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Journal articles on the topic 'Stakeholder'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Mitchell, Ronald K., Harry J. Van Buren, Michelle Greenwood, and R. Edward Freeman. "Stakeholder Inclusion and Accounting for Stakeholders." Journal of Management Studies 52, no. 7 (2015): 851–77. http://dx.doi.org/10.1111/joms.12151.

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Khedmatgozar, Hamid Reza, Leila Namdarian, and Behrooz Rasuli. "Who or what really counts?‎ The application of BASEClass for stakeholder evaluation and classification." Management Decision 61, no. 7 (2023): 1966–97. https://doi.org/10.1108/MD-06-2022-0805.

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Purpose: The purpose of this study is to develop a framework for categorizing and evaluating stakeholders that addresses the key five constraints of The Theory of Stakeholder Identification and Salience (TSIS), including (1)&lrm; binary attributes, (2)&lrm; heterogeneous stakeholders in each category, (3)&lrm; ignoring stakeholder-organization relationship, (4)&lrm; ignoring stakeholders' communication frequency, and (5)&lrm; ignoring fringe stakeholders.&lrm; Methodology: In the first step, a set of solutions for the limitations and constraints of TSIS was extracted by holding three rounds of

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3

Mackie, Thomas I., Radley C. Sheldrick, Sarah D. de Ferranti, Tully Saunders, Erick G. Rojas, and Laurel K. Leslie. "Stakeholders’ Perspectives on Stakeholder-engaged Research (SER)." Medical Care 55, no. 1 (2017): 19–30. http://dx.doi.org/10.1097/mlr.0000000000000593.

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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 ri

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Putro, Heru Purboyo Hidayat, Pradono Pradono, and Titus Hari Setiawan. "Development of Multi-Actor Multi-Criteria Analysis Based on the Weight of Stakeholder Involvement in the Assessment of Natural–Cultural Tourism Area Transportation Policies." Algorithms 14, no. 7 (2021): 217. http://dx.doi.org/10.3390/a14070217.

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Multi-actor multi-criteria analysis (MAMCA) was developed with a process involving the participation of various stakeholders. Stakeholders express various criteria as measures for the achievement of their respective goals. In general, the assessment of each stakeholder is considered to have the same weight. In reality, the weight of each stakeholder’s involvement in policy decision making is not the same. For example, the government’s assessment weight will be different from those of local business actors. In this study, the authors developed a multi-actor multi-criteria analysis method by add

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AK, Al Sheyadi. "Stakeholder Environmental Concerns and Adoption of Green SCM Practices: Role of Stakeholder Characteristics." Open Access Journal of Waste Management & Xenobiotics 5, no. 4 (2022): 1–13. http://dx.doi.org/10.23880/oajwx-16000177.

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Literature has widely recognized the influence of stakeholder pressures on the development and deployment of green supply chain management (GSCM) practices. However, how firms perceive and prioritize environmental demands of different groups of stakeholders is not clear yet. This paper posits that not all stakeholder environmental concerns are equally important to firms; rather stakeholders' characteristics will be a main factor to determine the extent of attention allocated by firm to satisfy the environmental demands of a specific segment of stakeholders compared to others. It also argues th

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Charan, V., and Sindhu Vaardini. "Investigation of Current Practices and Challenges of Stakeholder Management Process in Construction Projects." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 03 (2024): 1–10. http://dx.doi.org/10.55041/ijsrem28988.

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In the construction industry, stakeholder management is essential for project success because it entailslocating, evaluating, and proactively interactingwith people or organizations that have the potential to have a substantial impact on project. Due to the involvement of multiple parties, including clients, contractors, subcontractors, regulatory bodies, local communities, and environmental organizations, the construction business is intrinsically complicated. Achieving project objectives, minimizing conflicts, and addressing a variety of interests all depend on effective stakeholder manageme

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Hayibor, Sefa. "Equity Sensitivity and Stakeholder Behaviour." Proceedings of the International Association for Business and Society 30 (2019): 98–109. http://dx.doi.org/10.5840/iabsproc20193012.

