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Journal articles on the topic 'Stakeholder Management'

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Published: 4 June 2021
Last updated: 27 July 2024

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1

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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2

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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3

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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5

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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6

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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7

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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8

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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11

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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12

Aderibigbe, A., and E. Fragouli. "Reputation Risk from a Stakeholder Management Perspective." Risk and Financial Management 2, no. 2 (July 13, 2020): p1. http://dx.doi.org/10.30560/rfm.v2n2p1.

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Stakeholders face many different risks that arise from any business activity. The stakeholder management approach is the process by which is organised, monitored and improved relationships with business stakeholders. It involves systematically identifying stakeholders; analysing their needs, expectations; planning and implementing various tasks to engage with them. Most definitions of stakeholder management tend to focus around the idea of how could stakeholders be managed in order to get them to do what is equired. The emphasis is placed on creating a stakeholder management plan that maps the level of interest and influence of stakeholders and list various levels of engagement for the different groups. This paper applies a case study methodology presenting the Wal-Mart case and the Malden Mills case to reflect the implications of stakeholder management in companies. The findings indicate the positive but also the negative implications which result when various stakeholders are neglected, and, conversely, the benefits when stakeholders are effectively engaged in corporate activities. It concludes that effective stakeholder management contributes to risk management and reputation management, as well as, to corporate social responsibility.
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13

Brunner, Norbert, Sukanya Das, Anju Singh, and Markus Starkl. "Decentralized Wastewater Management in India: Stakeholder Views on Best Available Technologies and Resource Recovery." Water 15, no. 21 (October 25, 2023): 3719. http://dx.doi.org/10.3390/w15213719.

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Three workshops with representatives of stakeholders from academia, business, civil society and government in India were organized in Chennai, Kolkata, and Mumbai with the aim to identify and elaborate on key barriers to resource recovery in wastewater treatment (WWT). A structured questionnaire was designed to capture the views of participating stakeholders. Using a new Mathematica function, namely, Around, the responses of the representatives of each stakeholder were aggregated to an approximate number representing that stakeholder’s view. Overall, the stakeholder consensus on WWT technologies was rather conservative, with a focus on the functioning of WWT. Concerning the drivers and barriers for resource recovery and policies to support the implementation of recycling technologies in WWT, stakeholders expected government action to drive recycling. A social network analysis identified potential conflicts between the stakeholder groups.
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14

Sankaran, Shankar. "Construction Stakeholder Management." Construction Economics and Building 10, no. 1-2 (June 29, 2010): 117–18. http://dx.doi.org/10.5130/ajceb.v10i1-2.1581.

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15

Sankaran, Shankar. "Construction Stakeholder Management." Australasian Journal of Construction Economics and Building 10, no. 1/2 (June 29, 2010): 117. http://dx.doi.org/10.5130/ajceb.v10i1/2.1581.

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16

Karlsen, Jan Terje. "Project Stakeholder Management." Engineering Management Journal 14, no. 4 (December 2002): 19–24. http://dx.doi.org/10.1080/10429247.2002.11415180.

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17

Shah, Shashank, and A. Sudhir Bhaskar. "Corporate Stakeholder Management." Journal of Human Values 14, no. 1 (April 2008): 73–93. http://dx.doi.org/10.1177/097168580701400108.

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18

Dohnalová, Zuzana, and Bedřich Zimola. "Corporate Stakeholder Management." Procedia - Social and Behavioral Sciences 110 (January 2014): 879–86. http://dx.doi.org/10.1016/j.sbspro.2013.12.933.

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19

Landin, Anne. "Construction Stakeholder Management." Construction Management and Economics 29, no. 1 (January 2011): 107. http://dx.doi.org/10.1080/01446193.2010.529923.

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20

Ponnappa, Gitanjali. "Project Stakeholder Management." Project Management Journal 45, no. 2 (February 2014): e3-e3. http://dx.doi.org/10.1002/pmj.21400.

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21

Elias, Arun Abraham. "Stakeholder analysis for Lean Six Sigma project management." International Journal of Lean Six Sigma 7, no. 4 (October 10, 2016): 394–405. http://dx.doi.org/10.1108/ijlss-11-2015-0046.

