Relevant bibliographies by topics / Stakeholder Engagement

Academic literature on the topic 'Stakeholder Engagement'

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Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Stakeholder Engagement"

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Smith, Paul Alan. "Stakeholder Engagement Framework." Information & Security: An International Journal 38 (2017): 35–45. http://dx.doi.org/10.11610/isij.3802.

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Blanchard, Jessica W., J. T. Petherick, and Heather Basara. "Stakeholder Engagement." American Journal of Preventive Medicine 48, no. 1 (January 2015): S44—S46. http://dx.doi.org/10.1016/j.amepre.2014.09.025.

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Martínez, Jenny, Catherine Verrier Piersol, Kenneth Lucas, and Natalie E. Leland. "Operationalizing Stakeholder Engagement Through the Stakeholder-Centric Engagement Charter (SCEC)." Journal of General Internal Medicine 37, S1 (March 29, 2022): 105–8. http://dx.doi.org/10.1007/s11606-021-07029-4.

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AbstractThere is a need for clear strategies and procedures to operationalize stakeholder engagement in research studies. Clear guidelines that promote shared leadership among study investigators and research stakeholders are important for inclusive and sustainable partnerships. Such guidelines may take the form of a governance charter and can be a means for encouraging the participation and inclusion of stakeholders who may have little to no experience with research or are otherwise underrepresented in research. This perspective article presents the Stakeholder-Centric Engagement Charter (SCEC), one effort to operationalize a stakeholder engagement approach between researchers and an advisory committee as guided by the Patient-Centered Outcomes Research Institute’s (PCORI) Research Engagement Principles (i.e., reciprocal relationships, partnerships, co-learning, transparency-honesty-trust). Building on the SCEC can help future investigators develop a study-specific, dynamic, governance document outlining advisory committee and research team preferences in areas such as role expectations, study governance, and decision-making procedures.
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Dawkins, Cedric. "Agonistic Pluralism and Stakeholder Engagement." Business Ethics Quarterly 25, no. 1 (January 2015): 1–28. http://dx.doi.org/10.1017/beq.2015.2.

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ABSTRACT:This paper argues that, although stakeholder engagement occurs within the context of power, neither market-centered CSR nor the deliberative model of political CSR adequately addresses the specter of power asymmetries and the inevitability of conflict in stakeholder relations, particularly for powerless stakeholders. Noting that the objective of stakeholder engagement should not be benevolence toward stakeholders, but mechanisms that address power asymmetries such that stakeholders are able to protect their own interests, I present a framework of stakeholder engagement based on agonistic pluralism that seeks to structure and utilize discord rather than reduce or eliminate it. I then propose arbitration as an agonistic mechanism to address power asymmetries in stakeholder engagement and explore its implications.
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Bellucci, Marco, Lorenzo Simoni, Diletta Acuti, and Giacomo Manetti. "Stakeholder engagement and dialogic accounting." Accounting, Auditing & Accountability Journal 32, no. 5 (June 17, 2019): 1467–99. http://dx.doi.org/10.1108/aaaj-09-2017-3158.

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Purpose The purpose of this paper is to explain how sustainability reporting and stakeholder engagement processes serve as vehicles of dialogic accounting (DA), a form of critical accounting that creates opportunities for stakeholders to express their opinions, and the influence of dialogic interactions on the content of sustainability reports. Design/methodology/approach Content analysis is used to investigate reports published by 299 companies that have adopted Global Reporting Initiative guidelines. This paper studies how organizations engage stakeholders, the categories of stakeholders that are being addressed, the methods used to support stakeholder engagement, and other features of the stakeholder engagement process. Companies that disclose stakeholder perceptions, the difficulties met in engaging stakeholders, and actions aimed at creating opportunities for different groups of stakeholders to interact were subjects of discussion in a series of semi-structured interviews that focus on DA. Findings Companies often commit themselves to two-way dialogue with their stakeholders, but fully developed frameworks for DA are rare. However, signs of DA emerged in the analysis, thus confirming that sustainability reporting can become a platform for DA systems if stakeholder engagement is effective. Originality/value The findings contribute to the accounting literature by discussing if and how sustainability reporting and stakeholder engagement can serve as vehicles of DA. This is accomplished via a research design that is based on in-depth interviews and content analysis of various sustainability reports.
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Sloan, Pamela. "Redefining Stakeholder Engagement." Journal of Corporate Citizenship 2009, no. 36 (December 1, 2009): 25–40. http://dx.doi.org/10.9774/gleaf.4700.2009.wi.00005.

