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Journal articles on the topic 'Stakeholder relationship management'
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Bosse, Douglas A., and Richard Coughlan. "Stakeholder Relationship Bonds." Journal of Management Studies 53, no. 7 (February 5, 2016): 1197–222. http://dx.doi.org/10.1111/joms.12182.
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Tuffley, Angela. "Stakeholder Relationship Management20102Lynda Bourne. Stakeholder Relationship Management. Farnham: Gower Publishing Limited 2009." International Journal of Managing Projects in Business 3, no. 3 (June 22, 2010): 546–47. http://dx.doi.org/10.1108/17538371011056147.
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Nguyen, Tuan Son, and Sherif Mohamed. "Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance." Journal of Engineering, Project, and Production Management 11, no. 2 (October 20, 2020): 102–17. http://dx.doi.org/10.2478/jeppm-2021-0011.
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Abstract Effective stakeholder management (ESM) is a critical success factor for projects. The increasing complexity in the relationships among stakeholders and their diverse characteristics, including power and interests makes the management of stakeholders increasingly challenging. To date, much of the literature has focused on the stakeholder analysis with very limited to the direct and indirect relationships between stakeholder characteristics (SC) and project performance (PP). Therefore, the aim of this study is to fill these research gaps by empirically examining (1) the relationship(s) between SC and PP and (2) the mediation effect of ESM on the above-mentioned relationships. Data analysis was conducted using structural equation modelling. The findings suggest that stakeholder legitimate behaviour (LB), opposing behaviour (OB), and conflicting interests affect the ability to achieve both sets of quantitative and qualitative PP negatively. ESM has been identified as a key element to eliminate the negative effects of the aforementioned behaviours on qualitative (and not quantitative) PP measures.
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Amadi, Chika, Patricia Carrillo, and Martin Tuuli. "Stakeholder management in PPP projects: external stakeholders’ perspective." Built Environment Project and Asset Management 8, no. 4 (September 10, 2018): 403–14. http://dx.doi.org/10.1108/bepam-02-2018-0048.
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Purpose This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders. Design/methodology/approach Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research. Findings Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders. Originality/value External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.
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Taimu, Marian, Bankole Awuzie, and Alfred Ngowi. "Success Factors for Effective Contractor-led Stakeholder Relationship Management: Perspectives from the Botswana Construction Industry." MATEC Web of Conferences 312 (2020): 02014. http://dx.doi.org/10.1051/matecconf/202031202014.
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Stakeholder relationship management (SRM) remains critical to the attainment of successful project outcomes. This is particularly the case in the construction industry: an industry often described as considerably fragmented and project-based with a multiplicity of stakeholders with vested interests. Burgeoning incidences of project failure has been attributed to poor SRM. A lot of studies investigating stakeholder management exist, yet a paucity of studies looking into SRM has been noticed. Most of these studies have sought to investigate the phenomenon from a client perspective without taking cognizance of the contractor’s role in SRM. Also, the tendency of these studies to overlook stakeholder dynamics as it concerns power, uncertainty, etc. during various stages of the project lifecycle is observed. These are the gaps which this study will seek to fill relying on the customer relationship model (CRM) theoretical lens. A multi-case study research design is proposed. Different contractor organizations were selected based on a set of predetermined criteria. A plethora of within-case interviews and document reviews will be utilized in eliciting data concerning the approach adopted by construction contractors for managing extant relationships with critical stakeholders. The data was analysed thematically. It is expected that success factors will result from the elicited narratives. The following success factors for effective management of stakeholder relationship management emerged from the interviews and documents: Communication, understanding of stakeholders, the different types of stakeholders and type of project, management, and interpersonal skills, collaboration, engagement, and conflict management. This artefact will be compared to different CRM models to identify probable success factors for engendering effective stakeholder relationship management. Furthermore, the study’s findings will seek to contribute towards the development of a contractor-centric stakeholder relationship management framework for the Botswana construction industry.
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Mwangi, Grace, D. M. Gichuhi, and S. M. Macharia. "Influence of relationship management on organizational performance among insurance companies in Kenya." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 1 (December 30, 2019): 163–71. http://dx.doi.org/10.20525/ijrbs.v9i1.580.
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This study sought to establish the influence of understanding, stakeholder requirements, good rapport with stakeholders, healthy competition with competitors, conflict resolution, and effective communication on organizational performance among insurance companies in Kenya. Positivism research philosophy was adopted for the study. Descriptive and explanatory cross-sectional research designs were used. Data analysis was conducted using descriptive statistics and inferential analysis. The study concluded as follows: (i) Understanding stakeholder requirements, creating and maintain good rapport with stakeholders, healthy competition with competitors, conflict resolution and effective communication were deployed to a moderate extent in insurance companies in Kenya, (ii) There was a strong positive correlation between organisation performance, understanding stakeholder requirements, good rapport with stakeholders, conflict resolution, and effective communication, (iii) There was a weak positive correlation between organisation performance and healthy competition, (iv) Understanding stakeholder requirements, creating and maintain good rapport with stakeholders, healthy competition with competitors, conflict resolution and effective communication had significant influence on the performance of insurance companies in Kenya. (v) Relationship management has a significant influence on organizational performance.