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Purpose This paper aims to illustrate the usefulness of stakeholder analysis for managing Lean Six Sigma (LSS) projects effectively. Design/methodology/approach This research is based on an LSS case study that was initiated in a New Zealand public sector organisation. Findings A ten-step stakeholder analysis framework was applied to a public sector organisation in New Zealand. This analysis identified the stakeholders and their stakes, analysed the efficiency of their stakeholder management processes and evaluated the effectiveness of transactions between the stakeholders and the LSS project management. It also captured the changing salience of stakeholders during an LSS project. Practical implications The stakeholder analysis framework illustrated in this paper provides a practical toolset for managers involved in LSS projects. Originality/value Although some LSS experts have conducted a preliminary stakeholder analysis, the LSS literature lacks concrete examples of a thorough stakeholder analysis. This study tries to address this research gap by illustrating a stakeholder analysis framework for a New Zealand-based LSS project.
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22

Mundia, Sililo, and Mundia Muya. "Internal Stakeholder Management in ZESCO Distribution Projects." European Modern Studies Journal 7, no. 5 (November 23, 2023): 58–70. http://dx.doi.org/10.59573/emsj.7(5).2023.6.

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The study reported in this paper investigated internal stakeholder management in ZESCO distribution projects, recognizing the influence of stakeholders on both project performance and success. The objectives of the study were to: find out factors that influence stakeholder management on ZESCO distribution projects; establish the degree of influence of stakeholder engagement on the performance of ZESCO distribution projects; determine the impact of stakeholder mapping on the performance of ZESCO distribution projects; and describe the relationship between stakeholder management and the performance of ZESCO distribution projects. The objectives were achieved by employing a mixed method research approach, incorporating both qualitative and quantitative methods. The study sample encompassed ZESCO employees engaged in various distribution projects, and data was gathered through interviews and questionnaires. The findings underscored the critical role of effective stakeholder mapping, engagement and management in the success of ZESCO distribution projects. It was established that addressing internal stakeholders’ concerns and proper engagement positively influences project performance. Additionally, it was established that engaging internal stakeholders at various project stages improves project delivery. The findings also indicated that internal stakeholder mapping is valuable for project duration, cost management, environmental considerations, and conflict resolution.
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23

Amadi, Chika, Pat Carrillo, and Martin Tuuli. "PPP projects: improvements in stakeholder management." Engineering, Construction and Architectural Management 27, no. 2 (September 19, 2019): 544–60. http://dx.doi.org/10.1108/ecam-07-2018-0289.

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Purpose The implementation of public–private partnerships (PPPs), particularly in low- and middle-income countries, has been hampered by external stakeholders’ opposition leading to the failure of several projects. The purpose of this paper is to develop a framework to improve external stakeholder management in PPP projects. Design/methodology/approach Two case studies consisting of 23 interviews with a wide range of internal and external stakeholders were employed. This was supplemented with a focus group approach to validate the framework. Findings A new framework for the management of external stakeholders is developed. It encompasses new features such as the dynamic identification of stakeholders at each project phase and their corresponding interests. Research limitations/implications The scope is road transportation projects in Nigeria and thus the recommendations may not be globally applicable. Practical implications The findings can help the public sector and their agencies to manage external stakeholders and maintain successful relationships on PPP projects. Originality/value The paper contributes to existing knowledge in four key areas: it confirms that the skill and actions of internal stakeholders are vital to the stakeholder management process; it shows that one-off stakeholder identification proposed in literature is a flawed approach; it proposes that the identification of external stakeholders’ interests be dynamic; and it adds the perspective of low- and middle-income countries in stakeholder management in PPP projects.
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24

Sawczuk, Magdalena. "Stakeholder Salience Model in the Practices of Public Museum Management." Cultural Management: Science and Education 5, no. 2 (January 4, 2021): 95–110. http://dx.doi.org/10.30819/cmse.5-2.07.