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Richler, Jenn. "Effective stakeholder engagement." Nature Energy 5, no. 1 (January 2020): 4. http://dx.doi.org/10.1038/s41560-019-0544-6.

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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 (July 13, 2014): 01–08. http://dx.doi.org/10.52283/nswrca.ajbmr.20140405a01.

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This paper attempt to explore the link between stakeholder engagement and CSR practice considering the best ways of achieving effective CSR implementation and creation of relationship through SE (Stakeholders engagement) which is an element of stakeholder management (Stakeholder management). The issues for consideration under SE are geared towards achieving a meaningful and participatory engagement of stakeholders by effective communication, introduction of an engagement process reflecting items agreed upon for decision making and legitimising or strategising stakeholders needs for organisational goals achievement. SM as a major issue aids in identifying the stakeholders based on their power to influence, urgency of claims and legitimacy of their relationship with the organisation. The identification process is only complete and relevant when the three attributes are utilised for prioritizing the stakeholders as latent, expectant and definitive stakeholders. The paper finally reviewed a three phase approach of stakeholder engagement and brought up a framework for achieving an effective CSR implementation by way of stakeholder engagement.
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Jonas, Julia M., Julian Boha, David Sörhammar, and Kathrin M. Moeslein. "Stakeholder engagement in intra- and inter-organizational innovation." Journal of Service Management 29, no. 3 (May 4, 2018): 399–421. http://dx.doi.org/10.1108/josm-09-2016-0239.

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Purpose To further extend the understanding of multidimensional engagement of stakeholders embedded in service systems, the purpose of this paper is to explore the antecedents that constitute stakeholder engagement in inter-organizational service ecosystems where stakeholders co-create innovations over time. Design/methodology/approach An explorative, longitudinal case study design is employed to analyze stakeholders’ engagement in co-innovation in an inter-organizational service system in an engineering context. Findings The study identifies eight antecedents for stakeholder engagement in innovation in the context of a B2B environment. Building on related engagement research, the empirical data show how stakeholder engagement is influenced at both individual and organizational levels by the antecedents friendship, common experiences, self-representation, trust, a common goal, resource dependency, level in the hierarchy, institutional arrangements, and local proximity. Originality/value The paper extends current understanding of engagement and illuminates stakeholder engagement on a micro level, addressing four key issues for stakeholder engagement in a service ecosystem. How can stakeholder engagement be maintained over time? Does stakeholder engagement at specific hierarchical levels enhance or hinder inter-organizational co-innovation? Is strong engagement necessary for innovation activities? Are the different engagement antecedents linked?
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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 (September 19, 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 multi-stakeholder engagement context. The contribution of the study is the conceptualisation of proximity as a stakeholder attribute, in addition to power, legitimacy, and urgency, to help managers identify and appropriately engage with vulnerable stakeholders. Thus, we extend stakeholder typologies by incorporating proximity into the existing attribute model. The proposed model addresses the paradoxical nature of stakeholder salience and engagement theories and furthers the sustainability agenda.
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Dissertations / Theses on the topic "Stakeholder Engagement"

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Beach, Sandra. "Stakeholder engagement by governance networks : a study of stakeholder engagement by road delivery network in Queensland." Thesis, Queensland University of Technology, 2013. https://eprints.qut.edu.au/60669/1/Sandra_Beach_Thesis.pdf.

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This thesis explores how governance networks prioritise and engage with their stakeholders, by studying three exemplars of “Regional Road Group” governance networks in Queensland, Australia. In the context of managing regionally significant road works programs, stakeholder prioritisation is a complex activity which is unlikely to influence interactions with stakeholders outside of the network. However, stakeholder priority is more likely to influence stakeholder interactions within the networks themselves. Both stakeholder prioritisation and engagement are strongly influenced by the way that the networks are managed, and in particular network operating rules and continuing access to resources.
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Ritchie, H. J. "Stakeholder engagement in marine spatial planning." Thesis, Queen's University Belfast, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.546416.

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Johnson, Clair Marie. "Power and Participation: Relationships among Evaluator Identities, Evaluation Models, and Stakeholder Involvement." Thesis, Boston College, 2015. http://hdl.handle.net/2345/bc-ir:104710.

