Letteratura scientifica selezionata sul tema "Managing stakeholder relationships"
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Articoli di riviste sul tema "Managing stakeholder relationships"
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Wulandari, Astri. "MANAGING STAKEHOLDER RELATIONSHIPS AND STAKEHOLDER EXPECTATIONS". ETTISAL Journal of Communication 3, n. 2 (29 dicembre 2018): 163. http://dx.doi.org/10.21111/ettisal.v3i2.1976.
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Balser, Deborah, e John McClusky. "Managing stakeholder relationships and nonprofit organization effectiveness". Nonprofit Management and Leadership 15, n. 3 (2005): 295–315. http://dx.doi.org/10.1002/nml.70.
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Schüller, David, Vít Chlebovský, Karel Doubravský e Vladimír Chalupský. "The Conceptual Scheme for Managing University Stakeholders' Satisfaction". Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 62, n. 4 (2014): 719–27. http://dx.doi.org/10.11118/actaun201462040719.
Testo completoAbstract (sommario):
A duplicate of this original article was erroneously published in issue six of this year. Please use this original for citation. Universities have to face many changes in the sector of higher education caused by the current dynamic development in this sector. With the decline in state support, increased competition and unfavourable demographic progress, universities are forced to establish and improve their relationships with new and existing stakeholders. Research on relationships among universities and stakeholders has historically focused on the different factors and their influence on improving stakeholder satisfaction with the quality of university services and on strengthening cooperation. Some studies are focused on stakeholders' classification according to their importance for higher education institutions. However, there are fewer scientific studies which concentrate on the intricacies of managing stakeholder satisfaction according to key areas of Universities. This study aims to design a conceptual scheme for managing stakeholder satisfaction depending on the importance of stakeholders in the key fields of Universities. The research was done in three steps. As the first stage, university stakeholders were identified via interview. In the second stage, the following key fields relating to university activities were identified via focus group - education, science and research, premises and technology. In the third stage, the importance of the particular stakeholders was identified for the fields mentioned in the stage two. In order to gain the necessary information, a set interview method was chosen. Native students were identified as the most important stakeholder for the field - education, academic staff as the most important for the field - research and development and enterprises as the most important stakeholder for the field - premises and equipment. The results of the research conducted provided the authors with a convenient base for formulating the conceptual scheme for managing stakeholder universities' satisfaction.
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Lozano, Josep M. "Towards the relational corporation: from managing stakeholder relationships to building stakeholder relationships (waiting for Copernicus)". Corporate Governance: The international journal of business in society 5, n. 2 (aprile 2005): 60–77. http://dx.doi.org/10.1108/14720700510562668.
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Obeng, Efua. "Bullseye: An argument for effectively managing retail stakeholder relationships". Journal of Retailing and Consumer Services 49 (luglio 2019): 327–35. http://dx.doi.org/10.1016/j.jretconser.2019.04.009.
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Westrenius*, Annika, e Lisa Barnes*. "Managing complex business relationships: Small business and stakeholder salience". Journal of Developing Areas 49, n. 6 (2015): 481–88. http://dx.doi.org/10.1353/jda.2015.0104.
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Shivarajan, Sridevi, Thomas DuBois e Aravind Srinivasan. "Examining how marginalized stakeholders successfully redress their issues". Annals in Social Responsibility 1, n. 1 (8 giugno 2015): 108–30. http://dx.doi.org/10.1108/asr-12-2014-0004.
Testo completoAbstract (sommario):
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 the hypotheses that the ability of marginalized stakeholders to increase their salience by influencing other stakeholders depends both on the attributes of other stakeholders (favorable, unfavorable and indifferent), and the triadic relationships among them. The triadic relationships among stakeholders show a tendency toward balance, and become particularly relevant when the marginalized stakeholder’s issues are perceived to have low legitimacy due to their normative nature (which makes them difficult to be translated into economic terms). The findings offer important insights to both marginalized stakeholders and firms, on proactively managing their stakeholder environments. Design/methodology/approach – The authors use a single case: the controversy surrounding Coca-Cola in Kerala, India, and conduct a longitudinal study examining both qualitative and quantitative data. Findings – The findings indicate that marginalized stakeholders can capitalize on certain inherent properties of their stakeholder networks and increase their salience to influence the focal firm. Specifically, the authors find that stakeholder salience is a function of both the dyadic relationships between stakeholders, and the triadic relationships among them. These triadic relationships tend to a state of balance over time. The authors also find that when the stakeholder issue is normative in nature the triadic relationships are more important in increasing stakeholder salience. Originality/value – The authors conduct an original case study research, with primary qualitative data collected by the authors. The authors also develop a quantitative model to examine this data to arrive at the findings. Therefore the authors contribute both theoretically and empirically to stakeholder salience literature.