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Though possible influences of a stakeholder’s fairness or equity perceptions on its inclination to impose sanctions upon a firm or, conversely, to support it, have received a modicum of attention from researchers in stakeholder theory, the limited work in this area of inquiry assumes that stakeholders are homogeneous in their sensitivity to unfairness or inequity in the firm-stakeholder relationship, though research on equity sensitivity suggests that this assumption likely will not hold. Based on work in stakeholder theory, equity theory, and equity sensitivity theory, in this paper I present

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Taryono, Ono, Ely Sufianti, and Edah Jubaedah. "How do Stakeholders Participate in Waste and Water Security Management? Insights from West Java Province, Indonesia." Jurnal Borneo Administrator 21, no. 1 (2025): 75–90. https://doi.org/10.24258/jba.v21i1.1588.

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In collaborative governance, participation is essential to encourage all stakeholders to participate in decision-making. This paper aims to explore the empirical state of stakeholder participation in waste and water security management. Using the qualitative method, the stakeholders are analysed based on the penta-helix criteria,their roles, and participation during the stages of the projects. Having conducted deep observations, interviews, and document reviews of various sources, the research findings reveal that one stakeholder, the government or public sector, plays a dominant role in waste

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Spitzeck, Heiko, and Erik G. Hansen. "Stakeholder governance: how stakeholders influence corporate decision making." Corporate Governance: The international journal of business in society 10, no. 4 (2010): 378–91. http://dx.doi.org/10.1108/14720701011069623.

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Fosse, Sébastien M., and Carl J. Kock. "Meta-Stakeholders: How Social Investors Shape Stakeholder Orientation." Academy of Management Proceedings 2014, no. 1 (2014): 11743. http://dx.doi.org/10.5465/ambpp.2014.11743abstract.

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Brunner, Norbert, Sukanya Das, Anju Singh, and Markus Starkl. "Decentralized Wastewater Management in India: Stakeholder Views on Best Available Technologies and Resource Recovery." Water 15, no. 21 (2023): 3719. http://dx.doi.org/10.3390/w15213719.

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Three workshops with representatives of stakeholders from academia, business, civil society and government in India were organized in Chennai, Kolkata, and Mumbai with the aim to identify and elaborate on key barriers to resource recovery in wastewater treatment (WWT). A structured questionnaire was designed to capture the views of participating stakeholders. Using a new Mathematica function, namely, Around, the responses of the representatives of each stakeholder were aggregated to an approximate number representing that stakeholder’s view. Overall, the stakeholder consensus on WWT technologi

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Zlygostev, Alexander, and Elena Makarova. "Modeling the stakeholder value and stakeholder risks." SHS Web of Conferences 89 (2020): 02004. http://dx.doi.org/10.1051/shsconf/20208902004.

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The aim of the paper is to expand understanding of stakeholder value and consider possibilities of its assessing for minimizing stakeholder risks. The study makes contributions to achieving a balance between interests of stakeholders and implementation of sustainable business development principles. The paper introduces a practical toolkit for modeling stakeholder value and stakeholder risks. New methods, developed by the authors to model and analyze stakeholder value and risks, determine the novelty of the study. The paper provides the results of new methodology validation performed with the

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Crane, Bret. "Revisiting Who, When, and Why Stakeholders Matter: Trust and Stakeholder Connectedness." Business & Society 59, no. 2 (2018): 263–86. http://dx.doi.org/10.1177/0007650318756983.

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With limited resources and attention, managers have sought ways to categorize and prioritize stakeholders. The underlying assumption is that some stakeholders matter more than others. However, in the information age, stakeholders are increasingly interconnected, where a firm’s actions toward one stakeholder are visible to others and can affect members of the stakeholder ecosystem. Actions by a firm toward any of its stakeholders can signal its trustworthiness and determine to what degree other stakeholders will assume vulnerability and engage in future exchange relationships. In this conceptua

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Chygryn, Olena, Yurii Bilan, and Aleksy Kwilinski. "Stakeholders of Green Competitiveness: Innovative Approaches for Creating Communicative System." Marketing and Management of Innovations, no. 3 (2020): 356–68. http://dx.doi.org/10.21272/mmi.2020.3-26.