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Thesis advisor: Lauren Saenz
Stakeholder involvement is widely acknowledged to be an important aspect of program evaluation (Mertens, 2007; Greene, 2005a; Brandon, 1998). However, limited work has been done to empirically study evaluators’ practices of stakeholder involvement and ways in which stakeholder involvement is affected or guided by various factors. As evaluators interact with and place value on the input of stakeholders, social, cultural, and historical backgrounds will always be infused into the context (Mertens & Wilson, 2012; MacNeil, 2005). The field of evaluation has done little to critically examine how such contexts impact evaluators’ perceptions of stakeholders and their involvement. The present study attempts to fill these gaps, focusing specifically on the relationships among evaluator identities and characteristics, evaluation models, and stakeholder involvement. Using the frameworks of critical evaluation theory (Freeman & Vasconcelos, 2010) and a theory of capital (Bourdieu, 1986), the present study utilized a sequential explanatory mixed methods approach. A sample of 272 practicing program evaluators from the United States and Canada provided quantitative survey data, while a sample of nine evaluators provided focus group and interview data. Regression analyses and thematic content analyses were conducted. Findings from the quantitative strand included relationships between: (1) measures of individualism-collectivism and stakeholder involvement outcomes, (2) contextual evaluation variables and stakeholder involvement outcomes, (3) use of use, values or social justice branch evaluation models and stakeholder involvement outcomes, and (4) whether the evaluator identified as a person of color and the diversity of involved stakeholders. Findings from the qualitative strand demonstrated the role of dominant frameworks of evaluation serving to perpetuate systems of power. Participating evaluators revealed ways in which they feel and experience systems of power acting on them, including participation in, recognition of, and responses to oppression. The qualitative strand showed that evaluation models may be used to help recognize power dynamics, but that they are also used to reinforce existing power dynamics. Implications and recommended directions for future research are discussed
Thesis (PhD) — Boston College, 2015
Submitted to: Boston College. Lynch School of Education
Discipline: Educational Research, Measurement and Evaluation
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Sinclair, Marie-Louise. "A model for effective organisational stakeholder engagement : development and evaluation of a systematic approach to corporate-stakeholder engagement management." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/322.

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The establishment in business of concepts associated with the social bottom line (corporate social responsibility, corporate sustainability, community investment, stakeholder involvement, public participation and societal license amongst them) have focused the attention of communications academics and practitioners alike on the broad area of corporate social performance as a compelling element in the triple bottom line. Associated with this focus on corporate social performance, has been a burgeoning interest in stakeholder-related concepts of management, together with a drive to enhance the strategic value of corporate communications functions such as stakeholder engagement, community consultation and issues (social risk) management - primarily to improve corporate responsiveness.
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Bradley-Swanson, Orna Tricia. "Stakeholder Engagement Strategies for Nonprofit Organization Financial Sustainability." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7462.

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Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leader–stakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.
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Stanley, Hannah J. "Airport planning and stakeholder engagement: An international comparison." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/115246/1/115246_6351956_hannah_stanley_thesis.pdf.

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This thesis seeks to understand how the influences of privatisation and an increased expectation of transparency and engagement impact and drive airport planning and stakeholder engagement processes, particularly regarding the management of aircraft noise. Despite the economic and social significance of airports, little is known about this context. The research draws on interview, policy, and survey data from three international case study airports. A central conclusion of this thesis is that potential negative influences of private interests at airports are often minimised through deliberative engagement practices employed within airport planning processes.
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Abbott, Charon Tracy. "Conceptualising stakeholder engagement in business process management initiatives." Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/204258/8/Charon_Abbott_Thesis.pdf.

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It's widely acknowledged that the identification and engagement of stakeholders is a critical success factor for Business Process Management (BPM). Despite this, to date there has been a limited and inconsistent approach to stakeholder identification and scant attempts to holistically identify the factors which impact their engagement. This research addresses these gaps, presenting two models. The first model is a BPM stakeholder model designed to identify and enumerate all important stakeholders. The second model presents a holistic, systems-view of the factors influencing stakeholder engagement. Both models synthesises existing knowledge and provides empirical support from an in-depth case study.
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Bernardelli, Pietro <1995&gt. "Stakeholder engagement for sustainability, evidence from Chinese firms." Master's Degree Thesis, Università Ca' Foscari Venezia, 2021. http://hdl.handle.net/10579/18937.

