Relevant bibliographies by topics / Stakeholder Management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Stakeholder Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 27 July 2024

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Journal articles on the topic "Stakeholder Management"

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Amadi, Chika, Patricia Carrillo, and Martin Tuuli. "Stakeholder management in PPP projects: external stakeholders’ perspective." Built Environment Project and Asset Management 8, no. 4 (September 10, 2018): 403–14. http://dx.doi.org/10.1108/bepam-02-2018-0048.

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Purpose This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders. Design/methodology/approach Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research. Findings Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders. Originality/value External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.
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Arindita, Ruvira, Muchammad Nasucha, Nursalsa Arifah, and Shafiyya Lubna. "Impression Management Komunitas Daring." Jurnal Komunikasi Global 10, no. 1 (June 30, 2021): 54–76. http://dx.doi.org/10.24815/jkg.v10i1.19934.

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Beragam tantangan yang dihadapi ibu masa kini membuat keberadaan komunitas mendapat sambutan hangat. Halo Ibu sebagai komunitas berbasis media daring hadir sebagai tempat bagi ibu saling berbagi dan mendukung. Dalam menjaga eksistensinya, komunitas membutuhkan hubungan baik dengan stakeholder. Penelitian kualitatif deskriptif ini bertujuan mengetahui impression management yang dilakukan komunitas dalam membangun hubungan dengan stakeholder. Konsep utama yang digunakan adalah impression management, stakeholder relations theory, dan komunitas. Metode pengumpulan data dilakukan melalui in-depth interview dengan pendiri dan anggota komunitas. Penelitian ini menemukan bahwa panggung depan terjadi di Instagram, website, Youtube dan Grup WhatsApp, sementara panggung belakang terjadi saat rapat komunitas. Stakeholder komunitas terbagi menjadi stakeholder utama (ibu) dan stakeholder pendukung (brand, komunitas lain serta selebriti). Strategi impression management dilakukan berbeda untuk kedua stakeholder. Kepada stakeholder utama diterapkan strategi ingratiation, exemplification serta self-supplication. Kemudian strategi self promotion dan exemplification dilakukan pada stakeholder pendukung. Penelitian menyimpulkan bahwa ibu menjadi stakeholder yang paling diprioritaskan dalam upaya impression management. Keberadaan anggota komunitas yang aktif dan suportif menjadi kunci untuk menarik stakeholder pendukung agar bekerja sama. Given modern mothers’s challenges, the existence of community is warmly welcomed. Halo Ibu as online media-based community is there to be place for mothers to share and support each other. In order to exist and thrive community requires good support from stakeholders. Thus, the purpose of this qualitative descriptive research is to acquire the impression management of daring community to build relations with stakeholders. The main concepts used are impression management, stakeholder relations theory and community. Data gathering method used is observasion and in-depth interview with the pendiri and member of community. The results show that front stage of community are community’s onlie media: Instagram, Website, YouTube and WhatsApp Group, while back stage is community’s meeting session. Two stakeholders for community are as follows: main stakeholder (mothers) and supportive stakeholder (brands/sponsors, other community and public figure). Halo Ibu uses different strategy to build and maintain relation with respective stakeholders. With mothers: ingratiation, exemplification and self-supplication. Meanwhile, with supportive stakeholders: self-promotion and exemplification. This research concludes that mothers being the most prioritized stakeholder on impression management because the existence of active and supportive community members is the key to attract supportive stakeholders to work together.
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Яковлева, Анна, and Anna Yakovleva. "Stakeholder Management in Collaborative Research Projects." Scientific Research and Development. Russian Journal of Project Management 6, no. 4 (December 26, 2017): 27–35. http://dx.doi.org/10.12737/article_5a32732818bc49.77688800.

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Mechanisms of collaborative project and programme stakeholder management by the example of technological platform “Intellectual energy system” (a tool of state innovation policy) are analyzed. During the research the aspects of collaborative projects stakeholder management, including stakeholder’s diversity, contradictory expectations, geographic fragmentation are considered. Using the open data source, the lack of collaborative project stakeholder management system in Project/Programme of technological platform “Intellectual energy system” development was diagnosed. There is the necessity of revealing to European experience in technological platform collaborative projects implementation, as far as this phenomenon is successfully adopted abroad and facilitates creation of benefits to the diverse number of its stakeholders.
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Mitchell, Ronald K., Harry J. Van Buren, Michelle Greenwood, and R. Edward Freeman. "Stakeholder Inclusion and Accounting for Stakeholders." Journal of Management Studies 52, no. 7 (October 1, 2015): 851–77. http://dx.doi.org/10.1111/joms.12151.

