding and tabulation for an analysis of co-citation and keywords, the data were entered into the VOS Viewer, and statistical data and graphics. Findings: The results emphasize the role of general contractors and subcontractors as key stakeholders. The analysis shows that the literature emphasizes the role of general contractors (GC) and subcontractors (SC), with an emphasis on themes related to stakeholder management processes. The focus is on economic value (EC) and indicators associated with (SRB), stakeholder support for the project (SSP) and success factors (SF). Value: The study contributes to the literature by providing and comparing the different concepts of how stakeholder management is applied in construction projects; the impact of publications is measured along with the most influential authors; a growing trend of interest is identified in the subject historically, and as a consequence, emerging research subjects are listed in the areas of its application studied. From a bibliometric analysis, the authors contributed new insights for stakeholder management in project management under construction for future research. The themes related to stakeholder management processes are highlighted, focusing on the economic value and indicators associated with the relational stakeholder benefits , the support of stakeholders to the project and the success factors. Keywords: Project Management, Bibliometric Analysis, Stakeholders, Construction, Indicators.
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Prymon-Ryś, Ewa. "Implementation and Evaluation of a Selected CRM Tool for the Stakeholder Relationship Management in an Innovative Project." Marketing of Scientific and Research Organizations 49, no. 3 (2023): 123–40. http://dx.doi.org/10.2478/minib-2023-0018.
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Abstract The article presents the framework for the implementation process of HubSpot customer relationship management (CRM) software in a selected innovation project conducted by a student-run non-profit organisation, as the basis for the project's stakeholder relationship management. The purpose of the article is to assess the impact of the implemented software on the project's stakeholder relationship management, with a particular focus on communication with internal and external stakeholders. The motivation for introducing the concept of stakeholder relationship management in the studied organisation included the growing number of students involved in the project, increasing financial needs and, consequently, a growing group of stakeholders supporting the innovative project. This led to the need for the project's stakeholder relationship management concept and greater operationalisation of the student organisation's activities. HubSpot CRM software was chosen for its functionality and accessibility for non-profit organisations. This article presents a case study of the Innovative Student Project and the results of a survey of project members to assess internal communication and information flow between project members and key stakeholders after implementation of the CRM system. It was assumed that the evaluation of communication from the perspective of project members would be an appropriate measure of the benefits of the implemented solution as it is difficult to assess other dimensions of stakeholder cooperation at the initial stage. The main perceived benefits were the professionalization of team activities and uniformity of management practices across the project, clear categorisation of stakeholders, improved information flow within the project, and communication with sponsors. It was also shown that student organisations can introduce solutions dedicated to enterprises and implement the concept of stakeholder relationship management to increase the effectiveness of support acquisition and develop innovative projects.
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Holtzhausen, Lida, and Lynnette Fourie. "The relationship between corporate identity-management constructs and relationship-management constructs." Communicare: Journal for Communication Studies in Africa 32, no. 1 (2022): 58–83. http://dx.doi.org/10.36615/jcsa.v32i1.1613.
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This article investigates the relationship between corporate identity-management constructs andthe quality of employer-employee relationships at the North-West University. Internal stakeholderssuch as employees are not so much concerned about how the organisation is visually representedas about the behavioural aspects of the organisation.Companies are continually finding themselves in positions where they are encouraged to managetheir corporate identities with a view to managing their reputations so as ultimately to strengthenand maintain good relationships with their stakeholders. The realisation that employees formpart of the external corporate identity of a company has shifted the focus of corporate identitymanagement inwards towards employees as an internal stakeholder group. Although it isassumed that good corporate identity management leads to good relationships, little researchhas been done on the direct link between the two concepts. Research in this regard has found arelationship between employees’ perceptions of how effectively the company upholds its values(as part of the non-visual corporate identity) and the quality of its employee relationships.
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Meyer, Irma, and Rachel Barker. "metamodern model for managing stakeholder relationships in non-profit organisations." Communicare: Journal for Communication Studies in Africa 39, no. 1 (2022): 56–79. http://dx.doi.org/10.36615/jcsa.v39i1.1529.
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It is posited that this article is an important theoretical addition in the field of strategic communication as it seeks to eradicate the conceptual tension between the two dominant discourses, namely modernist and postmodernist explanations of how organisations should manage stakeholder relationships. Modernists believe in a single truth, accept metanarratives and believe that grand theory represents knowledge and can explain everything, whilst postmodernists reject the absolute standards and grand theories typical of modernism in favour of awareness and tolerance of differences, ambiguity and conflict. This article links these two perspectives in a new metamodern model for stakeholder relationship management, aimed specifically at the South African non-profit sector. A conceptual theoretical framework was developed and tested by means of exploratory qualitative and interpretative research through interviews with senior management in the non-profit sector. The findings suggest that a metamodern perspective requires constant negotiation between modernism and postmodernism. We also highlight the need for formaltraining in stakeholder relationship management. This entails adopting a micro-perspective by regularly identifying current strategic issues, mapping the stakeholders involved and linking them to these issues, and designing focused communication strategies to manage stakeholder relationships. The main research implications are that stakeholder relationship management is afunction which should not simply be delegated to the communication specialist, and that it should be practised from a metamodern perspective and not a modernistic or postmodern perspective. The originality and value of this research initiative lies in the development of a metamodern model for stakeholder relationship management for the non-profit sector which has been proposed and tested in practice.