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Shams, S. M. Riad. "Stakeholder Relationship Management in Online Business and Competitive Value Propositions." International Journal of Online Marketing 6, no. 2 (April 2016): 1–17. http://dx.doi.org/10.4018/ijom.2016040101.
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In one hand, marketers have privileges to obtain additional information about their target markets through the online businesses. On the other hand, customers and other stakeholders have an enormous flow of information to compare between competitive value propositions, available in the market. In this market competition, understanding the customers' and other stakeholders' value anticipations would be a central success factor for marketers to prolifically develop competitive value propositions, based on understanding the customers' and other stakeholders' needs, wants and expectations. Stakeholder relationship marketing has a history, as well as further potentials to understand stakeholders' value anticipations. From this context and based on an inductive constructivist approach, this study develops insights and proposes a conceptual framework on how various sports organizations manage their stakeholder relationships through their online business platforms, in order to design and deliver competitive value propositions.
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Hansen, John, and Michele Bunn. "Stakeholder Relationship Management in Multi-Sector Innovations." Journal of Relationship Marketing 8, no. 3 (July 2009): 196–217. http://dx.doi.org/10.1080/15332660902991031.
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Chakrabarty, Subrata. "Value creation in industrial clusters: the strategic nature of relationships with stakeholders and the policy environment." Journal of Strategy and Management 13, no. 4 (August 30, 2020): 535–50. http://dx.doi.org/10.1108/jsma-04-2020-0084.
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PurposeGiven that an industrial cluster contains a high concentration of numerous stakeholders, a firm in an industrial cluster often ends up forming relationships with many of the stakeholders. The research questions are as follows: Does stakeholder-based management always lead to greater value creation? What are the moderators in this association? This paper proposes that although relationships with stakeholders can act as a “catalyst” for value-creation, they can also act as a “retardant.” A combination of (1) the strategic nature of the relationships and (2) the policy environment determines whether the relationships with stakeholders act as catalysts or retardants.Design/methodology/approachUsing relationship-focused theory, a conceptual framework that adopts a relational view of stakeholder theory is developed. Given the high concentration of stakeholders in industrial clusters, the conceptual framework uses stakeholders in industrial clusters as a setting. A firm can form relationships with a variety of stakeholders in an industrial cluster. The strategic nature of a relationship with a stakeholder is assessed in terms of variations in strategic intent and intellectual spillover.FindingsThe key argument is the following: whether a relationship with a stakeholder becomes a catalyst or a retardant for value creation is contingent on the fit between the strategic nature of the relationship and the policy environment. For instance, in a probusiness policy environment, relying on relationships with stakeholders that maximize intellectual spillover can act as a catalyst for value creation. In contrast, in an antibusiness environment, not having to rely on intellectual spillover is a safer option.Originality/valueWhereas the literature implicitly assumes that stakeholder theory has relational essence, the conceptual framework developed in this paper adopts a relational view of stakeholder theory in a very explicit way. This paper applies relationship-focused theory by making explicit the different forms of stakeholder relationships. Such an explicitly relational approach in theorizing can help in more in-depth research on the link between stakeholder relationships and value creation. The conceptual framework will allow future research to analyze value creation in an industrial cluster, especially in terms of how stakeholder relationships can act as either catalysts or retardants.
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Kaharuddin, Sakinah Khalidah, Hamimah Adnan, and Har Einur Azrin Baharuddin. "SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT FOR PUBLIC-PRIVATE PARTNERSHIPS INFRASTRUCTURE PROJECTS." Built Environment Journal 17, no. 2 (July 15, 2020): 1. http://dx.doi.org/10.24191/bej.v17i2.8869.
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Public-Private Partnership (PPP) has been identified as a procurement method that brings the public and private sectors together to facilitate the delivery of infrastructure projects and services. PPP manages complex projects and involves multiple stakeholders. Stakeholders in the PPP project need to be properly managed to achieve the project goals, minimising risk and accommodate stakeholder interest. Stakeholder management is about the relationship between organisation and its stakeholders. Poor management of stakeholder could lead to project failure. This paper aims to identify the success factors for stakeholder management in PPP infrastructure projects in Malaysia. A qualitative methodology which involved structured interviews with expert panels in PPP was conducted to validate the stages obtained from the primary and secondary data. The findings highlighted on the four (4) stakeholder management stages which involves stakeholder analysis, stakeholder engagement, stakeholder management action plan and stakeholder management monitoring. The needs for a having a clear understanding of the role of the project among stakeholders is crucial. Good stakeholder engagement is an essential part of project stakeholders’ engagement. It also appears that the regulatory plan would be implication to contribute stakeholder management to achieve the success of PPP project. In addition, stakeholder must monitor the work on site in order to achieve project success. The success factors towards achieving a successful stakeholder management process have been identified. Improvement in these stages will lead towards better presentation and improvement of the success factors of stakeholder management process in PPP infrastructure projects in Malaysia.Keywords: Stakeholder Management; Public-Private Partnerships, Stakeholder Management stages
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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 (January 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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Seo, Youngji, Marilyn J. Primovic, and Yan Jin. "Overcoming stakeholder social media fatigue: a trialogue approach." Journal of Business Strategy 40, no. 6 (November 18, 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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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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Bourne, Lynda, and Derek H. T. Walker. "Project relationship management and the Stakeholder Circle™." International Journal of Managing Projects in Business 1, no. 1 (January 25, 2008): 125–30. http://dx.doi.org/10.1108/17538370810846450.