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The issue of stakeholder activity and collaboration for developing and promoting the green competitiveness of enterprises are nowadays relevant and play a significant role in creating competitive advantages. Systematization literary sources prove that economic activity is characterizing by specific relationships between a wide set of stakeholders, the effective communicative system can bring potential benefits to all parties and stakeholders have specific expectations regarding various aspects of the enterprises’ operation: organizational, economic, social, environmental etc. The main objectiv

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Shivarajan, Sridevi, Thomas DuBois, and Aravind Srinivasan. "Examining how marginalized stakeholders successfully redress their issues." Annals in Social Responsibility 1, no. 1 (2015): 108–30. http://dx.doi.org/10.1108/asr-12-2014-0004.

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Purpose – Can marginalized stakeholders whose issues with the firm are unaddressed because of their resource and legitimacy constraints (low salience) increase their salience by capitalizing on certain inherent properties of their stakeholder environment? The purpose of this paper is to examine this question using a real life case of the Coca-Cola controversy in Kerala, India, where a group of local aboriginals succeeded against all odds in shutting down a Coca-Cola plant which was allegedly polluting their water resources. The analysis of the longitudinal data collected in this case supported

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Hatherly, David, Ronald K. Mitchell, J. Robert Mitchell, and Jae Hwan Lee. "Reimagining Profits and Stakeholder Capital to Address Tensions Among Stakeholders." Business & Society 59, no. 2 (2017): 322–50. http://dx.doi.org/10.1177/0007650317745637.

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In this article, we use ideas from stakeholder capital maintenance theory to address tensions in allocating firm profits between stockholders and other stakeholders. We utilize a mediative thought experiment to conceptualize how multiple stakeholder interests might better be served, such that genuine firm profits (from new value creation) versus artificial firm profits (from non-wealth-producing transfers) may be identified and incentivized. We thereby examine how such accounting transfers can be envisioned as stakeholder capital to be maintained for the benefit of both the firm and the econom

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Zhang, Hongsi, Shukai Jiang, Xingwu Lin, Xiang Yu, and Wenjiang Zheng. "A Networked Game Theoretic Model for Evaluating Resilience in Megaprojects: Integrating Stakeholder Interactions and Lifecycle Adaptability." Systems 13, no. 2 (2025): 122. https://doi.org/10.3390/systems13020122.

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Megaprojects are complex systems comprising interdependent subsystems and diverse stakeholders, each contributing to the project’s resilience and long-term outcomes. Traditional methods for assigning stakeholder influence often assume that stakeholders operate independently when evaluating subsystem resilience. However, these approaches overlook the intricate dynamics—such as competition and collaboration—that frequently characterize stakeholder interactions in megaprojects. This study addresses this gap by introducing a novel framework based on game theory and network analysis to assess megap

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Zainal, Rabin Ibnu. "Analisis Stakeholder di Wilayah Operasional Perusahaan Pertambangan Migas." MBIA 19, no. 3 (2020): 283–92. http://dx.doi.org/10.33557/mbia.v19i3.1164.

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Mining companies, such as oil and gas mining, are categorized as having a very risky impact on the environment and surrounding communities. For this reason, mining companies are encouraged to identify stakeholders in the company's operation area, and then communicate and strategize with these stakeholders to mitigate the impact that may arise from the company's operations. Stakeholder analysis approaches are often used to identify stakeholders. In addition, stakeholder analysis also provides an overview of the attributes of each stakeholder related to power, influence and legitimacy. Qualitati

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Shafique, Kamran, and Cle-Anne Gabriel. "Vulnerable Stakeholders’ Engagement: Advancing Stakeholder Theory with New Attribute and Salience Framework." Sustainability 14, no. 18 (2022): 11765. http://dx.doi.org/10.3390/su141811765.

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Stakeholder engagement is a central tenet for understanding and solving sustainability challenges. Given the existing stakeholder knowledge base and the fact that practitioners mostly focus on the engagement of high-power and salience stakeholders, the interests of low-power and vulnerable stakeholders are often manipulated. Therefore, this research is devoted to the engagement of low-power and vulnerable stakeholders. Grounded in the stakeholder theory and the results of two illustrations, we demonstrate how the physical proximity of vulnerable stakeholders influences salience patterns in a m

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POSTEMA, TIM, AARD GROEN, and KOOS KRABBENDAM. "A MODEL TO EVALUATE STAKEHOLDER DYNAMICS DURING INNOVATION IMPLEMENTATION." International Journal of Innovation Management 16, no. 05 (2012): 1250025. http://dx.doi.org/10.1142/s136391961200385x.