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Andersen, Jon Aarum. "How organisation theory supports corporate governance scholarship". Corporate Governance 15, n. 4 (3 agosto 2015): 530–45. http://dx.doi.org/10.1108/cg-02-2014-0016.
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Purpose – This paper aims to show how organisation theory can be used to understand the controversy between the shareholder and the stakeholder perspectives. Rationalistic and open system theories may enhance research on corporate governance by offering well-defined concepts and by specifying core relationships. Design/methodology/approach – This paper applies descriptions of the two perspectives in organisation theory as a “method” for illustrating how they are linked to and support the shareholder versus the stakeholder perspectives. Findings – The controversy stems from the fact that the shareholder and the stakeholder perspectives address different relationships. The shareholder perspective captures two relationships that accord with rationalistic organisation theory: shareholders are managing the managers and the organisation, and managers are managing the corporation on behalf of the owners. The stakeholder perspective focuses on three relationships that are not concordant with system theory: managers are managing the shareholders (i.e. the symbolic management of stockholders), managers are managing the corporation (i.e. general management theory) and managers are managing the stakeholders. Research limitations/implications – Organisation theory provides suggestions for more fruitful definitions of the often-used concepts of direction, control, administration and influence. These terms may be substituted with the well-defined concepts of management, power and control. Practical implications – Proponents of organisation theory find it theoretically difficult to deal with the topic of corporate governance, if they do at all. When they do, they do it only perfunctorily. Originality/value – Organisation theory may strengthen research on corporate governance if we insist on both theoretical clarifications of major relationships and on the use of more strictly defined concepts.
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Soh, Christina, Cecil Eng Huang Chua e Harminder Singh. "Managing Diverse Stakeholders in Enterprise Systems Projects: A Control Portfolio Approach". Journal of Information Technology 26, n. 1 (marzo 2011): 16–31. http://dx.doi.org/10.1057/jit.2010.13.
Testo completoAbstract (sommario):
While substantial research has examined the control of Information systems (IS) projects, most studies In this area have only examined how one controller manages a single group of controllees. However, many IS projects, especially enterprise systems projects (often initiated by an organization's corporate headquarters, and involving business unit users and consultants), have multiple stakeholders. The corporate headquarters (the project's principal controller) must simultaneously ensure that the various stakeholders are aligned with the project's goals despite their diverse motivations, and that the stakeholders collaborate with each other to achieve project success. Behavior control theory argues that the controller enacts a control portfolio of formal and Informal controls. However, the presence of multiple controllee groups increases the complexity of vertical controller- controllee relationships, the salience of controllee-controllee relationships, and the interaction between these vertical and horizontal relationships. We therefore examined the creation and evolution of the control portfolio In a multi-stakeholder project over a period of 14 months. We found that (1) the principal controller did enact separate controls for the user and consultant groups; (2) there was more than one controller - the principal controller co-existed with subordinate controllers; and (3) controls enacted by the subordinate controllers and other controllees that cut across stakeholder groups required the support of the principal controller.
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Boesso, Giacomo, e Kamalesh Kumar. "Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities". Management Decision 54, n. 4 (16 maggio 2016): 815–31. http://dx.doi.org/10.1108/md-06-2015-0245.
Testo completoAbstract (sommario):
Purpose – The purpose of this paper is to examine the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder culture framework. Design/methodology/approach – The study was conducted in a field setting involving 292 mid-level managers who completed measures of stakeholder culture and stakeholder engagement activities (SEAs) in their organizations. Findings – Results show that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder salience. In addition, stakeholder culture is also associated with how managers respond to stakeholder issues in terms of SEAs. Research limitations/implications – Findings of the study justify the need to extend the stakeholder salience theory beyond the values of senior managers to include organization-level factors. This study is largely exploratory and the relationships that have been observed are associational in character. Practical implications – Results show that both ascription of stakeholder salience and the nature of SEAs are associated with stakeholder culture prevalent in an organization. This implies that managers may face constraints in managing stakeholder relationships, regardless of their personal values and beliefs, and may have to make deliberate efforts to modify the culture. Originality/value – Despite the fact that researchers have been urged to examine how organization-level phenomena guide managerial thinking and decision making with respect to stakeholder relationships, empirical research on the topic is lacking. This study contributes to the emerging research on firm-level perspective on stakeholder management.