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Rankinen, Juha-Antti, Sara Lakkala, Harri Haapasalo, and Sari Hirvonen-Kantola. "Stakeholder management in PED projects: challenges and management model." International Journal of Sustainable Energy Planning and Management 34 (May 25, 2022): 91–106. http://dx.doi.org/10.54337/ijsepm.6979.

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The importance of stakeholder analysis and stakeholder management is magnified as project complexity increases. Complex projects can be characterized by uncertainties arising from emerging technologies and the involvement of various types of stakeholders and their interests. Positive Energy District (PED) projects are an example of such undertaking, coupling novel energy solutions with distinct stakeholders and their diverse positions, claims, and requirements pertaining to the project. In this study, our objective is to provide a stakeholder management framework for future PED projects. The qualitative case study follows the theory elaboration methodology and aims to formulate a conceptual stakeholder management framework for PED projects. Thus, our contribution focuses on expanding the domain of project stakeholder management by characterizing and validating it in a new, time-relevant project context.
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Fassin, Yves. "Stakeholder Management, Reciprocity and Stakeholder Responsibility." Journal of Business Ethics 109, no. 1 (June 27, 2012): 83–96. http://dx.doi.org/10.1007/s10551-012-1381-8.

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

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

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In the construction industry, stakeholder management is essential for project success because it entailslocating, evaluating, and proactively interactingwith people or organizations that have the potential to have a substantial impact on project. Due to the involvement of multiple parties, including clients, contractors, subcontractors, regulatory bodies, local communities, and environmental organizations, the construction business is intrinsically complicated. Achieving project objectives, minimizing conflicts, and addressing a variety of interests all depend on effective stakeholder management. In this research, the various challenges faced by the stakeholders are identified. Alongside, the current practices followed by the stakeholders in the construction projects are explored. Based on that, the factors affecting stakeholders’ management on project performance are investigated. This research aims at identifying the most critical factors affecting the stakeholder’s performance across project success through a conceptual framework. This paper explains the direct impact made in project cycle due to stakeholder performance and major problems faced by the construction industries due to improper allocation of stakeholders. A review of earlier stakeholder management research is conducted to accomplish this goal. Keywords: Construction, stakeholders, performance, framework
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Mendis, Kalindu, Menaha Thayaparan, Yamuna Kaluarachchi, and Bingunath Ingirige. "Effective Stakeholder Management for Inclusive Post-Flood Management: Sri Lanka as a Case Study." Water 16, no. 10 (May 17, 2024): 1429. http://dx.doi.org/10.3390/w16101429.

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This study aimed to examine post-flood management, with a particular focus on enhancing the inclusivity of marginalised communities through stakeholder analysis. This study was based on an interpretivist mixed method approach, under which 30 semi-structured stakeholder interviews were conducted. Interest versus power versus actual engagement matrix, social network analysis, and thematic analysis techniques were employed under the stakeholder analysis tool to analyse the collected data. The findings highlight the lack of clearly defined responsibilities among key stakeholders. Marginalised communities and community-based organisations have a high level of interests but a low level of power in decision making, resulting in weak engagement and the exclusion of their perceptions. This lack of collaboration and coordination among stakeholders has made marginalised communities more vulnerable in post-flood situations, as their interests are not defended. The findings emphasise the importance of conducting stakeholder analysis in the decision-making process to enhance stakeholder engagement and interaction, as well as promote inclusivity of marginalised communities in the post-flood recovery efforts of the government. Finally, this study recommends developing strategies to improve collaboration among stakeholders, fostering inclusiveness and customising these strategies according to the different types of stakeholders identified through stakeholder analysis.
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Johansen, Agnar, Petter Eik-Andresen, and Anandasivakumar Ekambaram. "Stakeholder Benefit Assessment – Project Success through Management of Stakeholders." Procedia - Social and Behavioral Sciences 119 (March 2014): 581–90. http://dx.doi.org/10.1016/j.sbspro.2014.03.065.