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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 (September 24, 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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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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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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Bataille, C. Y., K. Luke, T. Kruger, S. Malinen, R. B. Allen, A. L. Whitehead, and P. O. ’B Lyver. "Stakeholder Values Inform Indigenous Peoples’ Governance and Management of a Former National Park in New Zealand." Human Ecology 48, no. 4 (August 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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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 (June 1, 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.
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Winit, Warat, and Sooksan Kantabutra. "Sustaining Thai SMEs through perceived benefits and happiness." Management Research Review 40, no. 5 (May 15, 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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Pedrini, Matteo, and Laura Maria Ferri. "Stakeholder management: a systematic literature review." Corporate Governance: The International Journal of Business in Society 19, no. 1 (February 4, 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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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 (March 4, 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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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 (October 1999): 488–506. http://dx.doi.org/10.5465/256972.
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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 (October 1, 1999): 488–506. http://dx.doi.org/10.2307/256972.
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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 (August 23, 2010): 159–81. http://dx.doi.org/10.1080/13583883.2010.497314.
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Nataliia Krasnokutska and Salim Ghosn. "GENERAL SATISFACTION ASSESSMENT OF RELATIONSHIP WITH STAKEHOLDERS." European Cooperation 3, no. 43 (June 30, 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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Xue, Jin, Geoffrey Qiping Shen, Rebecca Jing Yang, Irfan Zafar, E. M. A. C. Ekanayake, Xue Lin, and Amos Darko. "Influence of formal and informal stakeholder relationship on megaproject performance: a case of China." Engineering, Construction and Architectural Management 27, no. 7 (May 12, 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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Cicut, Nicolas, Sandra Montchaud, Vincent Millereux, and Pierre Dantin. "Identification, Priorization and Management of Professional Football Clubs’ Stakeholders." International Business Research 10, no. 7 (June 19, 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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Adiguzel, Zafer. "A study of the effects of competitive strategies on stakeholders relationship management and stakeholder behavior." Pressacademia 3, no. 3 (September 30, 2016): 234. http://dx.doi.org/10.17261/pressacademia.2016321995.
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Hess, Megan F., and Andrew M. Hess. "Stakeholder-Driven Strategic Renewal." International Business Research 9, no. 3 (February 25, 2016): 53. http://dx.doi.org/10.5539/ibr.v9n3p53.
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<p>In an ever-changing global marketplace, organizations must adapt and renew to survive. To achieve such strategic renewal, however, organizations must overcome the inertial forces of existing competencies to evolve and develop new ones. Drawing on relational and behavioral theory, we describe how three aspects of stakeholder relationship management-employee alertness, openness to change, and knowledge exchange-both facilitate the exploration activities necessary for strategic renewal and avert the behavioral tendency toward strategic inertia. Our analysis of stakeholder-driven strategic renewal not only extends and elaborates the concept of stakeholder relationship management by making explicit its connections to strategic renewal, but it also highlights the importance of the proper fit between employee roles and dispositions in shaping the effectiveness of the managing for stakeholders approach.</p>
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Bourne, Lynda, and Derek H. T. Walker. "Visualizing Stakeholder Influence — Two Australian Examples." Project Management Journal 37, no. 1 (March 2006): 5–21. http://dx.doi.org/10.1177/875697280603700102.
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This paper introduces and illustrates a tool, the Stakeholder Circle™, for measuring and visualizing stakeholder influence on managing projects drawing upon two case study examples. Development of the tool was based upon stakeholder and project management theory and it extends our appreciation of the potential impact that stakeholders may exert that unearths vital risk management and customer relationship implications for the project management profession. Using a case study and action learning approach, this paper draws upon emerging project management and wider strands of management decision-making literature. The paper is exploratory in nature and the case studies used provide a useful vehicle for reflection and sense making.
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Smyth, Hedley. "The credibility gap in stakeholder management: ethics and evidence of relationship management." Construction Management and Economics 26, no. 6 (June 2008): 633–43. http://dx.doi.org/10.1080/01446190801905414.
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Kalu, Cosmus Mwachiru, and James Maina Rugami. "Stakeholder Involvement and Infrastructure Projects Implementation at Kenya Ports Authority." International Journal of Business Management, Entrepreneurship and Innovation 3, no. 1 (May 25, 2021): 78–90. http://dx.doi.org/10.35942/jbmed.v3i1.166.