Tesi sul tema "Managing stakeholder relationships"
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Benn, Shaun. "Managing corporate reputation when prioritising stakeholder demands by South African managers". Thesis, 2014.
Cerca il testo completoAbstract (sommario):
Thesis (M.M.) (Strategic marketing)). University of the Witwatersrand, Wits Business School, 2013.Stakeholder theory has increasingly become an area of academic and management research. Every organisation has different stakeholders, upon which organisational outcomes are dependent on managerial decision making regarding the multiple relationships that exist, the various options and resources available to them, and the influence that corporate reputation has on the managers’ response to any given stakeholder claim. The purpose of this research is to offer a greater understanding of how executive managers of an emerging market company strategically identify and manage their stakeholders and consequently, the reputation of the firm. Various streams of literature were supported by the findings of the research conducted. This included the descriptive, instrumental, and normative aspects of managers’ behaviours and traits; stakeholder coalitions; and reciprocity. Areas of conflicting evidence stemming from the research included the classification of stakeholders through primary and secondary groups; stakeholder attributes of power and urgency; and “dangerous stakeholders” within stakeholder salience. There is a gap in the literature involving the effect of corporate reputation with regards to management salience and prioritising stakeholder demands. Sixteen semi-structured in-depth interviews were executed in a leading South African paint manufacturing company that forms part of a large global organisation. The respondents consisted of eight executive managers of the company, each from a different functional area, and eight stakeholders of the company comprising employees, suppliers, and customers. As a leading company within their industry, they frequently experience claims of various natures which the directors deal with on a regular basis, many of which have the potential to harm the corporate reputation. Real life cases are transcribed and reflected upon within this research report. The research findings show that the company’s corporate reputation has a direct influence on how managers prioritize and attend to stakeholder claims, mainly based on legitimacy as a core attribute. Furthermore, that managers identify their stakeholders differently to what the literature proposes, and that there are more learnings to be taken from reciprocity in stakeholder relationships.
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Meintjes, Corne. "A strategic communication approach to managing stakeholder relationships according to the King Report on governance". Thesis, 2012. http://hdl.handle.net/2263/27962.
Testo completoAbstract (sommario):
The current global economic crisis, together with the general distrust and lack of confidence in business after a number of undeniable corporate scandals at board level (Hilb, 2006:3) has necessitated actions to assist business to become more transparent and to comply with corporate governance rules. Internationally, a number of actions were taken, such as the introduction of the Sarbanes-Oxley Act (SOX) in the USA, the Cadbury Report in the UK and the King Report in South Africa, to mention a few. The King Report has become an internationally recognised brand as it advocated for an integrated approach to corporate governance, over and above the financial and regulatory aspects. Companies across the globe are encouraged and in some cases forced to give consideration to governance principles. In South Africa, the King Reports (King I, II and III), of which the King III Report on Governance is the latest, are no different. However, for the first time, the King III Report includes a chapter that focuses on managing stakeholder relationships as part of good corporate governance. As stakeholder relationship management (SRM) is central to the practice of communication management, Chapter 8 of the King III Report on Governance thus recognises the value that communication management can or should add in assisting businesses to comply with corporate governance rules. The problem is however that communication professionals do not always know how to implement the six principles outlined in Chapter 8 of the King III Report. Furthermore, the purpose of communication management, in particular strategic communication management, is not clear in the minds of companies’ senior management. This is often evident from the business paradigm where companies have little or no knowledge of stakeholder relationship management, and do not realise the value a well-developed communication management strategy can add in managing stakeholder relationships. It could therefore be surmised that companies and communication professionals do not know: - To what extent the role, scope, function, structure and level of authority of communication management influence the management of stakeholder relationships and the implementation of a company’s business strategy.
- What the implications of Chapter 8 of the King III Report on Governance are, with regard to the managing of stakeholder relationships for companies and their communication professionals.