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Dissertations / Theses on the topic "Stakeholder Management"

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McCandless, Kaisa M. "Beyond the stakeholder paradox : to meaningful consultation with community stakeholders." Thesis, McGill University, 2002. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=79788.

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This thesis argues that the stakeholder paradox (Goodpaster, 1991) has hindered the achievement of meaningful consultation processes because it perpetuates a management-centered discourse of stakeholder engagement aimed at producing stakeholder consent and legitimating organizational action. In order to advance beyond the use of stakeholder consultation as a sophisticated public relations tool, and instrument of organizational power and persuasion, it must be treated as a series of activities (discussion, deliberation and decision making) linked together through the common modality of negotiative communication.
An analysis of practice guidelines, protocols and key informant interviews using a critical organizational communication approach evaluates the extent to which contemporary instances of consultation practice account for the specificity of stakeholder context, address power and capacity gaps between consulting organizations, and enables all stakeholders to engage in a negotiative dialogue that has a direct influence upon the decision-making process of a project. This thesis argues that operationalizing tenets of a critical communication framework within consultation practice has the potential to produce the conditions for conducting a meaningful consultation with community stakeholders.
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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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Smit, Brand. "A stakeholder management model for project management." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95663.

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Thesis (MBA)--Stellenbosch University, 2012.
In project management, stakeholders are key to ensuring the success of a project. However, research has found that not enough attention is given to the needs and influence of stakeholders. In the search of a holistic approach to stakeholder management, very few recommendations could be found in literature. The purpose of this research is to search for key elements in literature that can be used in the development of a generic model that guides the user in the process of stakeholder management in projects. Through the investigation of peer reviewed journal articles, a model was developed that can be used to manage a project’s stakeholders. A six-step model was developed, encompassing the identification, analysis, prioritisation, engagement, communication and review of stakeholder. The review step in the process is not a step that is performed in isolation, but is rather a review of the five previous steps. The review of stakeholders will be conducted when the project enters a new phase, at specific intervals or when a trigger event occurs. It is the finding of this investigation that enough research has been conducted within the stakeholder milieu to compile a holistic, generic stakeholder management model.
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Смоленніков, Денис Олегович, Денис Олегович Смоленников, Denys Olehovych Smolennikov, and D. Pavlenko. "Stakeholder approach to project management." Thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81003.

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Матеріал присвячено питанням групування потенційно зацікавлених сторін проекту.
Материал посвящен вопросам группировки потенциально заинтересованных сторон проекта.
The material is devoted to the grouping of potential stakeholders of the project.
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Del, Rosario Vilma, and Kar Han Goh. "Community Stakeholder Management in Wind Energy Development Projects : A planning approach." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1505.

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There often exist hard-to-identify or unforeseen external parties that emerge as indirect stakeholders of a project who can significantly influence its execution and outcome. The broader stakeholder landscape in both theory and practice recognizes the local community including other interest groups of a project site as such key stakeholders. However recent cases have revealed shortcomings in managing this category of stakeholders, leading to authoritative rejection of development permit applications and strong local opposition that consequently increase costs and delay to the project. There is indication that a weak community stakeholder management process in the planning stages can cause problems to the project, or worse, in some cases lead to project failure and abandonment by the developer. Wind energy development projects are not exempted from this condition and are possibly even more prone as they involve the erection of tall wind turbines across wide-open landscapes that are deemed controversial and unacceptable to a wider population. Endorsed by the persuasive rationale for wind energy especially in view of the environment and sustainable development, a more comprehensive and effective guidance for community stakeholder management in the planning stage is required to mitigate, if not eliminate, potential issues that can hinder the successful implementation of wind energy development projects. Hence this thesis primarily seeks to answer the research question of: “How should community stakeholders of wind energy development projects be managed in the planning stage prior to permit application?”.

Using a qualitative approach to research through interviews with several industry practitioners and reviewing secondary data of industry best practices, policies, literature and case studies, 16 community stakeholder management key conclusion points could be made from research data collected. These points are individually important while in aggregate form a broad and novel framework that serves to further raise the awareness and readiness of wind energy development project managers in their community stakeholder management initiatives. A baseline list of community stakeholders and their common concerns were identified, together with suggested approaches to identify community stakeholders in each project. Community consultation is key to the process and engaging the community as widely and early as possible is recommended. Furthermore, key principles and an array of common methods for community stakeholder management in the planning stages of the project are presented, while acknowledging that not all stakeholders can be satisfied at each instance. Ultimately these findings were consolidated in a community consultation checklist that serves as a more systematic and practical tool in guiding project managers in their community stakeholder management initiatives during planning.