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This study sought to examine stakeholder involvement and implementation of infrastructure projects in Kenya Ports Authority. The specific objectives were to examine the influence of stakeholder empowerment, stakeholder communication and stakeholder grievance management on the implementation of infrastructure projects in Kenya Ports Authority. Implementation of projects at KPA has had challenges such as unmet timelines, cost overruns, scope variations and compensation demand by the local community. Theories that anchored this study are stakeholder theory, empowerment theory, game theory and communication theory. The study employed descriptive survey research design. The cadres of target population included persons in port electrical engineering, projects development and management, civil engineering, container operations, and conventional cargo operations departments totalling to 3,336 persons. The study used stratified sampling approach and the sample size was 358 persons. A structured questionnaire, containing close-ended questions was employed as the primary tool for data collection. Validity of the instruments was ensured using content validity, construct validity and face validity. Cronbach alpha coefficient test was used to test the reliability of the instrument. Microsoft Excel software and Statistical Package for Social Scientists software were used for data analysis. Multiple Regression analysis was used to determine the relationships and significance between independent and dependent variables. Tables and charts were used in the presentation of findings. The study established that stakeholder empowerment, communication and grievance management had a positive and significant effect on project implementation. This study concluded that stakeholder empowerment increases the ability and confidence of stakeholders to make choices and decisions. Effective communication helps the organization to build positive relationships with the project stakeholders whereas management of grievances provide a way to reduce projects’ risk, provide an effective avenue for expressing concerns and promote a mutually constructive relationship towards implementation of projects. The study recommended that stakeholders be empowered by allowing them to participate in decision making. Giving them more control over what happens in their work environment through control over work tasks, work pace and freedom from supervision. Project managers should establish regular communication with stakeholders and create a positive understanding to help build effective long-term relationships with key project stakeholders. The organization should adopt a structured mechanism for management of grievances that will be known to all employees.
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Giacomarra, Marcella, Maria Crescimanno, Georgia Sakka, and Antonino Galati. "Stakeholder engagement toward value co-creation in the F&B packaging industry." EuroMed Journal of Business 15, no. 3 (September 20, 2019): 315–31. http://dx.doi.org/10.1108/emjb-06-2019-0077.
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Purpose The purpose of this paper is to explore how a food and beverage packaging company manages internal and external stakeholders to achieve sustainable innovation outcomes, as well as to contribute to the spread of sustainability paths along the supply chain, on which it operates. Design/methodology/approach A case study approach was chosen and applied multiple methods of semi-structured interviews and a documentation review. Findings Results reveal a structured stakeholder relationship management, according to which the packaging company acts through a stakeholder engagement process to both acquire and share new knowledge to address stakeholder pressure. Co-creation models result in a winning strategy to exploit knowledge, above all in a supply chain context, where actors should act as a part of a strictly interlinked system, involving external stakeholders (also suppliers) and internal stakeholders in joint eco-innovation projects. The case study shows the potential strategic role of a packaging company in affecting relevant actors of the supply chain through the promotion of a sustainability culture. Research limitations/implications The first limitation is linked to the chosen case study approach, which does not allow for results to be generalized. Future works could arrange panel data analysis to investigate in depth the behavior of several packaging companies regarding stakeholder relationship management. Practical implications Managerial implications mainly underline that, to fully address market stakeholder pressure, managers should recognize the relevance of acquiring and sharing new knowledge from external sources, without underestimating the need to integrate it with internal stakeholders (employees) for its exploitation. Originality/value The present work is original for the food and beverage industry, with specific attention on the packaging sector, which, until today, has been widely investigated regarding food and waste loss reduction strategies, but less often from the perspective of stakeholder relationship management in addressing sustainability.
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Lintangah, Walter, and Norbert Weber. "Implementation of sustainable forest management: an application of the triple perspective typology of stakeholder theory in a case study in Sabah, Malaysia." Journal of Forest and Landscape Research 1, no. 1 (November 3, 2015): 1–11. http://dx.doi.org/10.13141/jflr.v1i1.251.
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The progress of the concept of Sustainable Forest Management (SFM) is dynamic and its success or failure during implementation can be evaluated in different ways. In a detailed survey in four Forest Management Units (FMUs) in Sabah, the current implementation of SFM at the FMU level was assessed based on the triple perspective typology of stakeholder theory. This approach encompasses conceptual, corporate and stakeholder centric point of view. The conceptual perspective explores the SFM concept and how it relates to the FMU holder – stakeholder interaction at the FMU level, the corporate perspective examined how the FMU holders put the concept into practise and address their stakeholders, while the stakeholder perspective analyses how the stakeholders attempt to accomplish their claims and interests through the corporate-centric (FMU holders) at the management level. The stakeholder analysis provides the platform for stakeholder identification, categorisation and their general perception and behaviour towards the overall performance of SFM objectives. The Stakeholder Relation Management (SRM) that integrates the FMU holders and stakeholder participation under the SFM concept were also identified. Different FMU holders are engaged with distinct objectives to be achieved, which determine their direct relationship with the stakeholders. The stakeholders were attributed to static and dynamic groups, which are determined by their existence, claims and interests, and involvement in various SFM programs and activities at the FMU level. They provided distinguished preference and agreement toward various issues and characteristics related to SFM objectives, implementation and stakeholder participation at the management level. Most of the respondents of the multi-interest stakeholder group agreed with SFM main contributions towards the elements of environmental objectives, followed by economic objectives and elements of social objectives. The approach for SFM assessment based on the different lenses of conceptual, corporate and stakeholder centric provides complementary evidence on the pragmatic implementation of SFM at the forest management level.