- What trends in communication management, affect stakeholder relationship management globally.
- Which guidelines should be established for the implementation of stakeholder relationship management, according to the King III Report on Governance.
- If companies would make use of a stakeholder relationship management positioning framework to position themselves in terms of their current compliance with good corporate governance rules.
- Theoretically and empirically determining whether a redefined business paradigm focussing on strategic communication management’s contribution to the effectiveness of the business through managing stakeholder relationship management is evident.
- Considering the implications of the King III Report on Governance for companies and communication management.
- Analysing the global communication management studies in an attempt to identify practices and trends that may inform the improved management of stakeholder relationships.
- Empirically determining how senior communicators view stakeholder relationship management according to the King III Report on Governance in an attempt to propose guidelines for the implementation of stakeholder relationship management followed by a stakeholder relationship management positioning framework.
Thesis (DCom)--University of Pretoria, 2012.
Business Management
unrestricted
Libri sul tema "Managing stakeholder relationships"
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O'Riordan, Linda. Managing Sustainable Stakeholder Relationships. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3.
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Wijers, Jean Paul, a cura di. Managing Authentic Relationships. NL Amsterdam: Amsterdam University Press, 2019. http://dx.doi.org/10.5117/9789462988613.
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In an increasingly connected world, Strategic Relationship Management is a vital capability for successful organizations. The book Managing Authentic Relationships; Facing New Challenges in a Changing Context focuses on building and managing a strong network and reciprocal relationships for the entire organization by implementing a professional relationship management approach at strategic, tactical and operational level. Professional relationship management makes valuable and measurable contributions to the strategic goals of an organization by: Expanding the organization's strategy to a Relationship Management Strategy; Efficiently managing relationships and correctly mapping stakeholders; Embedding clear responsibility for relationship management throughout the organization; Measuring results and calculating the Return-on-Relationship; Developing strong networking skills and networkers who are able to act as eyes and ears for the organization; Organizing effective networking activities with measurable results. This book also offers a holistic view. Managing authentic relationships requires a shared understanding of what relationships are. It is impossible to develop successful relationship management without authentic relationships based on trust and reciprocity.
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Childs, Roy, Michael Schluter, John Ashcroft e Alison Myers. Relational Lens: Understanding, Managing and Measuring Stakeholder Relationships. Cambridge University Press, 2016.
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Leisink, Peter, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies e Wouter Vandenabeele, a cura di. Managing for Public Service Performance. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780192893420.001.0001.
Testo completoAbstract (sommario):
How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.
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Crane, Andrew, Dirk Matten, Abagail McWilliams, Jeremy Moon e Donald S. Siegel, a cura di. The Oxford Handbook of Corporate Social Responsibility. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.001.0001.
Testo completoAbstract (sommario):
The Oxford Handbook of Corporate Social Responsibility is a review of the academic research that has both prompted, and responded to, the issues of Corporate Social Responsibility (CSR). Business schools, the media, the corporate sector, governments, and non-governmental organizations have all begun to pay more attention to these issues in recent years. These issues encompass broad questions about the changing relationship between business, society and government, environmental issues, corporate governance, the social and ethical dimensions of management, globalization, stakeholder debates, shareholder and consumer activism, changing political systems and values, and the ways in which corporations can respond to new social imperatives. The book, which provides clear thinking and new perspectives on CSR and the debates around it, is divided into seven key sections: introduction; perspectives on CSR; critiques of CSR; actors and drivers; managing CSR; CSR in a global context; future perspectives and conclusions.
Capitoli di libri sul tema "Managing stakeholder relationships"
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O’Riordan, Linda. "Conceptualising Stakeholder Relationship Management". In Managing Sustainable Stakeholder Relationships, 377–416. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_9.
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O’Riordan, Linda. "Welcome to Corporate Responsibility". In Managing Sustainable Stakeholder Relationships, 3–28. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_1.
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O’Riordan, Linda. "The Rocky Road to Achieving Stakeholder Value in Business Strategy". In Managing Sustainable Stakeholder Relationships, 417–78. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_10.
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O’Riordan, Linda. "A Multifarious Mix of Concepts". In Managing Sustainable Stakeholder Relationships, 29–106. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_2.
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O’Riordan, Linda. "Case Study on Stakeholder Relationships". In Managing Sustainable Stakeholder Relationships, 107–39. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_3.