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The introduction of innovations in organizations with high professionalization seems to lead to mixed results in practice. It is widely known that innovation adoption success is largely dependent on user commitment and absorption of the innovation in work processes. However, the hardest task for any person interested in innovation implementation activities is how to achieve high levels of commitment and acceptance of those stakeholders that matter the most. In this article, we argue that much can be gained by having good insights in indicators of both influence and acceptance of stakeholders d

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22

Johansen, Agnar, Petter Eik-Andresen, and Anandasivakumar Ekambaram. "Stakeholder Benefit Assessment – Project Success through Management of Stakeholders." Procedia - Social and Behavioral Sciences 119 (March 2014): 581–90. http://dx.doi.org/10.1016/j.sbspro.2014.03.065.

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23

Newcombe, Robert. "From client to project stakeholders: a stakeholder mapping approach." Construction Management and Economics 21, no. 8 (2003): 841–48. http://dx.doi.org/10.1080/0144619032000072137.

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DAVID, PARTHIBAN, TORU YOSHIKAWA, JONATHAN O'BRIEN, and ANDREW DELIOS. "STAKEHOLDER INFLUENCES ON DIVERSIFICATION: IMPLICATIONS FOR SHAREHOLDERS AND STAKEHOLDERS." Academy of Management Proceedings 2009, no. 1 (2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44256519.

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Ayers, Toby Diane. "Stakeholders as partners in evaluation: A stakeholder-collaborative approach." Evaluation and Program Planning 10, no. 3 (1987): 263–71. http://dx.doi.org/10.1016/0149-7189(87)90038-3.

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26

Bridoux, Flore, and J. W. Stoelhorst. "Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives." Strategic Management Journal 35, no. 1 (2013): 107–25. http://dx.doi.org/10.1002/smj.2089.

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Harrison, Jeffrey S., Douglas A. Bosse, and Robert A. Phillips. "Managing for stakeholders, stakeholder utility functions, and competitive advantage." Strategic Management Journal 31, no. 1 (2010): 58–74. http://dx.doi.org/10.1002/smj.801.

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Lee, Jae Hwan, and Ronald K. Mitchell. "“Stakeholder Work” and Stakeholder Research." Proceedings of the International Association for Business and Society 24 (2013): 208–13. http://dx.doi.org/10.5840/iabsproc20132422.

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Popkova, Anna. "Stakeholder Mapping For Social Entrepreneurship Projects." Obshchestvo i ekonomika, no. 5 (2023): 142. http://dx.doi.org/10.31857/s020736760025552-6.

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The article discusses stakeholder theory and stakeholder definitions. The methods of stakeholder analysis known in the world practice are investigated: power-influence-interest grid, stakeholder cube, salience model. A step-by-step stakeholders mapping outline is given. The methodology for categorizing stakeholders has been developed by the author, based on a resource approach. Based on three types of resources (administrative, financial and informational), an integral indicator of the importance of stakeholders is calculated and mapped. The stakeholder mapping allows you to optimally allocate

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Shrestha, Archana, Dipesh Tamrakar, Bhawana Shrestha, et al. "Stakeholder engagement in a hypertension and diabetes prevention research program: Description and lessons learned." PLOS ONE 17, no. 10 (2022): e0276478. http://dx.doi.org/10.1371/journal.pone.0276478.

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Background Stakeholder engagement is important from the management point of view to capture knowledge, increase ownership, reduce conflict, encourage partnership, as well as to develop an ethical perspective that facilitates inclusive decision making and promotes equity. However, there is dearth of literature in the process of stakeholder engagement. The purpose of this paper is to describe the process of increasing stakeholder engagement and highlight the lessons learnt on stakeholder engagement while designing, implementing, and monitoring a study on diabetes and hypertension prevention in w

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Sudevan, Smiju, M. Bhasi, and K. V. Pramod. "Distinct Stakeholder Roles Across the ERP Implementation Lifecycle." International Journal of Enterprise Information Systems 10, no. 4 (2014): 59–72. http://dx.doi.org/10.4018/ijeis.2014100104.