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Mokashi, Amit J., Austin Becker, and James J. Corbett. "America’s Marine Highway stakeholders: a system-scale analysis of influence in decision making." WMU Journal of Maritime Affairs 19, no. 3 (July 24, 2020): 357–72. http://dx.doi.org/10.1007/s13437-020-00212-0.
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Abstract This work surveys stakeholders of America’s Marine Highway to identify their perceived influence on each other’s resource allocation decision making. The value/criticality of the resource held by the stakeholder group can be indirectly measured by the influence exerted by the group on its peers and its external stakeholders. The stakeholder map visualizes how the various stakeholder groups influence each other. Survey of the US Marine Highway stakeholders reveals peers as the most dominant influence among shippers, environmental advocates, and regulators. Results suggest that only suppliers and transportation providers exhibit distinct dominance of customer-supplier influence over that of their peers. This snapshot of stakeholder relationships is a powerful tool for both businesses as well as regulators in their pursuit of shared objectives in a network-centric environment. Stakeholder relationship influence results, and their graphical illustration, contribute to understanding the underlying dynamics of a changing value advantage in the current and coming decades of shipping.
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Maheshwari, G. C., and B. Ravi Kumar Pillai. "The Stakeholder Model for Water Resource Projects." Vikalpa: The Journal for Decision Makers 29, no. 1 (January 2004): 63–82. http://dx.doi.org/10.1177/0256090920040106.
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The water resource development projects in India have been facing problems due to immense time and cost overruns. There is also the risk of taking a skewed path when planners and policy makers tend to ignore the existence of less-vocal and non-vocal entities. This could be due to a lack of a proper framework for understanding the nature and dimensions of the competing, conflicting, and varied demands both by the adversely affected and the beneficiary entities. This calls for identifying various stakeholders of the water resource projects so as to develop a stakeholder's model which is expected to not only help categorize the stakeholders along the lines of beneficial and adverse effects but also to gauge their capacity to influence change in the course of the projects. The stakeholders can be defined as individuals or group of entities who may be affected by the water resource project during its conception, construction, and operation who, in turn, may also influence the future course of the project. For identifying the stakeholders, this paper proposes a three-tier approach leading to an eight-fold classification of stakeholders. As exemplified by the Sardar Sarovar Project, the identified classes of stakeholders can be structured into a model indicating their octagonal congregate of influences and the networked effect on the water resource project. Since stakeholders are important social and economic assets for public good, the best recourse is to create a win-win situation for all of them or work out a balance in relationships with its diverse constituents for optimum realization of stakeholder value. With these objectives in view, this paper suggests a four-level stakeholder relationship model incorporating levels of: (i) unin-formed, (ii) compliant, (iii) responsive, (iv) engaged. On attaining the highest ‘engaged’ level, the project is able to create synergy among all elements of its relationship network so as to realize optimum stakeholder value. The measurement of stakeholder value is of immense importance for understanding and responding to shifts in stakeholder expectations and reactions. The proposed ‘comparative measure’ approach for evaluating stakeholder value has the advantage of being discernible, forward-looking, and capable of eliminating the element of percep- tion in measurement by taking a comparative (rather than absolute) measure of the impact on beneficiary and adversely affected groups of stakeholders. This approach requires moral reasoning, involving a rational valuation of emotions (joy or grief) in case of social stakeholders, and conditions (favourable or unfavourable) in case of non-social stakeholders, as epitomized by the factual illustration of a decision related to the height of the Sardar Sarovar Dam. The implications of the stakeholder model are as follows: It serves the ‘4S‘ management functions of Sensing, Scanning, Signalling, and Strategizing. It can be used as a powerful tool for investigation, prognostication, redressal, and management of stakeholder issues. It can also be aptly used for guiding the continuous process of national water resource reforms with an aim to achieve balanced and sustainable development with minimum conflicts. To conclude, water resource projects would ultimately help maximize societal wel- fare and improve the governance system besides becoming stakeholder responsive.
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Yang, Jing, Geoffrey Qiping Shen, Manfong Ho, Derek S. Drew, and Albert P. C. Chan. "EXPLORING CRITICAL SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT IN CONSTRUCTION PROJECTS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 15, no. 4 (December 31, 2009): 337–48. http://dx.doi.org/10.3846/1392-3730.2009.15.337-348.
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With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were “managing stakeholders with social responsibilities”, “assessing the stakeholders’ needs and constraints to the project”, and “communicating with stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų šalių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti šiuos veiksnius ir nustatyti jų santykinį reikšmingumą. Šio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų šalių valdymu statybos projektuose, išnagrinėti jų prioritetus ir pagrindinius tarpusavio ryšius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos šakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge išsiųstas klausimynas ir gauti 183 atsakymai. Trys aukščiausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų šalių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis šalimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reikšmingas, 15 KSV suskirstyti į 5 grupes: išankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos šios grupės bei jų ryšiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų šalių valdymui statybos projektuose. Šie duomenys padeda paaiškinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų šalių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti.