The research findings herewith contribute valuable insights to the existing body of knowledge in this area and also provide enhanced practical guidance to project managers in achieving successful community stakeholder management during planning, facilitating higher acceptance for the proposal, carrying out a more efficient and effective planning process and improving the likelihood for project approval from both authoritative and judiciary standpoints.

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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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Gerum, Johanna K. "Stakeholder-Management bei Projektentwicklungsunternehmen im Bauwesen /." Zürich : ETH, 2008. http://e-collection.ethbib.ethz.ch/show?type=diss&nr=18039.

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Adams, Deidre. "Stakeholder management in university fundraising projects." Master's thesis, Faculty of Engineering and the Built Environment, 2019. http://hdl.handle.net/11427/31146.

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The systematic, downward trend in state funding support to public higher education has resulted in many higher education institutions undertaking large-scale, coordinated fundraising projects or capital campaigns in order to increase third stream income. There is a dearth of research which explores stakeholder management – one of the key knowledge areas in project management – in the public higher education fundraising environment. This research study set out to identify the issues which need to be considered when developing a stakeholder management strategy for fundraising projects at a South African public higher education institution. A qualitative, case study approach was adopted, with semi-structured interviews used to obtain the data. Thematic analysis was used for identifying and analysing patterns or themes within data. The University of Cape Town (UCT) was selected as the case. The research identified that there are a number and variety of stakeholders in the UCT fundraising environment. This could give rise to project complexity affecting the stakeholder landscape. The research highlighted there was a main focus on internal stakeholders, as well as certain external stakeholders necessary for providing third stream income to the university. Some of the strategies used to manage stakeholders were also those identified as critical success factors for effective stakeholder management. The research highlighted the importance of relationship management and stewardship as stakeholder management strategies, which supports the normative approach of stakeholder management. The study found that internal stakeholders possibly cause uncertainty in projects, and hence stakeholder management strategies could mitigate against the possible negative effects.
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Bothén, Niklas, Erik Brantås, and Carl Johan Stening. "Who Matters?! : External stakeholder analysis in projects." Thesis, Uppsala University, Department of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-127099.

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Stakeholder management is a topic that has received increased attention in later years. Researchers have tried to answer the question of which stakeholders that really matters to organizations and developed ways for identifying and prioritizing among stakeholders. This thesis fills a void in academia by looking exclusively on external stakeholders in large and complex projects such as the construction of power plants. The thesis investigates the approach towards external stakeholders as well as the process of identifying and prioritizing external stakeholders in this specific setting. By using attributes identified in earlier research, a theoretical framework was created that was used to investigate two of Sweden’s largest companies through a qualitative case study. The thesis describe how stakeholder identification and prioritization occurs in the different case companies and ultimately contribute with a new model that can be used by managers to prioritize among external stakeholder in organizational projects.

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Johansson, Peter. "Quality management and sustainability : exploring stakeholder orientation." Licentiate thesis, Luleå : Luleå University of Technology, 2007. http://epubl.ltu.se/1402-1757/2007/01/.

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Books on the topic "Stakeholder Management"

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Chinyio, Ezekiel, and Paul Olomolaiye, eds. Construction Stakeholder Management. Oxford, UK: Wiley-Blackwell, 2009. http://dx.doi.org/10.1002/9781444315349.

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Chinyio, E. Construction stakeholder management. Chichester, U.K: Wiley-Blackwell, 2010.

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1963-, Jepsen Anna Lund, ed. Project stakeholder management. Burlington, VT: Gower, 2012.

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E, Chinyio, and Olomolaiye Paul O, eds. Construction stakeholder management. Chichester, West Sussex, U.K: Blackwell, 2010.

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Huber, Margit, and Martina Pallas, eds. Customising Stakeholder Management Strategies. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/3-540-31319-2.

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Principles of stakeholder management. Toronto: Clarkson Centre for Business Ethics, Joseph L. Rotman School of Management, University of Toronto, 1999.