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Enterprise Resource Planning (ERP) implementation is a difficult and complex decision where it involves people issues more than technological issues. In this paper, identifying stakeholders is emphasized as a key definitive step during the process of ERP implementation and if done improperly, will lead to failure of the implementation project. The impact of stakeholder's interests on the project's decisions was already highlighted as a critical issue in success of the ERP implementation. Consequently the aim of this study has been set to explore the distinct stakeholder's role on ERP implement

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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

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Najib, Nadirah Hazwani, Syuhaida Ismail, Rohayah Che Amat, et al. "Stakeholders’ Impact Factors of the COVID-19 Pandemic on Sustainable Mixed Development Projects: A Systematic Review and Meta-Analysis." Sustainability 14, no. 16 (2022): 10418. http://dx.doi.org/10.3390/su141610418.

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Managing stakeholders in construction projects is crucial since stakeholders are perceived as a significant source of uncertainty because of the various stakeholders involved, especially in mixed development projects. The preferred reporting items for systematic reviews and meta-analyses (PRISMA) method was used to analyse and select the most relevant publications from two identified databases: SCOPUS and Web of Science (WoS). Only 55 of 1600 publications were identified as relevant to stakeholder impact factors in the construction projects. Towards achieving the Sustainable Development Goal (

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Яковлева, Анна, and Anna Yakovleva. "Stakeholder Management in Collaborative Research Projects." Scientific Research and Development. Russian Journal of Project Management 6, no. 4 (2017): 27–35. http://dx.doi.org/10.12737/article_5a32732818bc49.77688800.

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Mechanisms of collaborative project and programme stakeholder management by the example of technological platform “Intellectual energy system” (a tool of state innovation policy) are analyzed. During the research the aspects of collaborative projects stakeholder management, including stakeholder’s diversity, contradictory expectations, geographic fragmentation are considered. Using the open data source, the lack of collaborative project stakeholder management system in Project/Programme of technological platform “Intellectual energy system” development was diagnosed. There is the necessity of

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Tor, M. A., and J. E. Mamman. "A Review of Challenges Influencing Stakeholders Engagement in Construction Project Delivery." IOP Conference Series: Earth and Environmental Science 1492, no. 1 (2025): 012031. https://doi.org/10.1088/1755-1315/1492/1/012031.

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Abstract Stakeholder engagement is an important factor that contributes to optimal construction project performance. Challenges of projects cost overruns, non-delivery of projects on schedule and not meeting specifications are partially linked to poor stakeholder engagement which has effect on sustainable infrastructure, economic growth and innovative development. Despite the benefits in engaging stakeholders’ there are challenges hindering effective engagement of stakeholders’ in construction project performance. This study aimed at examining the challenges influencing stakeholders’ engagemen

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Schormair, Maximilian J. L., and Dirk Ulrich Gilbert. "Creating Value by Sharing Values: Managing Stakeholder Value Conflict in the Face of Pluralism through Discursive Justification." Business Ethics Quarterly 31, no. 1 (2020): 1–36. http://dx.doi.org/10.1017/beq.2020.12.

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ABSTRACTThe question of how to engage with stakeholders in situations of value conflict to create value that includes a plurality of conflicting stakeholder value perspectives represents one of the crucial current challenges of stakeholder engagement as well as of value creation stakeholder theory. To address this challenge, we conceptualize a discursive sharing process between affected stakeholders that is oriented toward discursive justification involving multiple procedural steps. This sharing process provides procedural guidance for firms and stakeholders to create pluralistic stakeholder

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Kettunen, Juha, and Manodip Ray Chaudhuri. "SUSTAINABLE ENGAGEMENT IN STAKEHOLDER RELATIONSHIPS: CRAFTING A STAKEHOLDER MAP." Jurnal Manajemen Indonesia 17, no. 1 (2017): 27. http://dx.doi.org/10.25124/jmi.v17i1.860.