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von der Heidt, Tania, and Don Scott. "More similar than different: A study of cooperative product innovation with multiple external stakeholders." Journal of Management & Organization 17, no. 1 (2011): 95–122. http://dx.doi.org/10.5172/jmo.2011.17.1.95.
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AbstractThis paper uses a strategy—structure—performance-based model of marketing channel relationship structure to conduct an empirical examination of the involvement of four external stakeholder groups in manufacturing firms' product innovation. The results show that firms' stakeholder orientation (strategy), involvement of stakeholders in product innovation (structure) and quality of stakeholder relationships (performance) are intrinsically linked. Also, the way in which multiple stakeholder groups were involved in manufacturing firms' product innovation was more similar than different.
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Mundia, Sililo, and Mundia Muya. "Internal Stakeholder Management in ZESCO Distribution Projects." European Modern Studies Journal 7, no. 5 (2023): 58–70. http://dx.doi.org/10.59573/emsj.7(5).2023.6.
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The study reported in this paper investigated internal stakeholder management in ZESCO distribution projects, recognizing the influence of stakeholders on both project performance and success. The objectives of the study were to: find out factors that influence stakeholder management on ZESCO distribution projects; establish the degree of influence of stakeholder engagement on the performance of ZESCO distribution projects; determine the impact of stakeholder mapping on the performance of ZESCO distribution projects; and describe the relationship between stakeholder management and the performance of ZESCO distribution projects. The objectives were achieved by employing a mixed method research approach, incorporating both qualitative and quantitative methods. The study sample encompassed ZESCO employees engaged in various distribution projects, and data was gathered through interviews and questionnaires. The findings underscored the critical role of effective stakeholder mapping, engagement and management in the success of ZESCO distribution projects. It was established that addressing internal stakeholders’ concerns and proper engagement positively influences project performance. Additionally, it was established that engaging internal stakeholders at various project stages improves project delivery. The findings also indicated that internal stakeholder mapping is valuable for project duration, cost management, environmental considerations, and conflict resolution.
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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 (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
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Bostan, S., and I. Saleem. "Influence of Inclusive Leadership on Project Success with Moderating Role of Stakeholder Relationship Management." Jinnah Business Review 10, no. 2 (2022): 1–12. http://dx.doi.org/10.53369/pvfk6236.
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Abstract. Purpose: Any successful organization must manage stakeholder relationships effectively. It is a deciding factor with a direct impact on the overall profit and results of the organization. As a result, research into how stakeholder relationships influence organizational functioning is required. The current study, on the other hand, seeks to investigate the moderating effect of stakeholder relationship in the relationship of two key factors i.e., inclusive leadership and project success. Design/Methodology/approach: Using 200 questionnaires, data was collected from project employees and managers from various project-based construction firms. Data was obtained using online questionnaires to measure the influence of inclusive leadership on project success. The data was analyzed using correlation and regression analysis. The results mostly back up the hypothesis. Findings: According to the findings, the inclusive leadership of the project manager has a positive impact on project success. Furthermore, when both internal and external stakeholders are managed, inclusive leadership drives the project to success. Practical implications: According to the findings, inclusive leadership is related to project success. It is recommended that project managers demonstrate inclusiveness in their leadership in the presence of effective internal and external stakeholder management, which will have a positive impact on project success. Originality/value: This is the first study to look at inclusive leadership and project success in Pakistan, with internal and external stakeholder relationship management playing a moderating role.
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Wang, Chenxi. "The Relationship between ESG Performance and Corporate Performance - Based on Stakeholder Theory." SHS Web of Conferences 190 (2024): 03022. http://dx.doi.org/10.1051/shsconf/202419003022.
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Stakeholder theory has been widely used in business management research by scholars of various disciplines at home and abroad. Initially, stakeholder theory asserted that the growth of any company is inseparable from stakeholders, emphasizing the consideration of stakeholders when making or implementing decisions. However, in recent years, with the deepening of theoretical research, the scope of stakeholder theory research has been expanding, and environmental, social and governance (ESG) has become one of the important aspects of stakeholder theory research. This paper explores the relationship between ESG, and corporate performance based on stakeholder theory. Stakeholder theory suggests that by demonstrating strong ESG performance, companies can gain buy-in from both external and internal stakeholders. ESG can meet the needs of both external and internal stakeholders. As a result, it not only enhances the brand image, but also improves operational efficiency, which in turn improves the quality of sales and services. Ultimately, this helps to improve business performance.