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Shams, S. M. Riad, and Ludovico Solima. "Big data management: implications of dynamic capabilities and data incubator." Management Decision 57, no. 8 (September 12, 2019): 2113–23. http://dx.doi.org/10.1108/md-07-2018-0846.
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PurposeBig data management research and practice, however, have received enormous interest from academia and industry; the extant literature demonstrates that the authors have limited understanding and challenges in this knowledge-stream to fully capitalize with its potentials. One of the contemporary challenges is to accurately verify data veracity, and developing value from the verified data for an organization and its stakeholders. Consequently, the purpose of this paper is to develop insights on how the authors could strategically deal with the contemporary challenges in strategic management of big data, related to data veracity and data value.Design/methodology/approachThe inductive–constructivist approach is followed to develop insights at the intersection of dynamic capabilities theory and stakeholder relationship management concept, in order to strategically deal with the contemporary challenges in big data management, related to data veracity and data value.FindingsAt the intersection of dynamic capabilities theory and stakeholder relationship management concept, an implication is acknowledged, which has research and practical significance to strategically verify data source, its veracity and value. Following this implication, a framework of a data incubator is proposed to proactively develop insights on veracity and value of data. Empirical insights are also presented in this study to support this initial framework.Practical implicationsFor future research in strategic management of big data, academics will have contextual understanding on the particular interconnected and interdependent attributes from dynamic capabilities and stakeholder relationship management research streams to further enhance the understanding on big data management. For practice, these insights will be useful for executives to focus on specific attributes of the proposed data incubator to confirm data veracity and develop insights on how to design, deliver and evaluate stakeholder value based on the verified data.Originality/valueFollowing a synthesis at the intersection of dynamic capabilities theory and stakeholder relationship management concept, this study introduces a data incubator to meaningfully deal with the big data management challenges, related to veracity and value of data.
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Olatunde, Nathaniel Ayinde, and Henry Agboola Odeyinka. "Factors Influencing Stakeholder Management in Building Projects Procured by Private Corporate Organisations." Journal of Engineering, Project, and Production Management 11, no. 1 (January 1, 2021): 9–18. http://dx.doi.org/10.2478/jeppm-2021-0002.
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AbstractStakeholder management (SM) is of utmost importance in ensuring timely project delivery, delivery within budget, to the right quality level and to client’s satisfaction. Private corporate organizations have limited resources and so could not afford project cost or time overrun and other issues that could impact project success. While studies are available that examined factors impacting stakeholder management in public building projects, there is a paucity of research on factors influencing stakeholder management in building projects procured by private corporate organizations; hence this study. The objective of the reported study is to assess the factors influencing SM in building projects procured by private corporate organizations in Southwestern Nigeria with a view to enhancing project delivery. The data for the study were collected using a structured questionnaire survey. Purposive sampling technique was used to select project managers (PMs) and client representatives (CRs) that were involved in the management of building projects procured by private corporate organizations between 2008 and 2017. A total of 106 questionnaires were received from PMs and CRs that responded to the questionnaire survey. The data collected were analysed using mean score (MS) analysis, Student’s t-test and factor analysis. The result shows that the most important factors influencing SM comprise of ‘maintaining good relationships with stakeholders’, ‘addressing stakeholders’ concerns and needs’ and ‘avenue for communicating project impacts’. The further result using factor analysis shows that the factors influencing SM could be categorized into six component groupings of - project relationship, information input, stakeholder estimation, decision-making, sustainable support and external project relationship awareness. The study concluded that project managers need to pay attention to the identified topranking factors in order to achieve improved project delivery.
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Mwesigwa, Rogers, Ruth Nabwami, Joseph Mayengo, and Gonzaga Basulira. "Contractual completeness as a cornerstone to stakeholder management in public private partnership projects in Uganda." Built Environment Project and Asset Management 10, no. 3 (June 4, 2020): 469–84. http://dx.doi.org/10.1108/bepam-09-2019-0083.
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PurposeThe purpose of this study is to examine whether contractual completeness is a cornerstone to stakeholder management in Public–Private Partnership (PPP) projects in Uganda.Design/methodology/approachThis study adopted a cross-sectional and quantitative approach. Data were collected by means of a questionnaire survey from a sample of 103 PPP projects in Uganda. Partial Least squares structural equation modeling was used to analyze the data.FindingsThe study found that contractual completeness dimensions (contractual obligatoriness, contingency adaptability, issue inclusiveness, term specificity) are all significantly and positively associated with stakeholder management in PPP projects in Uganda.Originality/valueThis paper is one of the few studies on stakeholder management in PPP projects from a developing country’s perspective, thus contributing to scanty literature on how to manage stakeholders in PPP projects.Research limitations/implicationsThis paper is limited to the relationship between contract completeness dimensions and stakeholder management in PPP projects in Uganda. Future studies should be conducted on other factors that affect stakeholder management in PPP projects in Uganda.Practical implicationsOur results imply that when all the relevant issues are included in the contract, contract terms are explicitly stipulated, all the unanticipated changes are described and when all the parties involved are restrained by a binding force of a contract, conflicts and opportunism reduces and stakeholders concerns are addressed.
