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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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Coulentianos, Marianna J., Ilka Rodriguez-Calero, Shanna R. Daly, Jocelyn Burridge, and Kathleen H. Sienko. "Medical Device Design Practitioner Strategies for Prototype-Centered Front-End Design Stakeholder Engagements in Low-Resource Settings." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 957–64. http://dx.doi.org/10.1017/dsi.2019.101.
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AbstractPrototypes have the potential to provoke discussion and to encourage stakeholders to play an active role during design engagements in the front-end phases of a design process. However, detailed descriptions of stakeholder engagement strategies in front-end design are lacking. The aim of this research study was to understand how design practitioners prepare and manage stakeholders for engagements involving prototypes in the front-end phases of a medical device design process. Design practitioners at companies developing mechanical and electromechanical medical devices for use in low- and middle-income countries were interviewed following a semi-structured interview guide. Interview transcripts were analysed, and inductive codes were developed. The findings suggest that design practitioners manage the group composition of stakeholders, review the project and prototype(s) with stakeholders at the start of the engagement, and show the progress of prototypes to stakeholders over multiple engagements. These strategies shed light on the importance of handling interpersonal relationships during stakeholder engagement with prototypes.
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Shrestha, Archana, Dipesh Tamrakar, Bhawana Shrestha, Biraj Man Karmacharya, Abha Shrestha, Prajjwal Pyakurel, and Donna Spiegelman. "Stakeholder engagement in a hypertension and diabetes prevention research program: Description and lessons learned." PLOS ONE 17, no. 10 (October 20, 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 workplace settings in Nepal. Methodology We identified the stakeholders based on the 7P framework: Patients and public (clients), providers, payers, policy makers, product makers, principal investigators, and purchasers. The identified stakeholders were engaged in prioritization of the research questions, planning data collection, designing, implementing, and monitoring the intervention. Stakeholders were engaged through focus group discussions, in-depth interviews, participatory workshops, individual consultation, information sessions and representation in study team and implementation committees. Results The views of the stakeholders were synthesized in each step of the research process, from designing to interpreting the results. Stakeholder engagement helped to shape the methods and plan, and process for participant’s recruitment and data collection. In addition, it enhanced adherence to intervention, mutual learning, and smooth intervention adoption. The major challenges were the time-consuming nature of the process, language barriers, and the differences in health and food beliefs between researchers and stakeholders. Conclusion It was possible to engage and benefit from stakeholder’s engagement on the design, implementation and monitoring of a workplace-based hypertension and diabetes management research program in Nepal.
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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 (July 26, 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 stakeholder map can be used for the graphical representation of circular processes, economy, learning and impact. The framework presented in the paper is useful for enterprises which want to identify its most important stakeholders and promote sustainable engagement with its stakeholders to create value and sustain in the long run
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Seiffert-Brockmann, Jens, Wolfgang Weitzl, and Magdalena Henriks. "Stakeholder engagement through gamification." Journal of Communication Management 22, no. 1 (February 5, 2018): 67–78. http://dx.doi.org/10.1108/jcom-12-2016-0096.
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Purpose The purpose of this paper is to research the role of stakeholder motivation in the context of gamification. The authors suggest, that a player’s motivation, is a key determinant of psychological engagement and subsequently, behavioral engagement. To examine stakeholder engagement through gamification, the authors propose a research model that links gamer types, i.e. a gamer’s motivation, with engagement and potential effects beyond the gamified content. Design/methodology/approach Online survey with 90 active users of a gamified application, followed by a multiple regression analysis. Findings The findings of the study suggest that a gamer’s typology, i.e. her underlying motivation, positively influences psychological stakeholder engagement toward gamified content and indirectly behavioral stakeholder engagement toward the communication instrument (i.e. the app) itself. The findings suggest that particularly gamified content that targets a person’s need toward achievement is a key driver of behavioral engagement toward an application. Thus, gamer types seem to be a good predictor for engagement on the part of stakeholders. Research limitations/implications This research provides first empirical evidence about the effectiveness of gamification of mobile service apps and the critical role of stakeholder engagement. However, several limitations have to be noted: first, the study was conducted with only a single mobile app which targets only a specific audience and which only conveys specific types of gamified content. Second, given the small sample size and sampling approach the findings should be interpreted with care in respect to its reliability, validity and robustness. Third, as only a fraction of the variance of behavioral engagement was explained by the research, future studies should investigate additional variables that drive app usage (e.g. perceived informational value). Practical implications When talking about the role of dialogue in the process of establishing good and lasting relations between an organization and its stakeholders, the non-rational (e.g. emotions) forces of engagement are often disregarded. The human drive to play can be a powerful door opener in that process. The paper suggests that engaging in stakeholder relations through gamification might be as effective as the standard way of dialogue and two-way-symmetrical communication. Especially potential stakeholders who lack the interest and motivation for information seeking, can be attracted to the organization in such a manner. Social implications Many studies that focus on engagement in the digital realm look to Twitter, Facebook, etc. in order to study company-stakeholder relationships. Thereby, the importance of many other digital media, especially games, is neglected. However, within gamified apps, small social networks form, which are driven by other forces (such as play), than in the aforementioned. Originality/value The present study contributes to research in the area of stakeholder engagement in the following way: even though engagement is widely believed to play a vital role in the process of building stakeholder relationships, research in the field of PR focuses mainly on the behavioral aspect of engagement. The results suggest to pay more attention to psychological antecedents in order to understand what drives engagement.