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Chen, Jiawen, and Linlin Liu. "Eco-Efficiency and Private Firms’ Relationships with Heterogeneous Public Stakeholders in China." International Journal of Environmental Research and Public Health 17, no. 19 (2020): 6983. http://dx.doi.org/10.3390/ijerph17196983.
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Private firms have been struggling to simultaneously achieve both environmental and economic goals. The concept of eco-efficiency captures the extent to which firms gain competitiveness through environmental management. Based on stakeholder salience theory and organizational learning theory, this study proposes that relationship with public stakeholders can hinder or promote private firms’ eco-efficiency. Our findings showed that firm eco-efficiency is reduced by a relationship with the government but is enhanced by relationships with non-governmental organizations (NGOs). This study also found that the effects on eco-efficiency of a firm’s relationship with public stakeholders are contingent on firm size. The findings of this study shed light on the organizational learning perspective of eco-efficiency and multi-stakeholder management by theoretically and empirically differentiating the effects on firm eco-efficiency of relationships with the government and NGOs.
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Seo, Youngji, Marilyn J. Primovic, and Yan Jin. "Overcoming stakeholder social media fatigue: a trialogue approach." Journal of Business Strategy 40, no. 6 (2019): 40–48. http://dx.doi.org/10.1108/jbs-04-2019-0071.
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Purpose The continuation of rapid changes in Web 2.0 has transformed the practice of business communication and stakeholders’ expectations. This paper aims to paramount one issue facing corporate communicators is stakeholders’ social media fatigue that leads to online disengagement and social media strategy ineffectiveness. Design/methodology/approach A systematic review of research literature and a deep dive in the professional reports regarding corporate communication and social media strategies are conducted. Findings To tackle the challenge of stakeholder social media fatigue, a conceptual model is provided to guide the development of alternative social media strategies that capitalize on the impact of vicarious interaction and reenergize stakeholders via trialogue based on the corporate-influencer-stakeholder (parasocial) relationships. Originality/value A model for overcoming stakeholder social media fatigue via optimizing corporate-influencer-stakeholder (parasocial) relationship is proposed and elaborated, with actionable social media strategies recommended for corporate communicators to use.
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Bourne, Lynda, and Derek H. T. Walker. "Project relationship management and the Stakeholder Circle™." International Journal of Managing Projects in Business 1, no. 1 (2008): 125–30. http://dx.doi.org/10.1108/17538370810846450.
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Goodijk, Rienk. "Corporate governance and stakeholder management: The ING-case." Corporate Ownership and Control 1, no. 1 (2003): 149–55. http://dx.doi.org/10.22495/cocv1i1p3.
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In the highly competitive environment management builds relationships with very different kinds of stakeholders, acting more transparently, providing opportunities for dialogue and involvement and being accountable to all the stakeholders. The paper considers implementation of one of the most challenging instrument to build those relationships named "stakeholder management". Improvements on corporate governance and stakeholder-management already have been found: in the further professionalising of the Supervisory Board by updating the board-profile, setting up audit- and remuneration-committees, introducing self-assessment (internal board-evaluations) etcetera; more openness and transparency in the annual reports, making mention of board members’ remuneration; increasing the influence of shareholders by providing opportunities to certificate-holders for more actively participating and voting at the General Meeting, and intensifying the relationships with investors; developing international employee participation, based on the European Directive on information and consultation and the implementation in Dutch law; intensifying customer relationships by developing a Customer Relationship Management system world-wide, using internet-opportunities (ING Direct), converting call centres to Customer Contact Centres, introducing customer-panels, etcetera; introducing HR-plans on inspiring leadership, performance management and diversity worldwide.
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Excel, Theophilus Ukpohor Yetunde Adenike Adebayo Ikiomoworio Nicholas Dienagha. "Navigating Stakeholder Complexity in LNG Projects: A Framework for Non-Technical Relationship Management." Journal of Energy Technology and Environment 7, no. 1 (2025): 116–27. https://doi.org/10.5281/zenodo.15020990.
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<em>Navigating the complex landscape of stakeholder relationships is crucial for the success of LNG projects. This paper presents a comprehensive framework for non-technical relationship management, emphasizing the need to understand and engage with a diverse array of stakeholders, including government entities, local communities, investors, and environmental groups. Key principles of effective stakeholder management are discussed, focusing on building trust, fostering collaboration, and employing robust communication and conflict resolution techniques. The role of corporate social responsibility in enhancing stakeholder engagement is also examined. The paper outlines practical steps for integrating this framework into project management processes, highlights best practices, and provides examples of successful initiatives. Potential pitfalls are identified, along with strategies to avoid them. The findings underscore the importance of proactive and continuous stakeholder engagement in achieving project objectives and maintaining a positive social license to operate. The paper concludes with recommendations for future research and practice, emphasizing the need for customized engagement strategies and the integration of sustainability principles</em>
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Theodore Narku Odonkor, Oghenekome Urefe, Edith Ebele Agu, and Shadrack Obeng. "Building resilience in small businesses through effective relationship management and stakeholder engagement." International Journal of Management & Entrepreneurship Research 6, no. 8 (2024): 2507–32. http://dx.doi.org/10.51594/ijmer.v6i8.1368.