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The purpose of this paper is to present the theory of sustainable engagement in the stakeholder relationships of enterprises and develop a stakeholder map to ﬁ nd the circular forms of sustainability. This study uses a graphical approach based on the balanced scorecard approach to present the sustainable engagement of stakeholder relationships. The paper applies the concept of sustainable engagement in the value chain and extends it to circular processes. The paper also presents the comprehensive stakeholder map for the identiﬁ cation of the most signiﬁ cant stakeholders of an enterprise. The

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Zhu, Qing, Jiade Xi, Xin Hu, Heap-Yih Chong, Yijun Zhou, and Sainan Lyu. "Stakeholder Mapping and Analysis of Off-Site Construction Projects: Utilizing a Power–Interest Matrix and the Fuzzy Logic Theory." Buildings 14, no. 9 (2024): 2865. http://dx.doi.org/10.3390/buildings14092865.

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Stakeholder management is a crucial component in the implementation of off-site construction (OSC) projects, while stakeholder mapping serves as a practical technique to facilitate an in-depth understanding of different project stakeholders. Various topics have been explored in the OSC stakeholder management field, but research on OSC stakeholder analysis based on stakeholder mapping is still lacking. This study addresses this gap by developing two-dimensional (2D) and three-dimensional (3D) stakeholder mapping models. Data were collected from 167 stakeholders involved in OSC projects. The 2D

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Nielsen, Camilla Palmhøj, Sarah Wadmann Lauritsen, Finn Børlum Kristensen, Marie Louise Bistrup, Americo Cecchetti, and Eva Turk. "Involving stakeholders and developing a policy for stakeholder involvement in the European network for Health Technology Assessment, EUnetHTA." International Journal of Technology Assessment in Health Care 25, S2 (2009): 84–91. http://dx.doi.org/10.1017/s0266462309990729.

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Objectives: This article explains how the issue of stakeholder involvement was addressed in the European network for Health Technology Assessment (EUnetHTA) Project and describes the structures of future stakeholder involvement in the EUnetHTA Collaboration.Methods: Initiatives led to a dialogue with stakeholders and exchanging views and expectations on health technology assessment (HTA) processes and the future development of EUnetHTA. The methods of involving different stakeholder groups in EUnetHTA included general information to stakeholders about EUnetHTA, targeted information on a Web si

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Pelyukh, Oksana, and Alessandro Paletto. "Stakeholder Analysis to Support Secondary Norway Spruce (Picea abies (L.) Karst.) Forest Conversion in the Ukrainian Carpathians." Acta Silvatica et Lignaria Hungarica 15, no. 2 (2019): 69–84. http://dx.doi.org/10.2478/aslh-2019-0006.

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Abstract Stakeholder analysis is a crucial step in the participatory process to involve all groups of interests in sustainable forest management. This paper aims to develop a method of stakeholder analysis to identify and classify stakeholders involved in secondary Norway spruce (Picea abies (L.) Karst.) stand conversions. The method is based on a questionnaire survey and structured into three stages: (1) stakeholder identification; (2) analytical characterization of stakeholders; and (3) stakeholder aggregation. Stakeholders are classified according to their interest level and importance whil

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Dewi, Maulida Rachmalia, Hikmah Dwi Nurfani, Anisa Nur Aisyah Borneo, and Risnayanti Arung. "Analisis Peran Stakeholder Dalam Pengembangan Agropolitan Kabupaten Kutai Kartanegara." SPECTA Journal of Technology 4, no. 1 (2020): 35–40. http://dx.doi.org/10.35718/specta.v4i1.156.

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Pengembangan kawasan agropolitan diharapkan dapat menjadi solusi pengembangan ekonomi wilayah yang akan diikuti oleh pertumbuhan ekonomi yang berkelanjutan.Namun pengembangan membutuhkan support dari pemangku kepentingan (stakeholder). Stakeholder adalah kelompok atau individu yang dapat mempengaruhi dan atau dipengaruhi oleh suatu pencapaian tujuan tertentu yang dalam hal ini ialah pengembangan kawasan agropolitan.Dalam penerapannya stakeholder dapat memberi dampak ataupun terdampak terhadap suatu perencanaan.Jurnal ini bertujuan untuk mengidentifikasi dan memetakan stakeholder berdasarkan pe

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Temitope Oluwafunmike Sanyaolu, Adams Gbolahan Adeleke, Christianah Pelumi Efunniyi, Lucy Anthony Akwawa, and Chidimma Francisca Azubuko. "Stakeholder management in IT development projects: Balancing expectations and deliverables." International Journal of Management & Entrepreneurship Research 5, no. 12 (2023): 1239–55. http://dx.doi.org/10.51594/ijmer.v5i12.1535.