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����������, T. Ponomareva, �������, and Dmitriy Gergert. "Project Stakeholder Engagement: Theoretical Approaches Review." Russian Journal of Project Management 4, no. 1 (March 17, 2015): 30–38. http://dx.doi.org/10.12737/8013.
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Recently, organizational challenges and the need to achieve sustainable
development make it more important to engage with all the necessary and
relevant participants of the economic and social processes.
Furthermore, the imperatives of sustainable development reinforce the
need to engage with stakeholders to realize specific organizational goals,
as well as to meet broader social, environmental and economic changes.
A company has many stakeholders, each with distinct types and levels of
involvement, and often with diverse and sometimes conflicting interests
and concerns. Like any other business function, stakeholder engagement
needs to be managed. Stakeholder engagement has always been crucial
to a company�s performance and recently has become an important tool
to transfer responsibility to management practice and corporate strategy.
The academic literature includes many attempts at classifying stakeholders
using various criteria and definitions. The ambiguity and the vagueness
of the stakeholder concept are discussed from the different scientific approaches.
The criticisms of stakeholder theory have already been thoroughly
analyzed and widely commented on in the scientific literature.
The stakeholder model has been constantly expanding and now includes
more than two dozen groups. However, over the years, the uncontrolled
broadening of its scope and applications, the multiplication of the numerous
stakeholder definitions, have created confusion. A strong need for clarification
and a clear delimitation of the stakeholders was thus urgently needed.
Moreover businesses should scale their stakeholder engagement strategies
relative to the risks. The company should identify and map stakeholders in
regard to all of its activities, products, services and projects
There is no one-size-fits-all approach when it comes to stakeholder engagement.
The type of relationship the private sector should try to develop with
its stakeholders, and the resources and level of effort that it should invest,
will differ according to the nature, location, and scale of the project; the
phase of its development; and the interests of the stakeholders themselves.
In this article the authors present a review of different methods and scientific
approaches to the stakeholder engagement theory and make an attempt to
establish the significance of stakeholder engagement tools and modes in
the process of project management.
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Kaur, Amanpreet, and Sumit Lodhia. "Stakeholder engagement in sustainability accounting and reporting." Accounting, Auditing & Accountability Journal 31, no. 1 (January 15, 2018): 338–68. http://dx.doi.org/10.1108/aaaj-12-2014-1901.
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Purpose The purpose of this paper is to examine how stakeholders are engaged in the sustainability accounting and reporting processes of Australian local councils. Design/methodology/approach Managerial stakeholder theory through the use of the notion of stakeholder salience provides a theoretical basis for exploring stakeholder engagement in the sustainability accounting and reporting process. Case study research was used to explore the stakeholder engagement practices of three Australian local councils. Data collection methods included interviews and document analysis. Findings The findings of this research identified the importance of stakeholder engagement in the entire sustainability accounting and reporting process, the development of strategic plans and sustainability indicators, the measurement of sustainability performance and the preparation of sustainability reports. Research limitations/implications This study, by integrating the sustainability accounting and reporting literature with the stakeholder salience concepts of power, legitimacy, urgency and proximity, illustrates the critical role of stakeholder engagement in the sustainability accounting and reporting process of three local councils. Practical implications This study has implications for public sector organisations (PSOs) and their stakeholders in relation to stakeholder engagement in sustainability accounting and reporting. The findings of this study will also be useful to corporations in understanding the importance of stakeholder engagement in sustainability accounting and reporting. Social implications The public sector is expected to be a leader in sustainability and this paper provides evidence of three councils who through their stakeholder engagement provide exemplars of useful practices that could be adopted by other entities. Originality/value Prior research in PSOs has primarily focused on the sustainability accounting and reporting process but has given limited consideration to the involvement of stakeholders. The focus on stakeholder engagement through the use of managerial stakeholder theory extends the role of stakeholders from merely being an audience for sustainability reports to an influential contributor in the sustainability accounting and reporting process.
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Kaur, Amanpreet, and Sumit K. Lodhia. "The state of disclosures on stakeholder engagement in sustainability reporting in Australian local councils." Pacific Accounting Review 26, no. 1/2 (April 8, 2014): 54–74. http://dx.doi.org/10.1108/par-07-2013-0064.
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Purpose – This study aims to examine the state and extent of disclosures on stakeholder engagement in sustainability reporting in Australian local councils. Design/methodology/approach – Content analysis was used to analyse 23 sustainability/state of environment/annual reports out of a total of 563 local councils (city, shire, district, borough and regional) in Australia for the year 2009-2010 – those found to be using stakeholder engagement in the development of sustainability reports. A stakeholder engagement index was developed on the basis of the literature review to examine the extent of disclosures on stakeholder engagement. Findings – This study identifies: the Australian local councils that are engaging with their stakeholders in the development of sustainability reports; key stakeholders for sustainability reports; extent of engagement; media and approaches used for engagement; and difficulties in the engagement process. The results suggest that stakeholder engagement is an essential component in the development of sustainability reporting as it informs reporters of material concerns, issues and aspirations of key stakeholders. Research limitations/implications – The focus of this paper is the state of disclosures on stakeholder engagement in sustainability reporting. The findings of the paper are limited to only one level of governance of the public sector, that is, local councils. Originality/value – International standards such as Global Reporting Initiative and AccountAbility (AA) 1000 have signified the role of stakeholder engagement in the development of sustainability reports. However, there has been a little research that demonstrates whether or not organisations engage with their stakeholders for reporting purposes. This paper provides evidence of stakeholder engagement in sustainability reporting in Australian local councils.