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Stakeholder engagement is “the process used by an organisation to engage relevant stakeholders for a clear purpose to achieve agreed outcomes”. Stakeholder engagement is claimed to increase an organisation’s overall performance, to enhance the quality and durability of its environmental decisions, to build social capital, and to lead to more equitable social development. The aim of this dissertation is to analyse the main purpose, scope, actors, and methods of stakeholder engagement practices employed within the Chinese corporate context, with emphasis on their role in the realisation of social and environmental sustainability. First, a literature review of stakeholder theory and engagement, sustainability reporting, and stakeholder engagement in the Chinese context is presented. Then, GRI-based sustainability reports are used for data collection and for content analysis on how Chinese companies in the energy sector identify, manage, and engage stakeholders. The research questions are: How is stakeholder engagement structured in China, in terms of engagement level, focus and extent? Which practices and stakeholder groups stand out as most widely employed and represented and which are ignored or underrepresented? Are these practices peculiar to the Chinese context? Which trends emerge as different from previous research analysis of sustainability reports in western countries? Do these practices comply with guidelines for engagement best practice? What aspects need improvement? To address these questions the results are discussed and benchmarked against stakeholder engagement best practices, drawn from related literature, international sustainability standards, and reporting guidelines.
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Waritimi, Ekpobomene. "Stakeholder management in practice : evidence from the Nigerian oil and gas industry." Thesis, Durham University, 2012. http://etheses.dur.ac.uk/3558/.

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Stakeholder management relates to how business organisations manage their relationships not only with their market stakeholders, but also with their nonmarket stakeholders. It requires firms and business managers to identify and develop effective strategies to balance the interests of many diverse groups or constituents. This requirement has of course been judged to be impractical by those who uphold narrow traditional views about how a firm operates; and is unsupported by those who believe that asking managers to focus on the interests or concerns of groups of constituents that do not directly contribute to the economic achievements or strategic objectives of a firm, is a distraction and an attempt to derail corporate objectives. However, in spite of the criticisms levelled against the notion of stakeholder management, firms can no longer ignore the fact that there are constituents who can affect, and are affected by their business objectives. The aim of this research is to illustrate the practical implications of stakeholder management by exploring how multinational oil corporations operating in the Nigerian oil and gas industry manage their relationships with nonmarket stakeholders; such as the local communities who are affected by their operations. In order to achieve the aims of this research, a case study approach has been adopted; the case study companies include Shell Petroleum Development Company (Shell), Total Exploration and Production (Total), and the Nigerian Agip Oil Company (AGIP). Furthermore, to achieve a balanced perspective regarding the stakeholder management practices of the oil companies, the research incorporates the views of stakeholders from local communities, and those from non-governmental organisations (NGOs). A mixed methods research strategy is employed in the data collection and analysis process to achieve not just triangulation, but also to assist in the comprehension of the research findings. The research established that each of the companies being studied has employed different stakeholder management strategies in order to manage their relationships with the local communities. The strategies employed by the companies, however, appear not to address the issue of environmental impact; the concern which triggered the breakdown in the relationship between the oil companies and the local stakeholders in the first place. They have instead mostly focused on ameliorating the socio-economic issues resulting from oil exploration and production activities, in part as a consequence of pressure from the local communities themselves. Additionally, the findings indicate that the companies have employed hostile and controlling engagement strategies such as intimidation, appeasement, and manipulation, when dealing with local community stakeholders. These strategies are believed to have undermined the quality of their relationship with the local communities. The most notable consequence of these engagement practices is damaged trust amongst community members, as well as between the communities and the oil companies. The findings of this research have strong implications for stakeholder theory, as well as future research into stakeholder management practices, particularly in relation to non-contractual or nonmarket stakeholders; they also shed light on several important practical issues in business management.
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Goossens, Victoria. "Power, stakeholders and the theory of planned behaviour : understanding stakeholder engagement in an English seaside context." Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:5770.