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Effective stakeholder management is pivotal to the success of IT development projects, where balancing diverse expectations and deliverables is crucial for achieving project goals. This review explores the principles and practices of stakeholder management in IT development, focusing on strategies to align stakeholder interests with project deliverables while navigating potential conflicts and expectations. In IT development projects, stakeholders encompass a broad range of individuals and groups, including project sponsors, end-users, development teams, and external partners. Each stakeholder

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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 organisatio

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Wulandari, Astri. "MANAGING STAKEHOLDER RELATIONSHIPS AND STAKEHOLDER EXPECTATIONS." ETTISAL Journal of Communication 3, no. 2 (2018): 163. http://dx.doi.org/10.21111/ettisal.v3i2.1976.

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Beaulieu, Suzanne, and Jean Pasquero. "Reintroducing Stakeholder Dynamics in Stakeholder Thinking." Journal of Corporate Citizenship 2002, no. 6 (2002): 53–69. http://dx.doi.org/10.9774/gleaf.4700.2002.su.00007.

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Fassin, Yves. "Stakeholder Management, Reciprocity and Stakeholder Responsibility." Journal of Business Ethics 109, no. 1 (2012): 83–96. http://dx.doi.org/10.1007/s10551-012-1381-8.

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Rasche, Andreas, and Daniel E. Esser. "From Stakeholder Management to Stakeholder Accountability." Journal of Business Ethics 65, no. 3 (2006): 251–67. http://dx.doi.org/10.1007/s10551-005-5355-y.

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Adhitya, Chandra Setyawan, Subianto Agus, Djanat Prasita Viv, and Wahyuni Sri. "Stakeholders and Corporate Social Responsibility in the Mining Sector Over Eight Years: A Systematic Review (2018–2025)." INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND ANALYSIS 08, no. 04 (2025): 1918–27. https://doi.org/10.5281/zenodo.15239745.

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The purpose of this study is to identify and analyze the role of stakeholders in the implementation of CSR in the mining sector, as well as to examine the social, economic, and environmental impacts of existing CSR practices in this sector. This study uses a Systematic Literature Review (SLR) methodology to analyze the role of stakeholders and CSR in the mining sector, synthesizing relevant findings from studies published between 2018 and 2025, using reliable academic databases and reports to provide a comprehensive picture of CSR practices and stakeholder engagement, with a focus on social, e

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Arindita, Ruvira, Muchammad Nasucha, Nursalsa Arifah, and Shafiyya Lubna. "Impression Management Komunitas Daring." Jurnal Komunikasi Global 10, no. 1 (2021): 54–76. http://dx.doi.org/10.24815/jkg.v10i1.19934.

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Beragam tantangan yang dihadapi ibu masa kini membuat keberadaan komunitas mendapat sambutan hangat. Halo Ibu sebagai komunitas berbasis media daring hadir sebagai tempat bagi ibu saling berbagi dan mendukung. Dalam menjaga eksistensinya, komunitas membutuhkan hubungan baik dengan stakeholder. Penelitian kualitatif deskriptif ini bertujuan mengetahui impression management yang dilakukan komunitas dalam membangun hubungan dengan stakeholder. Konsep utama yang digunakan adalah impression management, stakeholder relations theory, dan komunitas. Metode pengumpulan data dilakukan melalui in-depth i

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Mok, Ka Yan, Geoffrey Qiping Shen, and Rebecca Yang. "Stakeholder complexity in large scale green building projects." Engineering, Construction and Architectural Management 25, no. 11 (2018): 1454–74. http://dx.doi.org/10.1108/ecam-09-2016-0205.

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Purpose In response to the world’s rising awareness on sustainability, industry players and policymakers are devoting great efforts to bolster green building developments. Every green building project (GBP) involves numerous stakeholders and potentially incompatible concerns. Despite the associated environmental, economic and social benefits, GBP developments have often confronted managerial barriers which are actually emerged from stakeholders – the actual key determinants of a project. Holistically analyzing the complexity of stakeholders in GBPs is, therefore, crucial to improving GBP manag

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