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1970-, Kelly Gavin, Kelly Dominic 1965-, and Gamble Andrew, eds. Stakeholder capitalism. Houndmills, Basingstoke [England]: Macmillan Press, 1997.

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Nicolescu, Ovidiu, and Ciprian Nicolescu. Stakeholder Management and Social Responsibility. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003217701.

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Baur, Michael, Jan Kantowsky, and Axel Schulte, eds. Stakeholder Management in der Restrukturierung. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-05001-6.

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Baur, Michael, Jan Kantowsky, and Axel Schulte, eds. Stakeholder Management in der Restrukturierung. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4157-2.

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Book chapters on the topic "Stakeholder Management"

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Russell-Walling, Edward. "Stakeholder." In 50 Schlüsselideen Management, 160–63. Heidelberg: Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_41.

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Siller, Helmut. "Stakeholder-Management." In Handbuch Polizeimanagement, 1019–34. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-08926-9_44.

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Whitaker, Sean. "Stakeholder Management." In Pass the PMP® Exam, 445–74. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-2074-0_11.

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Becker, Markus, and David Bendig. "Stakeholder Management." In Encyclopedia of Sustainable Management, 3111–16. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_34.

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Treder, Martin. "Stakeholder-Management." In Das Management-Handbuch für Chief Data Officer, 243–76. Berkeley, CA: Apress, 2023. http://dx.doi.org/10.1007/978-1-4842-9346-1_14.

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Cordell, Andrea, and Ian Thompson. "Stakeholder management." In The Category Management Handbook, 19–21. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351239585-6.

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Zwikael, Ofer, and John R. Smyrk. "Stakeholder Management." In Project Management, 85–102. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03174-9_5.

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Ochieng, Edward, Andrew Price, and David Moore. "Stakeholder Management." In Management of Global Construction Projects, 40–66. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-32910-3_3.

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Hentze, Joachim, and Björn Thies. "Stakeholder-Management." In Stakeholder-Management und Nachhaltigkeits-Reporting, 11–27. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54917-5_2.

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Kleb, Isabel, and Till Talaulicar. "Stakeholder-Management." In Handbuch Wirtschaftsethik, 491–500. Stuttgart: J.B. Metzler, 2022. http://dx.doi.org/10.1007/978-3-476-05806-5_47.

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Conference papers on the topic "Stakeholder Management"

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Mints, Aleksey, and Evelina Kamyshnykova. "Methods of stakeholder prioritisation in the context of stakeholder management." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.046.

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Purpose – the purpose of this paper is to propose a method for integral assessing the priority level of specific stakeholders in the model of stakeholder management. Research methodology – the paper develops ideas of matrix approach to assessing the priority level of individual stakeholders and proposes a method for obtaining more accurate integral assessment based on analysis of a set of indicators, taking into account factors of subjective estimates. Findings – the integral assessment of the priority level of specific external stakeholders improves estimates’ accuracy and provides a practical framework for the development of successful corporate social responsibility strategies. It has been substantiated by the application of the proposed method for prioritising suppliers of a large Ukranian metallurgical company. Research limitations – there are requirements for a linear or quasi-linear nature of the relationship between the numerical value of the stakeholder’s priority index and its interpretation on a “better to worse” scale within the framework of the proposed method of evaluation. Practical implications – integral assessments of stakeholder priority obtained from the results of the proposed method can be used as a tool for reasonable comparison, selection of strategic stakeholders and building programs for interaction with them. Originality/Value – unlike most existing methods of stakeholder analysis representing a generic list of priority stakeholder groups the method proposed in the paper provides an integral assessment of priority level of specific stakeholders from the category of the immediate environment through a system of indicators, taking into account factors of subjectivity
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NICOLESCU, Ovidiu, and Ciprian NICOLESCU. "COMPANY STRATEGY FOCUSED ON THE RELEVANT STAKEHOLDERS: NECESSITY, CHARACTERISTICS AND ADVANTAGES." In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/03.10.

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In the paper we present a new type of strategy - company strategy focused on the relevant stakeholders. It is based on the new managerial paradigm “manager - relevant stakeholder” which started to replace classical paradigm “manager -subordinate”. The paper is structured in four parts: the necessity to use this strategy, demonstrated by five arguments; definition and the 16 main characteristics of the company relevant stakeholder’s strategy; specific methodological elements involved by the design and the implementation of the strategy; multiple advantages which make necessary and performant the relevant stakeholders’ strategy in the context of VUCA context and the transition to the knowledge and digitalized based economy.
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Adámek, Pavel. "CORPORATE SOCIAL RESPONSIBILITY: THE IMPORTANCE OF THE STAKEHOLDER PERCEPTION." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.53.