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Ardiana, Putu Agus. "Conceptualising Stakeholder Engagement in Sustainability Reporting." Jurnal Ilmiah Akuntansi dan Bisnis 17, no. 1 (January 8, 2022): 1. http://dx.doi.org/10.24843/jiab.2022.v17.i01.p01.
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A plethora of studies reveal that stakeholder engagement is critical in sustainability reporting. However, there is a paucity in the literature on how stakeholder engagement in sustainability reporting may lead to more meaningful sustainability reports. This paper aims to conceptualise the role of stakeholder engagement in producing more meaningful sustainability reports. This conceptual paper offers avenues for future empirical research. This paper contributes to the literature and the theory by shedding light on the importance of institutional work in shifting the institutional logic of stakeholder engagement in sustainability reporting from a strategic management tool to an accountability mechanism so that more meaningful sustainability reports are produced. Stakeholder engagement allows the reporting companies to become more aware of sustainability issues that are informed by their stakeholders while the engaged stakeholders also benefit from the information provided by the reporting companies on the issues, agenda, and performance related to sustainability.
Keywords: stakeholder engagement, sustainability reporting, neo-institutional theory
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Ferrero-Ferrero, Idoya, María Ángeles Fernández-Izquierdo, María Jesús Muñoz-Torres, and Lucía Bellés-Colomer. "Stakeholder engagement in sustainability reporting in higher education." International Journal of Sustainability in Higher Education 19, no. 2 (February 5, 2018): 313–36. http://dx.doi.org/10.1108/ijshe-06-2016-0116.
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Purpose The purpose of this study is to improve the understanding of stakeholder engagement in the context of sustainability reporting (SR) for higher education institutions (HEIs), together with the materiality principle and stakeholder expectations. Design/methodology/approach This research uses an exploratory approach based on content analysis, a case study and descriptive and inferential statistics. Findings Three key findings come out of this research. First, the results indicate that HEIs use diverse criteria for grouping stakeholders and that stakeholder engagement is a heterogeneous process. Second, the expectations of internal stakeholders align with the material aspects of SR. Finally, among internal stakeholders, students and academics disagree on the prioritisation of some sustainability aspects, with non-academic staff adopting an intermediate position. Practical implications This analysis improves our knowledge of stakeholder engagement in HEIs. It helps to identify the relevant impacts of stakeholder engagement, enhances the quality of reporting and encourages a real dialogue with stakeholders. Originality/value The study examines stakeholder engagement and how the materiality principle is adopted by HEIs through SR. Furthermore, it compares these results with stakeholder expectations, considering the discrepancies between stakeholders. The results open the way to future research to explore the potential conflicts and collaborations between and within stakeholders to advance towards more sustainable institutions in the higher education sector.
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Silberberg, Mina, and Viviana Martinez-Bianchi. "Community and Stakeholder Engagement." Primary Care: Clinics in Office Practice 46, no. 4 (December 2019): 587–94. http://dx.doi.org/10.1016/j.pop.2019.07.014.
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Erkul, Mehmet, Ibrahim Yitmen, and Tahir Celik. "Dynamics of stakeholder engagement in mega transport infrastructure projects." International Journal of Managing Projects in Business 13, no. 7 (July 22, 2019): 1465–95. http://dx.doi.org/10.1108/ijmpb-09-2018-0175.
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Purpose The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs). Design/methodology/approach Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package. Findings The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP. Practical implications The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective. Originality/value The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.
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Rawhouser, Hans, Michael E. Cummings, and Alfred Marcus. "Sustainability Standards and Stakeholder Engagement: Lessons From Carbon Markets." Organization & Environment 31, no. 3 (July 1, 2017): 263–82. http://dx.doi.org/10.1177/1086026617718434.
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Stakeholders play an increasingly active role in private governance, including development of standards for measuring sustainability. Building on prior studies focused on standards and stakeholder engagement, we use an innovation management theoretical lens to compare stakeholder engagement and standards developed in two carbon markets: the Climate Action Reserve and the U.N.’s Clean Development Mechanism. We develop and test hypotheses regarding how different processes of stakeholder engagement in standard development affect the number, identity, and age of stakeholders involved, as well as the variation and quality of the resulting standards. In doing so, we contribute to the growing literature on stakeholder engagement in developing sustainability standards.
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Martínez, Jenny, Catherine Verrier Piersol, Sherrie Holloway, Lauren Terhorst, and Natalie E. Leland. "Evaluating Stakeholder Engagement: Stakeholder-Centric Instrumentation Process (SCIP)." Western Journal of Nursing Research 43, no. 10 (April 24, 2021): 949–61. http://dx.doi.org/10.1177/01939459211004274.
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Evaluating engagement in a research partnership can capture the success and impact of the research team–stakeholder partnerships. This article describes the Stakeholder-Centric Instrumentation Process (SCIP), an iterative method to develop an evaluation that reflects research team–stakeholder collective values, language, and priorities. We describe our implementation of the SCIP and provide the Stakeholder-Centric Engagement Evaluation, an evaluation developed in collaboration with our advisory committee. Mean scores across three administrations of the tool remained constant. We monitored responses received from our advisory committee during each administration for changes in scores that guided refinements to our stakeholder engagement strategy. Face validity and acceptability questions showed high satisfaction for the tool’s time required to complete, ( M = 4.50, SD = 0.86), clarity ( M = 4.56, SD = 0.78), and relevance ( M = 4.67, SD = 0.49) (maximum score = 5). The SCIP methodology and the Stakeholder-Centric Engagement Tool can be used during study planning and data collection to capture research team–stakeholder collaborations that reflect stakeholder priorities.