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In destination development and planning literature much emphasis has been placed upon structural and geographical interpretations of how destinations can be viewed. There is a lack of attention to agency and stakeholder perspectives in destination development and planning. This research has sought to address this gap by focusing upon stakeholder power and engagement with tourism policy development in an English seaside context. Not only is the English seaside context important conceptually, practical connotations are also evident, particularly following the disbanding of the Regional Development Agencies in the summer of 2010 and the impact this has had on tourism organisation in Britain. The research objectives of this study focus upon compiling a conceptual framework which draws upon how power can be used in an enabling and not constraining fashion as an empowerment of people, by focusing on key concepts in stakeholder theory literature. The aim is to provide an alternative to a purely structural and geographical interpretation of the organisation of tourism policy, by focusing on agency and structure, as well as utilising the theory of planned behaviour in determining stakeholder engagement with tourism policy development. This research contributes to the stakeholder theory literature, particularly in defining the power of a stakeholder and how this can help address stakeholder engagement in tourism policy development. In addition contributions are made to the literature on English seaside tourism in utilising insights from the literature on power, structure and agency and stakeholder theory. From a methodological perspective a mixed method research approach has been adopted to add to the emerging qualitative research in the tourism literature in gaining rich contextual insights to the research problem.
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Books on the topic "Stakeholder Engagement"

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Franklin, Aimee L. Stakeholder Engagement. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2.

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Lang, Thomas. Stakeholder Engagement Analyse. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-33987-6.

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Kivits, Robbert, and Sukanlaya Sawang. The Dynamism of Stakeholder Engagement. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70428-5.

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Freeman, R. Edward, Johanna Kujala, and Sybille Sachs, eds. Stakeholder Engagement: Clinical Research Cases. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62785-4.

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Stakeholder engagement strategies for participatory mapping. Charleston, SC: National Oceanic and Atmospheric Administration, Coastal Services Center, 2009.

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1951-, Allen David Bruce, ed. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge: Cambridge University Press, 2010.

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Corporation, Futron Aviation. Improving Stakeholder Engagement in Aircraft Accident Response Planning. Washington, D.C.: Transportation Research Board, 2017. http://dx.doi.org/10.17226/24756.

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Husted, Bryan. Corporate social strategy: Stakeholder engagement and competitive advantage. Cambridge, UK: Cambridge University Press, 2011.

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Stakeholder engagement: The game changer for program management. Boca Raton: CRC Press, Taylor & Francis Group, 2015.

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Lesch, Wiebke. Gesundheitsforschung kommunizieren, Stakeholder Engagement gestalten: Grundlagen, Praxistipps und Trends. Berlin: MWV Medizinisch Wissenschaftliche Verlagsgesellschaft, 2017.

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Book chapters on the topic "Stakeholder Engagement"

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Lauesen, Linne Marie. "Engagement/Stakeholder Engagement." In Encyclopedia of Corporate Social Responsibility, 949–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_355.

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Franklin, Aimee L. "Introduction to Stakeholder Engagement." In Stakeholder Engagement, 1–17. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_1.

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Franklin, Aimee L. "Identifying Stakeholders." In Stakeholder Engagement, 19–42. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_2.

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Franklin, Aimee L. "Selecting Participation Activities." In Stakeholder Engagement, 43–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_3.

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Franklin, Aimee L. "Understanding Stakeholder Motivations." In Stakeholder Engagement, 65–96. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_4.

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Franklin, Aimee L. "Facilitating Stakeholder Participation." In Stakeholder Engagement, 97–120. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_5.

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Franklin, Aimee L. "Institutionalizing Stakeholder Engagement." In Stakeholder Engagement, 121–39. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_6.

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Franklin, Aimee L. "Stakeholder Engagement Outcomes." In Stakeholder Engagement, 141–52. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2_7.

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Khong, Lana Y. L. "Stakeholder Engagement." In Springer Texts in Education, 87–105. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-74746-0_6.

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Thomsen, Christa. "Stakeholder Engagement." In Encyclopedia of Corporate Social Responsibility, 2292–97. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_96.

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Conference papers on the topic "Stakeholder Engagement"

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Lusco, Tom, David Binkley, and Ron Ice. "Modeling for Stakeholder Engagement." In 2018 IEEE International Conference on Software Architecture Companion (ICSA-C). IEEE, 2018. http://dx.doi.org/10.1109/icsa-c.2018.00039.

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Coulentianos, Marianna J., Ilka Rodriguez-Calero, Shanna R. Daly, and Kathleen H. Sienko. "Stakeholder Engagement With Prototypes During Front-End Medical Device Design: Who Is Engaged With What Prototype?" In 2020 Design of Medical Devices Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/dmd2020-9020.