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In an increasingly volatile and competitive business environment, building resilience is essential for the survival and growth of small businesses. This paper explores how effective relationship management and stakeholder engagement can strengthen resilience in small enterprises. The focus is on developing strong relationships with customers, employees, suppliers, and the broader community, alongside fostering transparent communication and trust. Effective relationship management begins with understanding and addressing the needs and expectations of key stakeholders. For small businesses, maintaining strong customer relationships is paramount. This involves delivering exceptional customer service, personalized experiences, and consistent value. By actively listening to customer feedback and adapting to their evolving preferences, businesses can enhance customer loyalty and reduce churn rates. Employee engagement is another critical aspect of building resilience. Engaged employees are more productive, innovative, and committed to the company's success. Small businesses should prioritize creating a positive work environment, offering opportunities for professional growth, and recognizing employee contributions. Open communication channels and inclusive decision-making processes can further boost employee morale and retention. Supplier relationships also play a vital role in business resilience. Establishing reliable and mutually beneficial partnerships with suppliers ensures a steady flow of essential goods and services. Small businesses should negotiate favorable terms, maintain transparent communication, and diversify their supplier base to mitigate risks associated with supply chain disruptions. Community engagement and corporate social responsibility (CSR) initiatives enhance the reputation and credibility of small businesses. By actively participating in community development and environmental sustainability efforts, businesses can build strong local networks and garner support from the community. These initiatives not only improve brand image but also create a sense of purpose and belonging among stakeholders. Effective stakeholder engagement requires transparent communication and trust-building. Small businesses should regularly update stakeholders on business developments, challenges, and successes. Utilizing digital platforms, social media, and newsletters can facilitate timely and effective communication. Building trust involves demonstrating consistency, integrity, and accountability in all business dealings. In conclusion, building resilience in small businesses through effective relationship management and stakeholder engagement involves nurturing strong connections with customers, employees, suppliers, and the community. By fostering transparent communication, trust, and mutual support, small businesses can enhance their adaptability, sustain growth, and navigate the complexities of the modern business landscape. Keywords: Resilience, Small Businesses, Management, Stakeholder, Effective Relationship.
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Valle, Carine Dalla, and Greici Sarturi. "Dynamic capabilities for stakeholder management." Cadernos EBAPE.BR 20, no. 4 (2022): 527–42. http://dx.doi.org/10.1590/1679-395120210190x.
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Abstract Companies can use a wide range of dynamic capabilities to improve their performance in a dynamic and competitive environment. This study aims to analyze which dynamic capabilities are related to stakeholder management. A systematic review was carried out on articles published in the Web of Science database. The results contribute to management literature and practice by indicating eleven dynamic capabilities for stakeholder management. According to the literature, these capacities are conceptualized, and routines and ways of developing are presented. The second contribution of the research refers to discussing which capabilities have a greater or lesser potential for creating a competitive advantage. Finally, this research proposes a model for analyzing the influence of dynamic capabilities on each other and their relationship with the competitive advantage of companies.
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Bataille, C. Y., K. Luke, T. Kruger, et al. "Stakeholder Values Inform Indigenous Peoples’ Governance and Management of a Former National Park in New Zealand." Human Ecology 48, no. 4 (2020): 439–53. http://dx.doi.org/10.1007/s10745-020-00170-4.
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Abstract The global emphasis on stakeholder engagement in protected area management has increased over the last three decades. Here we present key values of statutory and non-statutory stakeholder groups as they relate to their relationship with the former Te Urewera National Park (NP), New Zealand, which is now recognised as “a legal entity” with “all the rights, powers, duties, and liabilities of a legal person.” Non-statutory stakeholders conveyed a close, personal connection to Te Urewera NP in terms of heritage and legacy, which include both consumptive (e.g., hunting; fishing) and non-consumptive use (e.g., sight-seeing, hiking, boating). In contrast, statutory stakeholders expressed a more distant and procedural relationship with the park. Both stakeholder groups perceived the possible transfer of ownership or governance of Te Urewera NP to Tūhoe (the Indigenous Māori peoples of the Te Urewera region) favourably and expressed a desire to be engaged in the future stewardship of the NP. Stakeholders considered the fostering of relations with Tūhoe and other stakeholder groups as important to nurturing and maintaining their links with the area in future. Importantly, common interests that emerge from these relationships can increase mutual understanding between cultures and willingness to collaborate. Moreover, we posit that the legal personhood status for protected areas will be a powerful tool for reconciling pluralistic values and enable deliberative processes and flexible modes of collaboration between Indigenous peoples and non-indigenous stakeholders.