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Kaur, Amanpreet, and Sumit K. Lodhia. "Key issues and challenges in stakeholder engagement in sustainability reporting." Pacific Accounting Review 31, no. 1 (February 4, 2019): 2–18. http://dx.doi.org/10.1108/par-11-2017-0092.
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Purpose This paper aims to explore the key issues and challenges that can affect the quality of stakeholder engagement processes and outcomes in relation to sustainability reporting. Design/methodology/approach Case study research was used to gain in-depth insights into the stakeholder engagement practices of three Australian local councils. Findings The findings of this study suggest that the effectiveness of stakeholder engagement can be undermined by certain difficulties and challenges faced by an organisation. These include limited resources, lack of commitment from internal stakeholders, political factors, heterogeneous concerns, inadequate representation and an unwillingness to engage. Research limitations/implications The study adds to the limited literature on stakeholder engagement in sustainability reporting specifically and on sustainability accounting and reporting in public sector organisations (PSOs) more generally. Practical implications This research provides practical guidance to government authorities on the challenges that need to be addressed to enable an effective stakeholder engagement process for sustainability reporting. Social implications Stakeholders have a critical role in holding organisations accountable and research into their engagement with these organisations has societal benefits. Originality/value This research while focused on the Australian context has international relevance as it provides unique insights into the stakeholder engagement process. The implications of this research apply to not just PSOs but also corporations that are grappling with the (difficult) process of effective engagement with stakeholders.
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Lin, Hongli, Yuming Zhu, Jiahe Zhou, Bingxu Mu, and Caihong Liu. "Stakeholder Engagement Behavior(s) in Sustainable Brownfield Regeneration: A Network Embeddedness Perspective." International Journal of Environmental Research and Public Health 19, no. 10 (May 16, 2022): 6029. http://dx.doi.org/10.3390/ijerph19106029.
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Brownfield regeneration (BR) is an important initiative for sustainable land development and the promotion of carbon neutrality. Insufficient stakeholder engagement is one of the main obstacles to the progress of BR. The relationship network formed through continuous interaction among stakeholders ensures the exchange and transfer of information resources. Different structural features of the relationship network may lead to differences in the engagement level of stakeholders. Therefore, based on network embeddedness theory, this study conducts an empirical analysis to explore the impact of the relationship network structure on engagement behavior, for the purpose of increasing the stakeholder engagement level. A theoretical model is developed, in which network centrality, behavioral willingness and involvement climate are selected as the dependent variables of engagement behavior. Using an effective sample of 245 stakeholders involved in BR from ten cities in China, we find that stakeholder network centrality positively affects engagement behavior. There is also a positive relationship between network centrality and behavioral willingness. The behavioral willingness plays an intermediary role between network centrality and engagement behavior, and the involvement climate has a moderating role between behavioral willingness and engagement behavior. Additionally, various strategies can be adopted to promote the engagement level of stakeholders. The findings are useful in establishing a benchmarking framework for BR stakeholder engagement.
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Jun, Hannah, and Minseok Kim. "From Stakeholder Communication to Engagement for the Sustainable Development Goals (SDGs): A Case Study of LG Electronics." Sustainability 13, no. 15 (August 2, 2021): 8624. http://dx.doi.org/10.3390/su13158624.
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While multi-stakeholder engagement is critical to achieving the Sustainable Development Goals (SDGs), there is less understanding in the literature about how the private sector can enhance such engagement at an institutional level. In this study, we examine the case of LG Electronics (LGE), one of South Korea’s most sustainable firms. This case study highlights the key strategies that LGE employed in engaging stakeholders for the SDGs, with a focus on stakeholder scope and engagement over three phases: (1) stakeholder communication; (2) stakeholder involvement; and (3) stakeholder engagement. In addition, this paper emphasizes governance mechanisms that facilitated more effective stakeholder engagement, including the company’s Corporate Sustainability Management (CSM) strategies, CSR Committee and Sustainability Management Council. These findings also highlight the usefulness of the common language provided by the SDGs in stakeholder engagement and provide practical implications for the private sector in contributing to the shared global agenda.
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Tomkiv, Yevgeniya, Astrid Liland, Deborah H. Oughton, and Brian Wynne. "Assessing Quality of Stakeholder Engagement: From Bureaucracy to Democracy." Bulletin of Science, Technology & Society 37, no. 3 (October 2017): 167–78. http://dx.doi.org/10.1177/0270467618824027.
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The idea of public or stakeholder engagement in governance of science and technology is widely accepted in many policy and academic research settings. However, this enthusiasm for stakeholder engagement has not necessarily resulted in changes of attitudes toward the role of stakeholders in the dialogue nor to the value of public knowledge, practical experience, and other inputs (like salient questions) vis-à-vis expert knowledge. The formal systems of evaluation of the stakeholder engagement activities are often focused on showing that the method is efficient and works. In this article, we argue that every stakeholder engagement process should be evaluated beyond a simple assessment of the methodology and that the wider context of the stakeholder engagement activity should also be addressed. We evaluate two different stakeholder engagement activities against the existing method evaluation criteria and demonstrate their limitations for assessing the quality of a stakeholder engagement. We argue that these criteria need to be extended so that engagement processes will have a chance to improve not only policies but also their democratic legitimacy.