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O’Riordan, Linda. "Mind the Gap: Searching for Value via Sustainable Solutions". In Managing Sustainable Stakeholder Relationships, 141–76. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_4.
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O’Riordan, Linda. "In Search of Relevant Management Frameworks and Tools". In Managing Sustainable Stakeholder Relationships, 177–217. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_5.
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O’Riordan, Linda. "Research Design: Building a Methodology to Fill the Identified Gaps". In Managing Sustainable Stakeholder Relationships, 221–71. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_6.
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O’Riordan, Linda. "Research Findings on Conceptualising Corporate Approaches to Stakeholder Management". In Managing Sustainable Stakeholder Relationships, 273–324. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_7.
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O’Riordan, Linda. "Critical Review of the Research Contribution". In Managing Sustainable Stakeholder Relationships, 327–76. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-50240-3_8.
Testo completoAtti di convegni sul tema "Managing stakeholder relationships"
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A Straka, Douglas. "Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments". In InSITE 2017: Informing Science + IT Education Conferences: Vietnam. Informing Science Institute, 2017. http://dx.doi.org/10.28945/3696.
Testo completoAbstract (sommario):
[This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology] Aim/Purpose : Governments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background: This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. Methodology: The author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research Contribution/Findings: This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multi-cultural, multi-stakeholder organizations, encouraging additional research in this area Recommendations for Practitioners: Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for Researchers: Researchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society: Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future Research: Gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.
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Mathewson, Andrew. "“Show-Stopper” — Effectively Managing Project Social Risks: Improved Approaches to Aboriginal Engagement and Consultation". In 2012 9th International Pipeline Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/ipc2012-90145.
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A number of proposed pipelines in western and northern Canada have highlighted critical path social risks associated with effectively engaging and consulting with impacted Aboriginal rightsholders along pipeline rights-of-way. Opening up new markets for Canada’s oil sands, shale and off-shore gas resources will require an expansion of the pipeline system in northern British Columbia, Alberta and the Northwest Territories. While navigating the regulatory approval process can be a formidable hurdle, a far greater challenge is how proponents manage the process of building relationships and consulting with affected Aboriginal communities. Failing to earn Aboriginal support for proposed projects can be a “show-stopper”. Exploration of new basins in Canada, driven by increased demand for energy in Asia, may compete with other land uses and constitutionally-protected rights and practices of indigenous peoples. Public, media and environmental response to new pipelines is often lead by the reaction of impacted communities. The task of identifying the social risks to a project, understanding the engagement process, fulfilling the regulatory consultation requirements of different jurisdictions, balancing impacts with benefits, managing issues and resolving disputes, communicating with the public and media effectively all require improved skills and approaches. The paper surveys the stakeholder engagement experience and differences in approaches for recently proposed major arctic gas and western oil pipeline projects, as well as pipelines to service Liquefied Natural Gas export facilities on the Pacific north coast, providing practical insights with possibly international application. Utilizing decision and risk analysis and scenario planning methodologies, applied to development of an Aboriginal engagement and consultation strategy, the paper examines how multi-billion dollar investments in new pipelines can be better secured by integrating stakeholder engagement into a project’s risk management design. With greater precision and improved approaches proponents can effectively manage social risks, reduce stakeholder conflict and associate project uncertainties.
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Holthus, Paul F. "Creating Multi-Sectoral Ocean Industry Leadership in Marine Spatial Management". In ASME 2009 28th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2009. http://dx.doi.org/10.1115/omae2009-79044.