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Brychko, Maryna. "Governance of stakeholder’s financial relationships: evidence from Ukrainian banking." Corporate Ownership and Control 11, no. 1 (2013): 706–14. http://dx.doi.org/10.22495/cocv11i1c7art7.
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This paper makes two related contributions to corporate finance theory and stakeholder theory. First, the author intend to examine relationship between sustainability of stakeholders’ financial relations and efficiency of corporate governance, taking into account lagging of decision-making corporate governance in banks to it financial performance. Second, the author seeks to prioritize stakeholders’ financial relations of the emerging stakeholder model of corporate governance at banks by analyzing two relevant dimensions of this model: contribution valued resources to the bank and power that the stakeholders have within the bank. The findings confirm that efficiency of bank management in the system of stakeholder’s financial relationships in absolute efficiency of corporate governance achieved solely through sustainable financial relations of “principal-agent” (where principals are individuals and agent is apparatus of corporate governance). The results show that the role of individuals as sub-agents, enterprises as principals and sub-agents, shareholders as principals formed negative effect.
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Xue, Jin, Geoffrey Qiping Shen, Rebecca Jing Yang, et al. "Influence of formal and informal stakeholder relationship on megaproject performance: a case of China." Engineering, Construction and Architectural Management 27, no. 7 (2020): 1505–31. http://dx.doi.org/10.1108/ecam-07-2019-0353.
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PurposeThe purpose of this research is to seek better relational strategies between formal and informal stakeholder relationships to improve megaproject performance.Design/methodology/approachThe conceptual model was developed with twenty hypotheses based on the literature review. Then a questionnaire survey was conducted, and the collected data were analyzed by Partial Least squares Structural Equation Modeling (PLS-SEM) for validating the proposed model. Finally, the findings were discussed by a comparative study to explain the different effects of the formal and informal relationship on megaproject performance, and the managerial implications are presented for the stakeholders to implement the relationship management in the megaprojects.FindingsThe research finding reveals that formal relationship plays a dominating role in cost, quality, and labor protection; meanwhile, it is still more reliable in improving coordination, safety and environmental protection. Both formal and informal relationship is equally important towards collaboration and scheduling while the informal relationship is more effective in communication and project transparency.Originality/valueThe study extends the knowledge of relationship management in the domain of the megaproject performance. It provides a comprehensive and systematic understanding of the impact of formal and informal stakeholder relationships on ten aspects of the megaproject performance by the proposed conceptual model and PLS-SEM results. The research findings contribute to the theory of relationship management on how the different influences between formal and informal stakeholder relationships lead to better megaproject performance from inter-organizational level to project and societal level.
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Thoo, Ai Chin, and Lay Jie Tan. "Stakeholder Influences and Environmental Management Practices in Fleet Operations – A Research Agenda." Applied Mechanics and Materials 773-774 (July 2015): 1360–64. http://dx.doi.org/10.4028/www.scientific.net/amm.773-774.1360.
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Relationship between stakeholder influences and environmental management practices has not yet received sufficient attention in academic research in Malaysian fleet operations. Due to the increased awareness and concern among stakeholders for environmentally friendly business processes, the two main stakeholder influences including regulatory pressures and customer pressures are considered in combination to ensure firms to behave ethically and socially responsible. Environmental management practices including effectiveness of policy, effectiveness of implementation and effectiveness of planning in environmental management are one of the effective ways of dealing with environmental risks and costs. However, there is a little empirical research on how practitioners define and incorporate stakeholder influences into overall environmental management practices, particularly in the context of fleet operations. As such, this paper proposes a model to include two stakeholder influences and three environmental management practices. It is expected that this paper will offer useful guidance for future research scholars to empirically examine the relationship between stakeholder influences and environmental management practices for sustained business performance.
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Bakhtawar, Beenish, Khwaja Mateen Mazher, Mohammad Jamaluddin Thaheem, et al. "Managing the multi-stakeholder complex in P3 project decision-making: a mix-method review." Journal of Civil Engineering and Management 31, no. 5 (2025): 463–81. https://doi.org/10.3846/jcem.2025.23304.
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Managing stakeholders in a public-private partnership (P3) project is complex; it involves uncertainties, variations, and intricacies. A typical P3 system has a dynamic multi-stakeholder system requiring active project management to avoid delays, conflicts, and partnership failures. Presently, limited research has explored stakeholder management in P3 projects. The current study uses bibliometric and scientometric analyses to identify stakeholder-related issues in P3 decision-making. A keyword co-occurrence and clustering reveal that project stakeholders strongly influence significant P3 decision-making in risk management, concession design, procurement, and sustainability. Therefore, a detailed content analysis is conducted to discuss this in detail. The study reveals that poor structuring of roles and responsibilities, public opposition, information asymmetry, principal-agent problems, knowledge management, and corruption are crucial stakeholder issues in decision-making. Further, a systems thinking framework is used to study the stakeholder dynamics for early engagement and relationship management for P3 projects. Lastly, the study findings are summarised as a conceptual framework of stakeholder-related issues with corresponding stakeholder management process steps. The review contributes to inclusive stakeholder management for P3 projects, helping early-stage researchers and practitioners. They can develop a more profound domain knowledge of P3 stakeholder-related issues, decision-making aspects, and stakeholder management elements.