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Abstract Stakeholder engagement with prototypes during the front-end phases of medical device design can support problem identification, problem definition, and early concept generation. This study examined what prototypes were leveraged to engage specific types of stakeholders during front-end medical device design. Analysis of semi-structured interviews with 22 design practitioners in the medical device industry revealed some common associations of prototype choice for particular stakeholders. A few associations are highlighted: designers engaged users with physical three-dimensional (3D) prototypes, financial decision-makers with physical 3D and two-dimensional (2D) prototypes, government and regulatory stakeholders with 2D prototypes, and expert advisors with digital 3D prototypes. The rationale provided by practitioners revealed the intentional selection of prototype form for specific stakeholder engagements.
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Reeman, Angela, and Evelien Weller. "Social Risk Assessment as Stakeholder Engagement." In International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2012. http://dx.doi.org/10.2118/157194-ms.

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Brailsford, Sally C., Timothy Bolt, Con Connell, Jonathan H. Klein, and Brijesh Patel. "Stakeholder engagement in health care simulation." In 2009 Winter Simulation Conference - (WSC 2009). IEEE, 2009. http://dx.doi.org/10.1109/wsc.2009.5429190.

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Genter, Sabrina. "Stakeholder Engagement in the Decommissioning Process." In SPE Symposium: Decommissioning and Abandonment. Society of Petroleum Engineers, 2019. http://dx.doi.org/10.2118/199203-ms.

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Vance Lee, Ruth, and Rosemarie Kelly. "STAKEHOLDER ENGAGEMENT IN IRISH HIGHER EDUCATION INSTITUTIONS." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.0600.

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Wall, Caleb. "Managing Community Expectations through Strategic Stakeholder Engagement." In International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2012. http://dx.doi.org/10.2118/153330-ms.

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VanceLee, Ruth, and Rosemarie Kelly. "STAKEHOLDER ENGAGEMENT IN IRISH HIGHER EDUCATION INSTITUTIONS." In International Technology, Education and Development Conference. IATED, 2017. http://dx.doi.org/10.21125/inted.2017.1316.

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Vance Lee, Ruth, and Rosemarie Kelly. "HEI ENGAGEMENT WITH EXTERNAL STAKEHOLDERS: THE INFLUENCE OF STAKEHOLDER SALIENCE AND INSTITUTIONAL ISOMORPHISM." In 12th International Technology, Education and Development Conference. IATED, 2018. http://dx.doi.org/10.21125/inted.2018.1004.

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Ishida, Satoshi, and Hirotaka Haga. "Experiences and Lessons Learned from Stakeholder Engagement in Transitioning to Use of Community Energy Business Entity - In the Case of Remote Islands, Nagasaki." In 8TH SUSTAINABLE DEVELOPMENT CONFERENCE. Tomorrow People Organization, 2021. http://dx.doi.org/10.52987/sdc.2021.003.

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Abstract Five years have passed since the liberalization of retail electricity sales in Japan. Consumers are now free to choose their own power company and can make a contract with power companies that better suit their lifestyles. As a result of this liberalization, many electric power companies have come up with their own plans. In this trend, emerging community energy business entities that aim for "local production for local consumption" have recently begun to increase. This paper attempts to identify the strategies and challenges from the experience of stakeholder engagement in community energy initiatives. Stakeholder engagement in this context is a form of community engagement used to develop a viable agenda and implementation plan in line with the interests and needs of key stakeholders and constituencies. It is important to seek strategies to involve more stakeholders in decision-making when building new energy systems within a community, especially for in the development of remote island areas with rapidly declining populations. This paper focuses the case study of Nagasaki Prefecture, which has the largest number of remote island municipalities in Japan. Based on semi-structured interviews and document analysis, this research identifies the scope and engagement strategy of the community energy initiatives, and discuss lessons learned and challenges from the experience of energy stakeholder engagement. In the context of remote islands, a geographically isolated and resource-constrained area, both theoretical and practical issues are presented. This paper also presents options and outreach issues to encourage the broader range of stakeholder participation than just energy projects. Keywords: Community Energy Business Entities, Stakeholder Engagement, Community Engagement, Community Energy, Remote Islands, Nagasaki
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Reports on the topic "Stakeholder Engagement"

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Stein, Joshua S., and Olga Lavrova. Final Project Report: PV Stakeholder Engagement Initiatives. Office of Scientific and Technical Information (OSTI), October 2018. http://dx.doi.org/10.2172/1481543.