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Belyaeva, Zhanna, S. M. Riad Shams, Gabriele Santoro, and Balakrishna Grandhi. "Unpacking stakeholder relationship management in the public and private sectors: the comparative insights." EuroMed Journal of Business 15, no. 3 (August 3, 2020): 269–81. http://dx.doi.org/10.1108/emjb-06-2019-0085.
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PurposeThis literature review paper attempts to discuss and present one’s current knowledge on the wide spectrum of stakeholder relationship management, to highlight future research opportunities.Design/methodology/approachThe research is based on a literature review methodology involving different streams of research.FindingsDiverse and distinct sections concerning stakeholder relationship management with specific regard to corporate governance and CSR, entrepreneurship and open innovation/open social innovation are discussed.Originality/valueThe paper presents future research opportunities concerning the wide spectrum of stakeholder relationship management.
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Hassan, Aminu, and Reza Kouhy. "From environmentalism to corporate environmental accountability in the Nigerian petroleum industry." International Journal of Energy Sector Management 9, no. 2 (June 1, 2015): 204–26. http://dx.doi.org/10.1108/ijesm-05-2014-0008.
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Purpose – The purpose of this paper is to explore firm–stakeholder environmental accountability relationship in the Nigerian oil and gas industry. Design/methodology/approach – The paper develops, from the interdisciplinary literature, a normative framework that links the dominant environmentalism paradigm to the business-firm-causality environmental philosophy. The link is underpinned by the theory of stakeholder identification and salience to enable the identification and evaluation of the importance placed on each environmental stakeholder group by oil and gas companies in the Nigerian oil and gas sector. Findings – This paper submits that three factors, originating from how these companies identify and classify green stakeholders, lead to little and unimpressive efforts to effectively discharge environmental accountability. These factors include weak, legal powers of regulatory environmental stakeholders; non-recognition of the host communities as powerful environmental stakeholders; and non-recognition of the Nigerian public as legitimate environmental stakeholders. Social implications – Underestimating the importance of some key, environmental stakeholders and the weak powers of regulatory environmental stakeholders leads to limited commitments to environmental accountability by oil and gas companies operating in Nigeria. Inevitably, this results in persistent conflict, violence, destruction of the oil companies’ properties and other various forms of unrest common in the Niger Delta. Originality/value – The paper develops a unique normative framework from the relevant literature in environmental ethics, environmental management and environmental accounting that are used to evaluate firms-stakeholder environmental accountability relationship.
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Bridoux, Flore M., and Pushpika Vishwanathan. "When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?" Business & Society 59, no. 2 (May 21, 2018): 232–62. http://dx.doi.org/10.1177/0007650318775077.
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Research in instrumental stakeholder theory often discusses the benefits of a stakeholder strategy that balances all stakeholders’ interests as if the firm’s managers were not constrained much in choosing a strategy. Yet, through their value appropriation behavior, stakeholders with high bargaining power can significantly constrain managers’ choices. Our objective is, therefore, to understand when powerful stakeholders give managers the latitude to balance all stakeholders’ interests, rather than forcing them to satisfy primarily their own interests. Building on enlightened self-interest and the justice literature, we identify five motivational drivers that help explain powerful stakeholders’ value appropriation behavior. We next explore the endogenous relationship between the stakeholder strategy adopted by the firm and its effect on powerful stakeholders’ value appropriation behavior. This article complements instrumental stakeholder theory by looking at powerful stakeholders’ motivation to exercise their bargaining power, and in so doing brings powerful stakeholders’ moral responsibility in the treatment of weak stakeholders to the forefront.
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Xie, Linlin, Ting Han, and Martin Skitmore. "Governance of Relationship Risks in Megaprojects: A Social Network Analysis." Advances in Civil Engineering 2019 (September 25, 2019): 1–13. http://dx.doi.org/10.1155/2019/1426139.
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Megaprojects usually involve an alarmingly large number of stakeholders that form a complicated social network and lead to significant relationship risks to client/owners. Therefore, it is necessary to carry out megaproject risk management from a sociological point of view. Based on a case study of the Zhuhai Port, which connects Hong Kong, Zhuhai, and Macao, this paper analyzes the relationship risk between stakeholders and corresponding risk management strategies using social network analysis (SNA). The findings show that stakeholders with a lower density and higher centrality in the network have comparatively a lower relationship risk. Different stakeholders should choose appropriate partners to improve their centrality, reduce the network density to increase their ability to access resources, and enhance their influence and independence in the network. For megaproject client/owners, identifying and monitoring key stakeholders is the key to effective relationship risk governance. The findings provide a number of practical implications for relationship risk management and further demonstrate the importance of stakeholder teamwork, particularly for megaprojects.
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Côté, Marc-André, and Luc Bouthillier. "Analysis of the relationship among stakeholders affected by sustainable forest management and forest certification." Forestry Chronicle 75, no. 6 (December 1, 1999): 961–65. http://dx.doi.org/10.5558/tfc75961-6.