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Schuler, Randall, and Susan E. Jackson. "Human resource management and organizational effectiveness: yesterday and today." Journal of Organizational Effectiveness: People and Performance 1, no. 1 (2014): 35–55. http://dx.doi.org/10.1108/joepp-01-2014-0003.
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Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities to demonstrate their importance and impact. Originality/value – A systematic review and comparison of the past and current relationship between HRM and OE using the multiple stakeholder model have not been using both the viewpoints of both academics and practitioners.
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Muthiah, Falah. "Peran Social Networking Sites dalam meningkatkan Stakeholder Engagement: A Literature Review." JURNAL LENSA MUTIARA KOMUNIKASI 5, no. 2 (2021): 86–104. http://dx.doi.org/10.51544/jlmk.v5i2.2161.
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The role of Social Networking Sites in ongoing communication becomes easier, especially to build stakeholder management and stakeholder engagement, provide information, and monitor information to manage the image and reputation of the company. This literature review aims to explore the role of Social Networking Sites in increasing stakeholder engagement. This research method is a literature review that uses journal reference sources sorted by the role of Social Network Sites in increasing Stakeholder Engagement. The results show that Social Network Sites on the platforms Facebook, Instagram, Twitter, and Youtube are tools to increase engagement with internal and external stakeholders to create relationships and improve the company's image and reputation. Social Network Sites play a role in building connections, relational relationships between customers, assessing the matrix for stakeholders, assessing company performance, assessing stakeholder participation, assessing marketing strategies, building relationship relationships, and forming customer loyalty. Online activities carried out by stakeholders are related to the image of the company's reputation, so that digital public relations and corporate communications must adequately manage it.
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Pedrini, Matteo, and Laura Maria Ferri. "Stakeholder management: a systematic literature review." Corporate Governance: The International Journal of Business in Society 19, no. 1 (2019): 44–59. http://dx.doi.org/10.1108/cg-08-2017-0172.
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Purpose The stakeholder theory is a prominent management approach that has primarily been adopted in the past few years. Despite the increase in the theory’s use, a limited number of studies have discussed ways to develop, execute and measure the results of using this strategic approach with stakeholders. This study aims to address this gap in the literature by conducting a systematic review of the stakeholder management process. Design/methodology/approach Five databases were selected to search articles published from 1985 to 2015. The keywords used were stakeholder management, stakeholder relationship and stakeholder engagement. Starting from 2,457 articles identified using a keyword search, 33 key journal articles were systematically reviewed using both bibliometric and qualitative methods for analysis. Findings The results highlight that stakeholder management is increasingly embedded in corporate activities, and that the coming of the internet, social networking and Big Data have put more pressure on companies to develop new tools and techniques to manage stakeholders online. In conclusion, synthesizing the findings and developed framework allows the understanding of different streams of research and identifies future steps for research. Originality/value While literature reviews are a widespread practice in business studies, only a few more recent reviews use the systematic review methodology that aggregates knowledge using clearly defined processes and criteria. This is the first review on stakeholder management in which the structure is existing knowledge on strategy development, execution and the measurement of performance.
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Winit, Warat, and Sooksan Kantabutra. "Sustaining Thai SMEs through perceived benefits and happiness." Management Research Review 40, no. 5 (2017): 556–77. http://dx.doi.org/10.1108/mrr-04-2016-0083.
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Purpose This paper aims to examine the relationship between stakeholders’ perceived benefits and happiness of small and medium-sized enterprises (SMEs) that follow Thai’s corporate sustainability practices, called sufficiency economy, and their impact on stakeholder–company relationship quality and firm performance outcomes. Design/methodology/approach Derived from the literature, a structural model, expressing the relationship between stakeholders’ perceived benefits and happiness of SMEs and their impact on stakeholder–company relationship quality and firm performance outcomes, was developed. A questionnaire survey was conducted with 636 stakeholders from sufficiency economy SMEs in Thailand. Structural equation modeling was used to test the model. Findings Results indicate that utilitarian benefits, and hedonic and eudaimonic happiness impact enhanced stakeholder–company relationship quality with the firm to varying degrees. Different levels of relationship quality also impact perceived corporate reputation and perceived brand equity differently. Originality/value This study is among the first that identifies the positive impact of happiness on corporate sustainability performance.