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O'Neill, Barbara, Michael Milligan, Kara Clark, and Eduard Muljadi. Transmission and Alternatives Analysis and Strategic Stakeholder Engagement. Office of Scientific and Technical Information (OSTI), November 2015. http://dx.doi.org/10.2172/1233218.

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HI-AWARE, ICIMOD. Strengthening decisions for adaptation through multi-stakeholder engagement. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2018. http://dx.doi.org/10.53055/icimod.883.

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Stein, Joshua. 2020 Q3 Project Report: PV Performance Modeling and Stakeholder Engagement. Office of Scientific and Technical Information (OSTI), August 2020. http://dx.doi.org/10.2172/1647906.

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Parker, Rani, Eric Coleman, Jacob Manyindo, Emmanuel Mukuru, and Bill Schultz. Impacts of community stakeholder engagement interventions in Ugandan oil extractives. International Initiative for Impact Evaluation (3ie), April 2019. http://dx.doi.org/10.23846/tw8ie97.

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Stein, Joshua. 2021 Q1 Project Report: PV Performance Modeling and Stakeholder Engagement. Office of Scientific and Technical Information (OSTI), February 2021. http://dx.doi.org/10.2172/1764620.

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Wain, A. Metrology Needs for Electrochemical and Electrical Biosensors: Stakeholder Engagement Report. National Physical Laboratory, June 2022. http://dx.doi.org/10.47120/npl.tqe22.

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Oliver, Sandy, Laurenz Langer, Promise Nduku, Hayley Umayam, Kate Conroy, Charlotte Maugham, Tamsin Bradley, Mukdarut Bangpan, Dylan Kneale, and Chris Roche. Engaging stakeholders with evidence and uncertainty: developing a toolkit. Centre of Excellence for Development Impact and Learning (CEDIL), September 2021. http://dx.doi.org/10.51744/cmwp4.

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CEDIL’s Methods Working Paper 4 ‘Engaging Stakeholders with Evidence and Uncertainty: Developing a Toolkit’, offers a new framework that helps choose appropriate stakeholder engagement methods while conducting research and supporting decision-making. The framework provides the foundation for a toolkit that distinguishes major differences in stakeholder engagement, illustrates pathways for choosing appropriate methods for stakeholder engagement, signposts evidence and practical tools to support stakeholder engagement, and guidance for identifying and understanding stakeholders and their relationships.
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Thorne, Sarah, Daniel Kovacs, Joseph Gailani, and Burton Suedel. Informing the community engagement framework for natural and nature-based projects : an annotated review of leading stakeholder and community engagement practices. Engineer Research and Development Center (U.S.), September 2022. http://dx.doi.org/10.21079/11681/45400.

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In its infrastructure development work, the US Army Corps of Engineers (USACE) engages and collaborates with numerous local, state, and national stakeholders. Projects incorporating innovative approaches, such as beneficial use (BU) of dredged materials and other natural and nature-based features (NNBF), are often not well-understood by stakeholders, including those at the community level. This often results in conflicts and project delays. By sponsoring the development of a Community Engagement Framework, the Dredging Operations and Environmental Research (DOER) program hopes to systematically improve how project teams design, conduct, and measure effective community engagement on infrastructure projects. The purpose of this focused Review was to assesses leading stakeholder and community engagement practices that reflect the state of practice of stakeholder engagement within USACE, and by other leading organizations in the US and internationally, to inform development of the Community Engagement Framework. While the resulting Framework will be particularly well-suited for community engagement on projects incorporating BU and other NNBF, it will be applicable to a broad range of USACE Civil Works’ initiatives where effective stakeholder engagement is critical to project success. The assessment showed the practice of stakeholder engagement has evolved significantly over the past 30 years, with much more focus today on ensuring that engagement processes are purposeful, meaningful, collaborative, and inclusive - reflecting stakeholders’ desire to participate in co-creating sustainable solutions that produce environmental, economic, and social benefits. This, and other key findings, are informing development of the Community Engagement Framework which is scalable and adaptable to a broad range of projects across the USACE missions.
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Bragg-Sitton, Shannon M., and Richard D. Boardman. Nuclear-Renewable Hybrid Energy Systems: FY17 Stakeholder Engagement and International Activities. Office of Scientific and Technical Information (OSTI), October 2017. http://dx.doi.org/10.2172/1466819.

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