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Supporters of sustainable forest management and forest certification are seeking to improve worldwide forest practices. Groups involved in the forest sector will have to adapt themselves to respect new environmental regulations, standards, and agreements linked to these two new concepts. Some forest stakeholders will lose several of their long-time privileges under the pressure of new actors involved in sustainable forest management. Forest managers will have to consider more social values in their planning than they used before. Sustainable forest management and forest certification thus have the potential to resolve, through public participation processes, old conflicts between stakeholders involved in forest management. However, these same processes could be the source of new conflicts. This article analyzes the ways in which relationships between forest stakeholders could be affected by new sustainable forest management rules. Key words: sustainable forest management, certification, forest stakeholder, public participation
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Tiew, Fidella, Kirsten Holmes, and Nigel de Bussy. "Events’ external stakeholders and their influence strategies in tourism: perspectives from Borneo." International Journal of Contemporary Hospitality Management 33, no. 7 (May 18, 2021): 2465–84. http://dx.doi.org/10.1108/ijchm-08-2020-0941.
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Purpose The purpose of this paper is to examine external event stakeholders’ strategic actions to advance their interests in tourism events, based on their resource relationships with the event. It takes the novel approach of examining stakeholder influence strategies from the external stakeholder perspective. Design/methodology/approach The study used a qualitative case study research design, with five government-owned tourism events in Sarawak, involving primary data from 37 interviews with external stakeholders. Findings The stakeholders perceived that they were not overly dependent on the events studied due to their short duration. Two types of resource relationships were found: event-dependent stakeholders and event non-dependent stakeholders. Stakeholders were found to be deploying various influence strategies, which were largely subtle, positive and collaborative in nature, regardless of whether they were event-dependent or event non-dependent stakeholders. Research limitations/implications The findings are limited to the context examined in this study. Going forward, stronger public–private partnerships and formalised resource relationships are needed to ensure continuity of resource supplies and greater event innovation. Originality/value The study adds to the knowledge of how event external stakeholders exert their influence in accordance with their interests and resource dependency relationship with government-owned tourism events in the context of Sarawak, Borneo.
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Fernandez, Whitney Douglas, and Yannick Thams. "Board diversity and stakeholder management: the moderating impact of boards’ learning environment." Learning Organization 26, no. 2 (February 4, 2019): 160–75. http://dx.doi.org/10.1108/tlo-12-2017-0126.
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Purpose This paper aims to draw on insights from team learning theory and stakeholder theory to examine the influence of board composition on firms’ stakeholder management practices. The authors posit that board diversity is likely to enhance stakeholder management by shaping organizational goals by placing emphasis on the interests of a wide variety of stakeholders and providing firms with relevant knowledge to enhance their ability manage these interests. The authors further theorize on the moderating role of boards’ learning environment, which they conceptualized as an important complementary governance-related factor, likely to further boards’ ability to enhance stakeholder management. Design/methodology/approach The authors test these predictions using the generalized estimating equations (GEE) technique on a panel of S&P 500 firms observed from 2001 to 2011. Findings The findings provide evidence that more diverse boards in terms of gender, nationality and race/ethnicity are generally associated with more effective stakeholder management. Further, the findings also suggest that boards’ co-working experience moderates the relationship between gender and national diversity and stakeholder management. Originality/value While corporate governance research surveys many strategic implications of board composition, limited attention has been paid to the interplay of board characteristics with stakeholder management. This study is among the first to the authors’ knowledge to explore the impact of board diversity on stakeholder management using team learning research, thus drawing attention to the role of boards’ co-working experience in shaping their ability to impact firms’ outcomes.
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Maktoufi, Reyhaneh, Amy O’Connor, and Michelle Shumate. "Does the CSR Message Matter? Untangling the Relationship Between Corporate–Nonprofit Partnerships, Created Fit Messages, and Activist Evaluations." Management Communication Quarterly 34, no. 2 (January 6, 2020): 188–212. http://dx.doi.org/10.1177/0893318919897059.
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This study unpacks the complex relationship between corporate–nonprofit partnerships, corporate social responsibility (CSR) communication, and stakeholder evaluations of fit. We move beyond the fundamental question of whether partner fit matters to questions about what types of messages matter, under what conditions, and to whom. We conducted an online experiment ( N = 966) to test created fit messages’ ability to influence stakeholder perceptions of corporate–nonprofit partnership fit. Grounded in the symbiotic sustainability model, we find that created fit messaging results in stakeholders having more favorable evaluations of corporate–nonprofit partnership fit. However, we also identify differences in the effectiveness of created fit messaging across potential partnerships. In addition, we find, beyond message type and level of partner congruity, the degree of CSR activism influences stakeholders’ responses to created fit messaging in counterintuitive ways.
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Erdiaw-Kwasie, Michael O., Khorshed Alam, and Enamul Kabir. "Modelling Corporate Stakeholder Orientation: Does the Relationship Between Stakeholder Background Characteristics and Corporate Social Performance Matter?" Business Strategy and the Environment 26, no. 4 (September 1, 2016): 465–79. http://dx.doi.org/10.1002/bse.1930.
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