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Trisnanto, Atang, Rinekso Soekmadi, Hadi Susilo Arifin, and Bambang Pramudya Noorachmat. "Assessing the importance of stakeholder analysis in utilizing homegarden (pekarangan) agrotourism in East Java, Indonesia." Jurnal Pengelolaan Sumberdaya Alam dan Lingkungan (Journal of Natural Resources and Environmental Management) 13, no. 4 (2023): 549–60. http://dx.doi.org/10.29244/jpsl.13.4.549-560.
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The management of homegarden (pekarangan) agrotourism in Banyuwangi involves stakeholders from various part. However, existing stakeholders are still not properly managed, and there are no rules that regulate the interaction and role of each stakeholder. This study aimed to map and analyze the stakeholders involved in the homegarden-based agrotourism program in the Banyuwangi Regency. Some of the methods used in this study are stakeholder identification, stakeholder classification, and the relationship between stakeholders. The results showed that the stakeholders involved consisted of three groups: local government groups (tourism offices, agricultural offices, and village governments), community groups (pokdarwis, farmer groups, and communities), and private groups (associations of tourism actors and tourism/private business actors). The stakeholders included in quadrant 1 (key players) are the Tourism Office, Agriculture Office, Village Tourism Awareness Group (Kelompok Sadar Wisata/Pokdarwis), and Village Government. Quadrant 2 (subject) consisted of farmer groups and communities located around the tourist area. Quadrant 3 (Context Setter) consisted of an association between tourist actors and business/private owners, and Quadrant 4 (Crowd) consisted of universities and Regional Development Planning Board (Badan Perencanaan Pembangunan Daerah/Bappeda). The relationship between stakeholder groups involved in the development of homegarden agrotourism in Banyuwangi can be seen through operational activities in the field and official documents that regulate this relationship. Relationships between stakeholders are grouped into three groups: communication, coordination, and cooperation.
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Nataliia Krasnokutska and Salim Ghosn. "GENERAL SATISFACTION ASSESSMENT OF RELATIONSHIP WITH STAKEHOLDERS." European Cooperation 3, no. 43 (2019): 80–95. http://dx.doi.org/10.32070/ec.v3i43.55.
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Under current management conditions, it is necessary to take into account not only the interests of owners, but also other groups of its stakeholders during elaboration of the enterprises’ development strategies; the list of stakeholders is individual for each economic entity. Under entering into relations with the enterprise, they make certain contributions to its activity and wish to receive from such cooperation the desired incentives, which are expressed in satisfying the identified interests of stakeholders. Satisfaction of their interests occurs mainly by means of the enterprise management of the relations with them. That is why, the introduction into activity of stakeholder management is very topical for today’s practice of the enterprise management, the development and implementation of strategies for meeting their interests is a separate trend of stakeholder management. The research paper presents the results of categorization of stakeholders according to the level of their interests’ satisfaction by the enterprise and the substantiation of appropriate strategies for managing relations with them. The methodical tools for assessment the satisfaction level of economic, social and environmental interests of the enterprise stakeholders, as well as their generalized assessment on the base of the three-component indicator, are proposed. On the base of the developed indicator values scaling it is proposed to distinguish satisfaction levels of the interests, as well as groups and subgroups of stakeholders. The enterprise strategies for managing of satisfaction of their interests are substantiated in accordance with the implemented categorization of stakeholders. The proposed tools were tested on the example of sample of Ukrainian confectionery industry enterprises; the conclusion about the poor state of satisfaction of confectionery industry enterprises owners’ interests was reached on the base of its results and suggestions for improving relations with them were provided.
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Cicut, Nicolas, Sandra Montchaud, Vincent Millereux, and Pierre Dantin. "Identification, Priorization and Management of Professional Football Clubs’ Stakeholders." International Business Research 10, no. 7 (2017): 99. http://dx.doi.org/10.5539/ibr.v10n7p99.
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The aim of this paper is to analyze how professional football clubs manage relationships with their most important stakeholders and their multiple expectations in an efficient framework. Our analysis is based on a case study about ‘Olympique de Marseille’ (OM) – a recognized French club in Ligue 1 – from a participant observation. The period covers by the study mainly runs from 2004 to 2015. We adopt a two-step approach consisting first in identifying and prioritizing club stakeholders and then in analyzing the management set up for those who matter most. Stakeholders play an important part in the way club is managed, especially those defined as definitive given their power, legitimacy and urgency attributes. Relationships with the latter can take different forms from involvement to control. Moreover they do not always exist through pre-defined procedures insofar as a significant part of them remains informal. This study enriches the knowledge of the environment of professional football clubs by taking their stakeholders into account. Recommendations are made to improve their stakeholder management practices by considering the specific nature of each relationship, the importance of dialogue in the relationship, the articulation of the formal and informal dimensions of the relationship, the regularity of the relationship and the flexibility of the relationship.
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Berman, S. L., A. C. Wicks, S. Kotha, and T. M. Jones. "DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE." Academy of Management Journal 42, no. 5 (1999): 488–506. http://dx.doi.org/10.2307/256972.