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The differing views regarding the role of business in society are often presented as being placed within the stakeholder-shareholder debate. Corporate Social Responsibility (CSR) not only sits comfortably with the mantra of maximising shareholder value, sustainable CRS practices enhance shareholder value. The purpose of the current paper is to focus on the strategic implications of stakeholder approach in theoretical background with confrontation in a sample of Czech small and medium-sized enterprises (SME) and large enterprises. Data were collected through personal questionnaires that were subsequently evaluated by dependence on the type of stakeholders and their level of significance. The findings of the research discovered considerable differences between the perception of the role and importance of the various stakeholders. The contribution of this paper derives in application of stakeholder approach in Czech enterprises. They are seen as having an obligation to consider society’s long-run needs and wants, which implies that they engage in activities that promote benefits for society.
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Jaymin-Sanchaniya, Rashmi, Dany Thomson, Antra Kundzina, and Ineta Geipele. "Effective project management practices in construction industry: quantitative study." In 23rd International Scientific Conference Engineering for Rural Development. Latvia University of Life Sciences and Technologies, Faculty of Engineering and Information Technologies, 2024. http://dx.doi.org/10.22616/erdev.2024.23.tf017.

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This study delves into the crucial elements of project management influencing the outcomes of construction projects, focusing on risk management, stakeholder management, and people management. It underscores the importance of meticulous risk management indicators in gauging risk and designing strategic plans at the project and organisational levels. Furthermore, the study illuminates how adept project management factors, including stakeholder and people management, contribute to minimising delays, controlling costs, and increasing construction quality. The critical role of people management is highlighted in addressing the scarcity of skilled labour, thus increasing productivity and safety. Due to the large number of stakeholders and the need to identify and reduce potential risks, the research also emphasises the importance of stakeholder and risk management practices in construction projects. In this study, a quantitative method was employed. The quantitative data comprises the statistical analysis of the construction industry using graphically presented data from the analysis of the inferential statistics (mean, frequencies) of the data set obtained from survey of project managers. The study concludes with recommendations to improve project management procedures and project outcomes in construction projects, focussing on formulating stakeholder management plans, fostering open communication, nurturing relationships with stakeholders, employing stakeholder engagement tools and imparting effective stakeholder management techniques to the project team. These insights provide actionable guidance to enhance the success of construction projects in the market. The findings indicate a notable gender imbalance among project managers and highlight the importance of effective conflict management and incentives in fostering a productive environment. Stakeholder communication emerged as paramount, while risk management was identified as the most critical component for successful project outcomes. Furthermore, a negative correlation between stakeholder management and project output suggests the need for balanced strategies to mitigate adverse impacts on project efficiency. This study underscores the significance of proactive risk management and strategic stakeholder engagement in navigating the complexities of construction projects.
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Contreras-Pacheco, Orlando E., and Juan C. Lesmez-Peralta. "Stakeholder Management: Formulating a Primer for Practitioners." In Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11134.

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Stakeholder management is the act of balancing the competing preferences or claims of company stakeholders for the sake of competing, collaborating, and succeeding. The present manuscript structures a primer, in the shape of a pedagogical proposal about the topic of stakeholder management. For this purpose, it introduces the reader to terms and concepts that are necessary to understand stakeholder management as an alternative way to manage organizations in both utilitarian and ethical manner. It also offers sufficient grounding in the field that enables the reader to interpret the insights of stakeholder management as a dynamic and cross-functional concept. The present work addresses practitioners, students, scholars and instructors in any topic of the business administration domain, which desires to validate alternatives to the traditional view of a shareholder-oriented way to manage.
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Verner, June, Sarah Beecham, and Narciso Cerpa. "Stakeholder dissonance." In the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1796900.1796918.

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"INTEGRATION OF STAKEHOLDER MANAGEMENT INTO FACILITY MANAGEMENT (FM)." In 2006 European Real Estate Society conference in association with the International Real Estate Society: ERES Conference 2006. ERES, 2006. http://dx.doi.org/10.15396/eres2006_229.