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Gesell, Sabina B., Karen Potvin Klein, Jacqueline Halladay, Janet Prvu Bettger, Janet Freburger, Doyle M. Cummings, Barbara J. Lutz, et al. "Methods guiding stakeholder engagement in planning a pragmatic study on changing stroke systems of care." Journal of Clinical and Translational Science 1, no. 2 (February 27, 2017): 121–28. http://dx.doi.org/10.1017/cts.2016.26.
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Background: The Comprehensive Post-Acute Stroke Services (COMPASS) Study is one of the first large pragmatic randomized-controlled clinical trials using comparative effectiveness research methods, funded by the Patient-Centered Outcomes Research Institute. In the COMPASS Study, we compare the effectiveness of a patient-centered, transitional care intervention versus usual care for stroke patients discharged home from acute care. Outcomes include stroke patient post-discharge functional status and caregiver strain 90 days after discharge, and hospital readmissions. A central tenet of Patient-Centered Outcomes Research Institute-funded research is stakeholder engagement throughout the research process. However, evidence on how to successfully implement a pragmatic trial that changes systems of care in combination with robust stakeholder engagement is limited. This combination is not without challenges. Methods: We present our approach for broad-based stakeholder engagement in the context of a pragmatic trial with the participation of patients, caregivers, community stakeholders, including the North Carolina Stroke Care Collaborative hospital network, and policy makers. To maximize stakeholder engagement throughout the COMPASS Study, we employed a conceptual model with the following components: (1) Patient and Other Stakeholder Identification and Selection; (2) Patient and Other Stakeholder Involvement Across the Spectrum of Research Activities; (3) Dedicated Resources for Patient and Other Stakeholder Involvement; (4) Support for Patient and Other Stakeholder Engagement Through Organizational Processes; (5) Communication with Patients and Other Stakeholders; (6) Transparent Involvement Processes; (7) Tracking of Engagement; and (8) Evaluation of Engagement. Conclusion: In this paper, we describe how each component of the model is being implemented and how this approach addresses existing gaps in the literature on strategies for engaging stakeholders in meaningful and useful ways when conducting pragmatic trials.
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Kaharuddin, Sakinah Khalidah, Hamimah Adnan, and Har Einur Azrin Baharuddin. "SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT FOR PUBLIC-PRIVATE PARTNERSHIPS INFRASTRUCTURE PROJECTS." Built Environment Journal 17, no. 2 (July 15, 2020): 1. http://dx.doi.org/10.24191/bej.v17i2.8869.
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Public-Private Partnership (PPP) has been identified as a procurement method that brings the public and private sectors together to facilitate the delivery of infrastructure projects and services. PPP manages complex projects and involves multiple stakeholders. Stakeholders in the PPP project need to be properly managed to achieve the project goals, minimising risk and accommodate stakeholder interest. Stakeholder management is about the relationship between organisation and its stakeholders. Poor management of stakeholder could lead to project failure. This paper aims to identify the success factors for stakeholder management in PPP infrastructure projects in Malaysia. A qualitative methodology which involved structured interviews with expert panels in PPP was conducted to validate the stages obtained from the primary and secondary data. The findings highlighted on the four (4) stakeholder management stages which involves stakeholder analysis, stakeholder engagement, stakeholder management action plan and stakeholder management monitoring. The needs for a having a clear understanding of the role of the project among stakeholders is crucial. Good stakeholder engagement is an essential part of project stakeholders’ engagement. It also appears that the regulatory plan would be implication to contribute stakeholder management to achieve the success of PPP project. In addition, stakeholder must monitor the work on site in order to achieve project success. The success factors towards achieving a successful stakeholder management process have been identified. Improvement in these stages will lead towards better presentation and improvement of the success factors of stakeholder management process in PPP infrastructure projects in Malaysia.Keywords: Stakeholder Management; Public-Private Partnerships, Stakeholder Management stages
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Köpsel, Vera, Gabriel de Moura Kiipper, and Myron A. Peck. "Stakeholder engagement vs. social distancing—how does the Covid-19 pandemic affect participatory research in EU marine science projects?" Maritime Studies 20, no. 2 (May 14, 2021): 189–205. http://dx.doi.org/10.1007/s40152-021-00223-4.
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AbstractIn the realm of marine science, engaging with stakeholders (e.g., industry members, policy-makers, managers, NGOs) is an important method applied in many research projects. The Covid-19 pandemic has severely impacted this engagement in two ways. First, social distancing measures forbid most face-to-face participatory activities originally envisioned in projects. Second, the restrictions have caused hardships for the stakeholders being engaged by these projects. We assessed the impact of Covid-19 on stakeholder engagement activities in ongoing EU marine science projects by posing the following questions: What problems has Covid-19 caused for the workflow and outcomes of current research projects, (ii) how have scientists responsible for stakeholder engagement coped with the situation, and (iii) if alternative stakeholder activities were implemented, how have these been evaluated? Our survey was conducted nearly 2 months after the onset of Covid-19 lockdowns. It addressed researchers who engage with stakeholders in EU projects and delivers insights into the practical implications of Covid-19 for stakeholder engagement and the measures taken to tackle this challenge. The paper highlights the impacts of the pandemic on stakeholder engagement in marine science, outlines current coping strategies in different EU projects, and recommends seven practical actions to promote and maintain meaningful exchange with stakeholders in times of social distancing and lockdowns.