Testo completoAbstract (sommario):
Marine spatial management is emerging as a key tool for managing and conserving marine ecosystems. The development and implementation of ocean zoning, especially Marine Protected Area (MPA) networks, is expanding rapidly around the world. At a global scale, ocean zoning and MPAs are being pursued in many processes through a variety of governmental, inter-governmental (e.g. UN agencies, regional bodies), with significant input from non-governmental organizations (NGOs). Ocean industries, e.g. oil and gas, shipping, fisheries, aquaculture, etc. are the principle user group affected by ocean zoning. Important new ocean uses are under development as well, e.g. offshore wind, ocean energy, carbon sequestration. The creation of ocean zones, such as MPA networks, will have major effects on industry access to marine space and resources, with significant implications for exploration, development, production and transport. It is essential that the industry constructively engage with marine spatial management efforts and stakeholders to ensure that the process is well informed and balanced. This will increase the potential for industry to respect the management regulations of ocean areas often far removed from the reach of governments. Unfortunately, industry is often not present at key ocean zoning developments, especially at the international level, and is not engaged in a constructive, coordinated manner that brings together the range of industries operating in the marine environment. Barriers to industry involvement in marine spatial management include: 1) Lack of understanding of the movement and momentum behind ocean zoning efforts; 2) Limited engagement in the multi-stakeholder processes where zoning is moving most rapidly, e.g. Convention on Biological Diversity, because industry is engaged in sectoral processes; 3) Lack of means for engaging the broader ocean business community on marine management and sustainability issues, particularly at a global level. This paper will outline the need, opportunity and progress in creating proactive, constructive industry leadership and collaboration on ocean zoning, including: 1) Developing an understanding of marine spatial management issues, stakeholders and process; 2) Actively engaging in key international multi-stakeholder processes that are pursuing MPAs and other zoning efforts; 3) Building constructive relationships among ocean industries and other ocean zoning stakeholders; 4) Creating practical experience by constructively engaging in ocean zoning developments in a specific regions.
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Luca, Christiaan, Marjolijn Vencken, Katinka van Cranenburgh, Juan Diego Borbor e Anthony Tchilinguirian. "Trends in the Relationship Between Business and Society: Understanding the Past and Preparing for the Future". In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206032-ms.
Testo completoAbstract (sommario):
Abstract How can a business develop sustainable societal relationships in a world that is often described as volatile, uncertain, complex and ambiguous? While public expectations of companies are complicated and continuously changing, there are clear underlying trends in modern society that shape this relationship. Understanding these trends allows a company to develop the capability of proactively managing societal relationships. The findings of the study are especially relevant for industries that visibly operate in the public space and should anticipate societal resistance. This paper first describes the societal trends that shaped the way people and organizations have interacted since the Second World War. In this period increasing environmental and social awareness and assertiveness developed along three evolutionary paths: –active public discourse that continuously pushes the boundaries of what is deemed acceptable and desirable, with increasing focus on human values and space for the individual;–industry sectors and international organizations that try to preempt new societal expectations with voluntary guidelines and self-regulation; and–governments that formalize important and matured parts of the public discourse and voluntary guidelines in laws and regulations. Secondly, the authors adopt a practical model to describe how companies have struggled to keep up with this continuously evolving and dynamic societal landscape due to lack of adaptation. An increasingly defensive and reactive business approach to societal pressure has led to a low point in trust from stakeholders. To regain trust and their social license to operate companies need to take a more proactive approach to societal relationships, which require both organizational and cultural change. Finally, the authors take the example from the safety journey, where the oil and gas industry has been very successful in demonstrating that excellence in safety is both a moral obligation and good for the bottom line. The same applies to excellence in societal relationships. Using the evolutionary model of safety culture with its maturity ladder as analogue, the authors provide a practical and value-driven framework to guide companies on their organizational and cultural change journey towards effective societal relationship management.
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Cusack, Tara, Nicola Mountford, Minna Isomursu, Guido Giunti Garcia, Dimitris Filos e Ioanna Chouvarda. "INTERDISCIPLINARY AND INTERSECTORAL DOCTORAL EDUCATION DESIGNED TO IMPROVE GRADUATE EMPLOYABILITY". In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end136.
Testo completoAbstract (sommario):
Typically, less than half of doctoral graduates will be employed in academia immediately after graduation, with less than 10%-15% achieving a long-term academic career. This leaves 85-90% of PhD graduates seeking employment outside the academic setting, for example in industry and government. The objective of the CHAMELEONS study (CHampioning A Multi-sectoral Education and Learning Experience to Open New pathways for doctoral Students) is to develop innovative educational interventions that shape more adaptable, entrepreneurial, and employable graduates, ready to meet the challenges of the future. Stakeholders from the connected health industry, clinical care, charities, patients, patient representatives, government, recent doctoral graduates, and academics were invited to participate in a “World Café” participatory method for collecting qualitative data. Owing to the COVID-19 health situation this took place via Zoom. Analysis of the results revealed 4 key learning objectives for doctoral graduates to: 1. Develop networking and communication skills. 2. Understand user centred research design. 3. Market research capacity and research skills. 4. Build an understanding of themselves and others. This led to the development of three bespoke doctoral modules: 1. Forging relationships: Building and Sustaining your Doctoral Network; 2. Managing the Project: Keeping on Track with an Eye to the future; Module 3: Starting your Career: Future Proofing your Career and Getting a Job. These modules are available to doctoral students across five European Universities.