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Tennakoon, Maheshi, and Udayangani Kulatunga. "Stakeholder Management Models for Solid Waste Management Projects." In 11th Annual International Conference on Industrial Engineering and Operations Management. Michigan, USA: IEOM Society International, 2021. http://dx.doi.org/10.46254/an11.20210547.

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Krenn, Florian, Christian Stary, and Dominik Wachholder. "Stakeholder-centered Process Implementation." In S-BPM ONE '17: Conference on Subject-orientied Business Process Management. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3040565.3040571.

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Balta, Dian, Vanessa Greger, Petra Wolf, and Helmut Krcmar. "E-government Stakeholder Analysis and Management Based on Stakeholder Interactions and Resource Dependencies." In 2015 48th Hawaii International Conference on System Sciences (HICSS). IEEE, 2015. http://dx.doi.org/10.1109/hicss.2015.294.

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Reports on the topic "Stakeholder Management"

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Unterhitzenberger, Christine. Stakeholder challenge: Dealing with difficult stakeholders. Association for Project Management, February 2018. http://dx.doi.org/10.61175/pkjw9157.

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The study identified three areas – structural environment, social environment and the stakeholder themselves, that cause difficult situations in projects related to stakeholders, and also some examples of what difficult situations typically look like in a project. The study found that difficult situations have an impact on a project, as well as on the project manager themselves. Building on this the research identified that project managers adopt two different coping strategies when they deal with difficult situations created by project stakeholders. These are project coping strategies and personal coping strategies. The research findings enabled a validated framework for Coping Strategies with Difficult Stakeholders to be developed whilst highlighting some practical recommendations for project management practitioners to use when encountering difficult stakeholders.
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Gaillard, II, Gaillard Franklin D., and Frank. The Big Idea. Dynamic Stakeholder Management. Fort Belvoir, VA: Defense Technical Information Center, December 2014. http://dx.doi.org/10.21236/ada612309.

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Black, Anne E. Incident Management Organization succession planning stakeholder feedback. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2013. http://dx.doi.org/10.2737/rmrs-gtr-297.

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Hebner, Gregory A. Quantum Testbed Stakeholder Workshop: Best practices for management. Office of Scientific and Technical Information (OSTI), March 2017. http://dx.doi.org/10.2172/1365454.

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Beutler, Jessica. Sense of Place and Stakeholder Involvement in Rural Environmental Management. Portland State University Library, January 2014. http://dx.doi.org/10.15760/honors.75.

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Prieto Martín, Pedro, Marina Apgar, Jiniya Afroze, Amit Arulanantham, Jacqueline Hicks, Shanta Karki, Sophie Mareschal, et al. Bridging Learning and Action: How Did CLARISSA’s Participatory Adaptive Management Approach Foster Innovation, Effectiveness, and Stakeholder Empowerment? Institute of Development Studies, May 2024. http://dx.doi.org/10.19088/clarissa.2024.007.

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Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) is an evidence and innovation-generation programme funded by the United Kingdom’s Foreign, Commonwealth & Development Office (FCDO), responding to the challenge of the worst forms of child labour (WFCL) in Bangladesh and Nepal. It is a challenge characterised by a poor understanding of its drivers and a lack of evidence on what works to combat it. To handle such fundamental uncertainty, the programme adopts a child-centric and participatory action research approach, which is supported by an adaptive management model to respond better to challenges and opportunities. From its inception, the programme needed to navigate shocks and challenges, such as Covid-19 lockdowns, political upheaval, and sustained budget cuts, which put its capacity to learn and evolve to the test. This paper shares insights emerging from evaluating CLARISSA’s participatory adaptive management (PAM) practices, connecting them with current discussions on adaptive management. It provides an in-depth evaluation of CLARISSA’s PAM approach, exploring how adaptive strategies were implemented and evolved throughout the programme’s life cycle.
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Urwin, Roger, and Rebecca Fender. The Future of Work in Investment Management: Changing Organizational Cultures. CFA Institute, January 2022. http://dx.doi.org/10.56227/22.1.9.