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Hunt, Cindy, Miranda de Saint-Rome, Carol Di Salle, Alicja Michalak, Ruth Wilcock, and Andrew Baker. "Mapping Stakeholder Perspectives on Engagement in Concussion Research to Theory." Canadian Journal of Neurological Sciences / Journal Canadien des Sciences Neurologiques 47, no. 2 (January 22, 2020): 202–9. http://dx.doi.org/10.1017/cjn.2019.324.
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ABSTRACT:Background:Involving stakeholders has been acknowledged as a way to improve quality and relevance in health research. The mechanisms that support effective research engagement with stakeholders have not been studied in the area of concussion. Concussion is a large public health concern worldwide with billions of dollars spent on health care services and research with improvements in care and service delivery not moving forward as quickly as desired. Enabling effective stakeholder engagement could improve concussion research and care.Objective:The aim of the study was to identify potential benefits, challenges, and motivators to engaging in research by gathering the perspectives of adults with lived experience of concussion.Methods:A thematic analysis of qualitative responses collected from a convenience sample attending a provincial brain injury conference (n = 60) was undertaken using open coding followed by axial coding.Results:Four themes regarding benefits to engagement emerged: first-hand account, meaningful recovery, research relevance, and better understanding of gaps. Three forces inhibited engagement: environmental barriers, injury-related constraints, and personal deterrents. Four enablers supported engagement: focus on positive impact, build connections, create a supportive environment, and provide financial assistance.Conclusions:Understanding stakeholder’s perspectives on research engagement is an important issue that may serve to improve research quality. There may be unique nuances at play with injury-specific stakeholders that require researchers to consider a balance between reducing inhibitors while supporting enablers. These findings are preliminary and limited. Nevertheless, they provide needed insight and guidance for ongoing investigation regarding improvement of stakeholder engagement in concussion research.
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Azrin Baharuddin, Har Einur, Noor Akmal Adillah Ismail, Hamimah Adnan, Wan Norizan Wan Ismail, and Imelda Piri. "Cross case analysis on internal early preparation of stakeholder engagement for infrastructure projects." IOP Conference Series: Earth and Environmental Science 1067, no. 1 (October 1, 2022): 012072. http://dx.doi.org/10.1088/1755-1315/1067/1/012072.
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Abstract Characterised as uncertain, complex, politically-sensitive, and extensive in nature define a mega infrastructure project which counting multiple stakeholders with various interest. Common problems during construction on stakeholder conflict were due to project stakeholders have different interests. Such problems are reworks, disagreements, cost overruns, lack of communication. As the project getting complex and massive, the importance of stakeholder engagement element in project management process is undeniable. The stakeholders in infrastructure project must be efficiently engaged and need earlier involvement during the pre-construction phase either direct or indirectly. This paper aims to recommend improvement to the initial process in stakeholder engagement in infrastructure which involved the internal preparation of engaging the stakeholder before later stage of consultation take place. Two case studies across New Zealand and Malaysia applies through a comparative qualitative analysis and observations. This research obtained information from project documentation and interviews. Such documents are engagement reports, public engagement report and project documentation. The result from the comparative analysis shows the attributes obtained from two case studies during the initial early preparation process of large/mega infrastructure projects. Lesson learnt derived from these two case studies will adding on the improvement to the stakeholder engagement process for an infrastructure project. The findings provide insight into how the factors of engaging stakeholders and public early and closely, improve transparency of information, and understanding of the design concept would help in improving international early preparation of stakeholder in both projects. The paper provides a point of reference for project owner and project team to assist them in emerging best practices of stakeholder engagement in major infrastructure construction projects.
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Salvioni, Daniela, and Alex Almici. "Circular Economy and Stakeholder Engagement Strategy." Symphonya. Emerging Issues in Management, no. 1 (2020): 26. http://dx.doi.org/10.4468/2020.1.03salvioni.almici.
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The transition from the linear economy to the circular one is an epochal challenge for firms. It requires rethinking of the ways to create value according to circular business models. In this context, adoption of a stakeholder engagement strategy based on principles such as involvement, dialogue, and effective fulfillment of stakeholders’ expectations is becoming increasingly relevant. This study analyzes the role of stakeholder engagement with respect to the success of circular business models by identifying the main factors that deserve attention in order to ensure an effective shift toward the circular economy.
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Muthiah, Falah. "Peran Social Networking Sites dalam meningkatkan Stakeholder Engagement: A Literature Review." JURNAL LENSA MUTIARA KOMUNIKASI 5, no. 2 (December 24, 2021): 86–104. http://dx.doi.org/10.51544/jlmk.v5i2.2161.
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The role of Social Networking Sites in ongoing communication becomes easier, especially to build stakeholder management and stakeholder engagement, provide information, and monitor information to manage the image and reputation of the company. This literature review aims to explore the role of Social Networking Sites in increasing stakeholder engagement. This research method is a literature review that uses journal reference sources sorted by the role of Social Network Sites in increasing Stakeholder Engagement. The results show that Social Network Sites on the platforms Facebook, Instagram, Twitter, and Youtube are tools to increase engagement with internal and external stakeholders to create relationships and improve the company's image and reputation. Social Network Sites play a role in building connections, relational relationships between customers, assessing the matrix for stakeholders, assessing company performance, assessing stakeholder participation, assessing marketing strategies, building relationship relationships, and forming customer loyalty. Online activities carried out by stakeholders are related to the image of the company's reputation, so that digital public relations and corporate communications must adequately manage it.