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Roberts, Treacy Anne, e Natasha Theresa Gaskin-Peters. "Early Interventions for Guyanese Business Development and Optimization". In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31016-ms.
Testo completoAbstract (sommario):
Early Intervention and Local Content Optimization Esso Exploration and Production Guyana Limited ("ExxonMobil"), an affiliate of Exxon Mobil Corporation, and its co-venturers Hess Guyana Exploration Limited and CNOOC Petroleum Guyana Limited, discovered oil in the Stabroek block offshore Guyana during the first half of 2015. The success of safely drilling their first well (Liza-1), followed a history of 40 dry holes in the Guiana Basin prior to ExxonMobil beginning ultra-deepwater oil and gas exploration in 2008 (Varga et al. 2021). Guyana, with a small population of 750,000, was primarily economically focused on agriculture, manufacturing, and the mining of bauxite and gold. ExxonMobil identified the need for an early, focused, coordinated, and long-lasting approach to local content planning to provide tangible results for Guyana. Developing local businesses to actively participate in the industry and enter the supply chain while raising awareness of how the oil and gas industry operates was paramount, as was managing expectations of the Guyanese government and populace about local content. ExxonMobil recognized that the established mining sector in Guyana had the potential to provide a base of local suppliers able to transition into the emerging oil and gas sector. It subsequently undertook a number of assessments and studies on the local economy to further understand the local context. The finding of these assessments highlighted that most Guyanese companies were operating in the small local economy or working within the Caribbean region, limiting their exposure to international standards and providing little impetus to become globally competitive. Despite having technical competencies that could be utilized in the oil and gas industry, shortfalls were apparent in the areas of auditable systems, business processes, quality assurance, and safety. Closing the gaps would take time and investment, and a shift in culture in some parts. An internal assessment of ExxonMobil's supplier development programs was conducted, and a Guyana supplier development program was developed by drawing from best practices around the globe. ExxonMobil, with the support of its Stabroek Block co-venturers, took a proactive decision and devised a plan to engage an independent third party to run a "fit for purpose" enterprise development centre (EDC) to support the technical development in country through local content prior to final investment decision (FID). In order to be equipped to provide early roll out of local content development, and 6 months before FID for Liza 1, ExxonMobil released a Request for Proposal (RFP). Bidders were invited to submit proposals on how the EDC would function "fit for purpose" and compliment rather than compete with current Guyanese activities and vendors. The successful bidder, DAI Global LLC (DAI), had a proven track record of international socioeconomic project successes and was selected to form a unique and collaborative, strategic relationship with ExxonMobil. Although DAI had previous experience in nascent markets, the challenge in Guyana was to expand the Guyanese supplier base into a new sector. The global experience of both ExxonMobil and DAI worked in tandem to produce a flexible management structure with the capability to adapt to the ensuing exploration successes and expanding industry needs. Both short and long term programs would be utilized to engage businesses for the changing needs of businesses during varying developmental stages. Additionally, ExxonMobil's foresight to incorporate local content requirements and contractual use of the centre into prime contractor contracts provided support for the long-term viability of the EDC. The EDC established in Guyana was named The Centre for Local Business Development (Centre). The Centre design provides a supportive environment where seeking and acquiring information about the oil and gas sector is a comfortable experience. Inclusive of classrooms, meeting spaces, offices, and networking areas, the Centre sponsors engaging programs and provides mentorship for companies entering the industy. Drawing upon studies and data to drive the content and focus of its programs, the Centre addresses relevant needs in the business community. For example, a DAI baseline study on the international competitiveness of local businesses showed that two-thirds of Guyanese businesses were not internationally competitive and needed support with basic business systems (e.g. financial management, supply chain management and human resources). Other stakeholder focus group studies conducted by ExxonMobil determined that there was a lack of foundational knowledge about the oil and gas sector. Having access to this research pre-FID allowed for a head start on planning and enabled the implementation of a work program just 3 months after the Centre's opening.