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This report explores the cultural changes the investment industry is experiencing and provides recommendations on how to adapt investment organization cultures to be more successful in fulfilling stakeholder goals in the future.
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Ogwuike, Clinton Obinna, and Chimere Iheonu. Stakeholder Perspectives on Improving Educational Outcomes in Enugu State. Research on Improving Systems of Education (RISE), November 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/034.

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Education remains crucial for socioeconomic development and is linked to improved quality of life. In Nigeria, basic education has remained poor and is characterised by unhealthy attributes, including low quality infrastructure and a lack of effective management of primary and secondary schools. Access to education is a massive issue—according to the United Nations, there are currently about 10.5 million out of school children in Nigeria, and 1 in every 5 of the world’s out-of-school-children lives in Nigeria despite the fact that primary education in Nigeria is free. A considerable divide exists between the northern and southern regions of Nigeria, with the southern region performing better across most education metrics. That said, many children in southern Nigeria also do not go to school. In Nigeria’s South West Zone, 2016 data from the Nigerian Federal Ministry of Education reveals that Lagos State has the highest number of out of school children with more than 560,000 children aged 6-11 not going to school. In the South South Zone, Rivers State has the highest number of out-of-school children; more than 900,000 children aged 6-11 are not able to access education in this state. In Enugu State in the South East Zone, there are more than 340,000 children who do not have access to schooling (2016 is the most recent year high-quality data is available—these numbers have likely increased due to the impacts of COVID-19). As part of its political economy research project, the RISE Nigeria team conducted surveys of education stakeholders in Enugu State including teachers, parents, school administrators, youth leaders, religious leaders, and others in December 2020. The team also visited 10 schools in Nkanu West Local Government Area (LGA), Nsukka LGA, and Udi LGA to speak to administrators and teachers, and assess conditions. It then held three RISE Education Summits, in which RISE team members facilitated dialogues between stakeholders and political leaders about improving education policies and outcomes in Enugu. These types of interactions are rare in Nigeria and have the potential to impact the education sector by increasing local demand for quality education and government accountability in providing it. Inputs from the surveys in the LGAs determined the education sector issues included in the agenda for the meeting, which political leaders were able to see in advance. The Summits culminated with the presentation of a social contract, which the team hopes will aid stakeholders in the education sector in monitoring the government’s progress on education priorities. This article draws on stakeholder surveys and conversations, insights from the Education Summits, school visits, and secondary data to provide an overview of educational challenges in Enugu State with a focus on basic education. It then seeks to highlight potential solutions to these problems based on local stakeholders’ insights from the surveys and the outcomes of the Education Summits.
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Alt, Jonathan, Willie Brown, George Gallarno, and John Richards. Risk-based prioritization of operational condition assessments : stakeholder analysis and literature review. Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/40162.

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The US Army Corps of Engineers (USACE) operates, maintains, and manages more than $232 billion worth of the Nation’s water resource infrastructure. Using the Operational Condition Assessment (OCA) system, the USACE allocates limited resources to assess conditions and maintain assets in efforts to minimize risks associated with asset performance degradation. Currently, OCAs are conducted on each component within a facility every 5 years, regardless of the component’s risk contribution. The analysis of risks associated with Flood Risk Management (FRM) facilities, such as dams, includes considering how the facility contributes to its associated FRM watershed system, understanding the consequences of degradation in the facility’s performance, and calculating the likelihood that the facility will perform as expected given the current OCA condition ratings of critical components. This research will develop a scalable methodology to model the probability of failure of components and systems that contribute to the performance of facilities in their respective FRM systems combined with consequences derived from hydrological models of the watershed to develop facility risk scores. This interim report documents the results of the first phase of this effort, stakeholder analysis and literature review, to identify candidate approaches to determine the probability of failure of a facility.
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Nweke, Emeka W., C. Obinna Ogwuike, and Chimere Iheonu. Policy Deliberation, Social Contracts, and Education Outcomes: Experimental Evidence from Enugu State, Nigeria. Research on Improving Systems of Education (RISE), February 2022. http://dx.doi.org/10.35489/bsg-rise-ri_2022/037.

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In this insight note, we describe the experimental design of the political economy project in Enugu State and provide data on stakeholder priorities and school infrastructure quality within the state. Pre-summit survey activities indicated that access to education, quality of education, and financial management are the top three priorities for community-level education stakeholders in Enugu. They also show that school infrastructures such as electricity, access, toilets, and physical building maintenance are lacking.
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