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Geysmans, R., N. Zeleznik, B. Abelshausen, T. Duranova, C. Schieber, T. Schneider, P. Crouail, C. Turcanu, L. Liutsko, and M. C. Cantone. "Broadening and strengthening stakeholder engagement in emergency preparedness, response and recovery." Radioprotection 55 (May 2020): S219—S225. http://dx.doi.org/10.1051/radiopro/2020037.
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This article discusses stakeholder engagement in the field of nuclear and radiological emergency preparedness, response, and recovery (EPR & R). It argues that stakeholder engagement in this field could be broadened – in terms of stakeholders and forms of engagement, and strengthened – in terms of sustainability and impact. Four different dimensions are identified and presented along which this process of broadening and strengthening can occur: (1) the underlying rationales of engagement, (2) top-down and bottom-up engagement, (3) formal and informal engagement, and (4) radiological protection culture. Based on the analysis of these dimensions, a reflection on power and non-participation is provided, and recommendations on stakeholder engagement are formulated.
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Duncan, Andrea, Vicky Stergiopoulos, Katie N. Dainty, Walter P. Wodchis, and Maritt Kirst. "Community mental health funding, stakeholder engagement and outcomes: a realist synthesis." BMJ Open 13, no. 2 (February 2023): e063994. http://dx.doi.org/10.1136/bmjopen-2022-063994.
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Mental health services continues to be a high priority for healthcare and social service systems. Funding structures within community mental health settings have shown to impact service providers’ behaviour and practices. Additionally, stakeholder engagement is suggested as an important mechanism to achieving the intended goals. However, the literature on community mental health funding reform and associated outcomes is inconsistent and there are no consistent best practices for stakeholder engagement in such efforts.ObjectivesThis study sought to understand how stakeholder engagement impacts outcomes when there is a change in public funding within community mental health settings.DesignA realist synthesis approach was used to address the research question to fully understand the role of stakeholder engagement as a mechanism in achieving outcomes (system and service user) in the context of community mental health service reform. An iterative process was used to identify programme theories and context–mechanism–outcome configurations within the literature.ResultsFindings highlight that in the absence of stakeholder engagement, funding changes may lead to negative outcomes. When stakeholders were engaged in some form, funding changes were more often associated with positive outcomes. Stakeholder engagement is multifaceted and requires considerable time and investment to support achieving intended outcomes when funding changes are implemented.ConclusionsTo support successful transformation of community mental health programmes, it is important that stakeholders are meaningfully engaged during funding allocation changes. Stakeholder engagement may entail connecting around a shared purpose, individual participation and meaningful interactions and dialogue.
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Wayne Gould, Robert. "Open Innovation and Stakeholder Engagement." Journal of technology management & innovation 7, no. 3 (October 2012): 1–11. http://dx.doi.org/10.4067/s0718-27242012000300001.
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Lawrence, Anne T. "The Drivers of Stakeholder Engagement." Journal of Corporate Citizenship 2002, no. 6 (June 1, 2002): 71–85. http://dx.doi.org/10.9774/gleaf.4700.2002.su.00008.
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Wiesmeth, Hans. "Stakeholder engagement for environmental innovations." Journal of Business Research 119 (October 2020): 310–20. http://dx.doi.org/10.1016/j.jbusres.2018.12.054.
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Bonsón Ponte, Enrique, Elena Carvajal-Trujillo, and Tomás Escobar-Rodríguez. "Corporate Facebook and stakeholder engagement." Kybernetes 44, no. 5 (May 5, 2015): 771–87. http://dx.doi.org/10.1108/k-07-2014-0136.
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Purpose – The purpose of this paper is to provide an initial assessment of corporate Facebook use by Spanish hotel chains. Two aspects are considered: communication activity and stakeholder engagement through this social media platform. Design/methodology/approach – Based on a content analysis, data on 109 Spanish hotel chains are collected to describe current practices and identify significant relationships among different variables. Findings – The main findings include that their Facebook presence, audiences and levels of activity are positively related to hotel size, while stakeholder engagement is higher in small hotel chains and seems to be influenced by content and media types. Originality/value – This research contributes to previous research by providing an assessment of corporate Facebook in the hospitality industry (Spanish hotel chains). The paper considers two aspects: communication activity and stakeholder engagement through this social media platform.
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Hughes, Andrew, and Stephen Dann. "Political marketing and stakeholder engagement." Marketing Theory 9, no. 2 (June 2009): 243–56. http://dx.doi.org/10.1177/1470593109103070.
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Foo, Loke-Min, Darinka Asenova, Stephen Bailey, and John Hood. "Stakeholder Engagement and Compliance Culture." Public Management Review 13, no. 5 (June 2011): 707–29. http://dx.doi.org/10.1080/14719037.2010.532961.
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Wang, XiaoHu, Christopher Hawkins, and Evan Berman. "Financing Sustainability and Stakeholder Engagement." Urban Affairs Review 50, no. 6 (February 12, 2014): 806–34. http://dx.doi.org/10.1177/1078087414522388.