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Berman, Shawn L., Andrew C. Wicks, Suresh Kotha, and Thomas M. Jones. "Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Financial Performance." Academy of Management Journal 42, no. 5 (1999): 488–506. http://dx.doi.org/10.5465/256972.
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Alves, Helena, Emerson Wagner Mainardes, and Mário Raposo. "A Relationship Approach to Higher Education Institution Stakeholder Management." Tertiary Education and Management 16, no. 3 (2010): 159–81. http://dx.doi.org/10.1080/13583883.2010.497314.
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Dike, Harcourt Whyte. "Public Relations Strategies and Reputation Management: Mastering Stakeholder Engagement and Community Building." International Journal of Latest Technology in Engineering Management & Applied Science 14, no. 3 (2025): 52–60. https://doi.org/10.51583/ijltemas.2025.14030008.
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Abstract: This study examines the effectiveness of public relations (PR) strategies in reputation management, with a particular focus on enhancing stakeholder engagement and community building. The primary objectives were to assess the role of social media, media relations, and corporate social responsibility (CSR) in building organizational trust and to identify challenges organizations face in sustaining stakeholder relationships, especially during crises. Using a mixed-methods approach, data were collected through surveys and interviews with a sample of 200 stakeholders across various organizations. Quantitative analysis provided insights into the frequency and perceived effectiveness of PR strategies, while qualitative analysis offered a deeper understanding of barriers such as resource constraints and crisis communication challenges. Findings indicate that social media engagement, media relations, and CSR are widely used and perceived as effective in maintaining trust and managing organizational reputation. However, limited resources and the complexity of managing crisis communication emerged as significant barriers, impacting the consistency of engagement and trust recovery efforts post-crisis. Additionally, community-focused initiatives, particularly CSR and participative events, were highly valued by stakeholders for their positive impact on relationship-building. The study recommends a strategic PR approach that integrates digital and traditional media, invests in resources for crisis communication preparedness, and prioritizes community-centered initiatives to reinforce stakeholder trust and enhance reputation management. These strategies support a resilient reputation framework that fosters sustainable and loyal stakeholder relationships.
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Adiguzel, Zafer. "A study of the effects of competitive strategies on stakeholders relationship management and stakeholder behavior." Pressacademia 3, no. 3 (2016): 234. http://dx.doi.org/10.17261/pressacademia.2016321995.
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Ribeiro, Rossana Parizotto, and Iuri Gavronski. "Sustainable Management of Human Resources and Stakeholder Theory: A Review." Revista de Gestão Social e Ambiental 15 (October 27, 2021): e02729. http://dx.doi.org/10.24857/rgsa.v15.2729.
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Sustainable Human Resource Management aims to aggregate and assist in implementing sustainable strategies and improving engagement and relationships with all stakeholders. This systematic literature review aims to understand the concepts and the association of Sustainable Human Resource Management with Corporate Social Responsibility and Corporate Sustainability from the Stakeholder Theory perspective, using the Scopus database. We found an increase in research for Sustainable Human Resource Management, which is the evolution of Green Human Resource Management. SHRM is relevant to management approaches aimed at sustainability. It has a broad view of dimensions, being focused on its employees and the socio-environmental and economic impact of the organization, considering the organization’s relationship with all stakeholders.
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Parker, Craig M., Emilia Bellucci, Ambika Zutshi, Luba Torlina, and Bardo Fraunholz. "SME stakeholder relationship descriptions in website CSR communications." Social Responsibility Journal 11, no. 2 (2015): 364–86. http://dx.doi.org/10.1108/srj-09-2013-0114.
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Purpose – The aim of this paper is to report on an exploratory, qualitative study of how small and medium enterprises (SMEs) describe their firm’s relationships with or impact on stakeholders when communicating corporate social responsibility (CSR) on their websites. Design/methodology/approach – Qualitative content analysis was conducted on 22 Australian SME websites from the information media and telecommunications sector. Stakeholder theory was used as the basis for analysis. Findings – An important aspect of CSR communication is reporting the firm’s relationships with stakeholders such as society/communities, ecological environment, employees, customers and suppliers. This paper provides insights into how these relationships are manifested in SME website communications. For example, three-way relationships between the firm and stakeholders were described on some websites, but few explained the impact of their CSR on stakeholders. Research limitations/implications – This study concentrated on identifying the CSR communication on websites from one industry sector in Australia. These limitations provide the basis for future research to explore and compare CSR communication on websites by SMEs from other industry sectors and countries. Practical implications – The findings offer SME owner-managers ideas on different ways they can incorporate details of stakeholder relationships in CSR website communications. Originality/value – There has been little research on how SMEs use channels such as websites to communicate CSR. This paper addresses this gap in knowledge by providing insights into how SMEs describe stakeholder relationships in CSR website communications.