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Blok, V., L. Hoffmans, and E. F. M. Wubben. "Stakeholder engagement for responsible innovation in the private sector: critical issues and management practices." Journal on Chain and Network Science 15, no. 2 (December 7, 2015): 147–64. http://dx.doi.org/10.3920/jcns2015.x003.
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Although both EU policy makers and researchers acknowledge that public or stakeholder engagement is important for responsible innovation (RI), empirical evidence in this field is still scarce. In this article, we explore to what extent companies with a disposition to innovate in a more responsible way are moving towards the ideal of mutual responsiveness among stakeholders, as it is presented in the RI literature. Based on interviews with companies and non-economic stakeholders in the Dutch Food industry, it can be concluded that innovative food companies are still far from implementing the ideal of mutual responsiveness in a significant way. The tension between the call for the active involvement of stakeholders in the literature and actual stakeholder engagement practices is explained by identifying a number of critical issues regarding stakeholder engagement, which are specific to actors involved in RI in the private sector. Finally, management practices designed to deal with these critical issues regarding stakeholder engagement are identified.
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Ng, Russell. "The Relationship Between Stakeholders and Corporate Reputation in the Education Industry." Journal of Digital Marketing and Communication 1, no. 1 (December 2, 2021): 13–18. http://dx.doi.org/10.53623/jdmc.v1i1.43.
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This paper analyses the relationship between Stakeholders and Corporate Reputation in the Education Industry. Through the qualitative research methodology of surveys, responses from stakeholders of different levels in the education industry has been analysed. More specifically, the areas of corporate reputation analysed were stakeholders’ management, stakeholder communication, Integrating Stakeholder Management and Communication to become Stakeholder Engagement, corporate reputation, image and identity and reputation and trust. From the analysed survey, it was found that engagement through actions of the organisations towards its stakeholders creates value and trust as two-way symmetrical communication for greater decision making.
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Ray, Kristin N., and Elizabeth Miller. "Strengthening stakeholder-engaged research and research on stakeholder engagement." Journal of Comparative Effectiveness Research 6, no. 4 (June 2017): 375–89. http://dx.doi.org/10.2217/cer-2016-0096.
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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 (June 19, 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 value through the discursive accommodation of diverging stakeholder value perspectives. The outcomes of such a discursive value-sharing process range from stakeholder value dissensus to low (agreement to disagree) and increasing levels of stakeholder value congruence (value compromise) to stakeholder value consensus (shared values). Hence, this article contributes to the emerging literature on integrative stakeholder engagement by conceptualizing a procedural framework that is neither overly oriented towards dissensus nor consensus.
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Boesso, Giacomo, and Kamalesh Kumar. "Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities." Management Decision 54, no. 4 (May 16, 2016): 815–31. http://dx.doi.org/10.1108/md-06-2015-0245.
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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.
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Shabangu, Pay, Corné Meintjes, and Siphelo Ngcwangu. "A purposeful multi-stakeholder learning dialogue (PMSLD) approach to mitigate high-conflict collective bargaining." Communicare: Journal for Communication Studies in Africa 41, no. 2 (December 15, 2022): 118–34. http://dx.doi.org/10.36615/jcsa.v41i2.1390.
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Strikes and labour issues have caused havoc both locally and globally over the last decade. Social dialogue in the form of collective bargaining has not been successful in addressing these issues as labour conflict persists, highlighting the need for improved multi-stakeholder engagement. This paper explores stakeholder engagement from the perspective of collective bargaining in the context of the South African Local Government Bargaining Council (SALGBC). Using an interpretivist paradigm, the research used exploratory, descriptive, and qualitative research to uncover a misalignment between what the SALGBC envisions stakeholder engagement to be and how it is experienced by the relevant parties. Stakeholders in the SALGBC perceive the employer's engagement as conducted in bad faith, coercive, lacking consultation, and accepting industrial action as engagement. To address these, a purposeful multi-stakeholder learning dialogue (PMSLD) is proposed, that blends dialogic communication and dialogic orientation with stakeholders who are receptive, reciprocal and valued for their social roles.
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Meissner, Paul, Linda B. Cottler, Milton “Mickey” Eder, and J. Lloyd Michener. "Engagement science: The core of dissemination, implementation, and translational research science." Journal of Clinical and Translational Science 4, no. 3 (January 20, 2020): 216–18. http://dx.doi.org/10.1017/cts.2020.8.
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AbstractStakeholder engagement is acknowledged as central to dissemination and implementation (D&I) of research that generates and answers new clinical and health service research questions. There is both benefit and risk in conducting stakeholder engagement. Done wrong, it can damage trust and adversely impact study results, outcomes, and reputations. Done correctly with sensitivity, inclusion, and respect, it can significantly facilitate improvements in research prioritization, communication, design, recruitment strategies, and ultimately provide results useful to improve population and individual health. There is a recognized science of stakeholder engagement, but a general lack of knowledge that matches its strategies and approaches to particular populations of interest based on history and characteristics. This article reviews stakeholder engagement, provides several examples of its application across the range of translational research, and recommends that Clinical Translational Science Awards, with their unique geographical, systems, and historical characteristics, actively participate in deepening our understanding of stakeholder engagement science and methods within implementation and dissemination research. These recommendations include (a) development of an inventory of successful stakeholder engagement strategies; (b) coordination and intentionally testing a variety of stakeholder engagement strategies; (c) tool kit development; and (d) identification of fundamental motivators and logic models for stakeholder engagement to help align stakeholders and researchers.