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Stakeholder theory is extensively explored. On the one hand, previously pointed issues are deepened and reconsidered; on the second, new research contexts emerge. When it comes to museums, due to the changing environmental situation, they have to modify their way of functioning by combining tradi-tional museum duties with managerial perspective and necessity to be effective. Although discussions about museum management include stakeholders, yet such exploration is quite general. Hence, the aim of this article is to look at the stakeholder salience model in the context of the specificity and the prac-tice of public museums' functioning. Through qualitative research with in-depth interviews, content analysis, and observations, stakeholder attributes were specified, with reference to connected activities and associated entities. The findings present what attributes are characteristics of a particular stake-holders' group, including how their diversity and overlapping look like. Moreover, findings showed that perceived stakeholder salience depends on the particular project and that not always salient stakehold-ers have been identified with all three attributes. Although stakeholders are noticed as a crucial element for the effective museums' functioning, their analysis remains at the general level. Hence, by taking one of the theoretical perspectives for the analysis, the study aims to fill in the existing gap. It is also impor-tant to consider the challenges standing in front of the museums, including the difficult situations that arise from the pandemic restrictions. Although in practice it is hard to omit the unpredictability, the recognition of stakeholders' characteristics might minimize the risk and uncertainty, even if a new stakeholder is not considered.
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Fassin, Yves, Jolien Deprez, Annelien Van den Abeele, and Aimé Heene. "Complementarities Between Stakeholder Management and Participative Management: Evidence From the Youth Care Sector." Nonprofit and Voluntary Sector Quarterly 46, no. 3 (July 31, 2016): 586–606. http://dx.doi.org/10.1177/0899764016661247.

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This article analyzes how stakeholder management is applied in the case of special youth guidance homes in Belgium. It describes a specific situation in which a major stakeholder—adolescents in the homes—is part of the process. Our research illustrates the different organizational roles and the complementarities between stakeholder management and participative management. Although stakeholder management is important for strategic decision making, participation is more important on an operational management level. Our cases illustrate that important stakeholders, for example, the customers—the adolescents and their parents—as well as employees in the homes evaluate participation on an operational level as being more important than participation in the board or in strategic management decision making in the organization. By disentangling the distinction between the operational level and the policy level of stakeholder management, our research links participative management and stakeholder management while clarifying the application of stakeholder management in the nonprofit sector.
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Yudi, Khrisna, Ayomi Dita Rarasati, and Achmad Jaka Santos Adiwijaya. "Stakeholder Management of Jakarta’s Light Rail Transit Using Stakeholder Analysis." Teknik 38, no. 2 (January 2, 2018): 71. http://dx.doi.org/10.14710/teknik.v38i2.16140.

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Stakeholders involvement in infrastructure development c.q. Light Rail Transit (LRT) has a significant role since they affect the success of infrastructure management. This paper is primarily aimed to identify key stakeholders and responses that need to be applied to them. On the initial stage, a list of stakeholders was developed using research strategies such as case study and literature review. Sources were then chosen with certain criteria. They were assigned to score each stakeholder on the list. A stakeholder analysis was conducted to obtain a list of key stakeholders that have a significant impact on Jakarta’s LRT.
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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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Wickham, Mark, and Tommy Wong. "Stakeholder management capability: Exploring the strategic management of dissenting stakeholder groups." Corporate Ownership and Control 6, no. 4 (2009): 293–301. http://dx.doi.org/10.22495/cocv6i4c2p3.

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Since its inception, Stakeholder Theory has served as an important corporate governance theory, providing an holistic framework for situation analyses and strategic decision-making. Since its conceptualisation, there has been a call to go beyond normative models of stakeholder management to explore the implications of ‘stakeholder conflict management’ and the development of ‘stakeholder management capabilities’. This paper undertakes an analysis of the regional Tasmanian state government’s approach to the management of dissenting stakeholder groups towards a controversial retail development. The paper provides a discussion of the manner in which their governance structure included the use of delay tactics, the abdication of responsibility, and the building of bureaucratic layers that effectively diluted the will of stakeholder groups to continue their dissenting activities
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Martin, Geoff, and Marianna Makri. "Family Firms & Stakeholder Management: Socioemotional Wealth in Stakeholder Management Strategies." Academy of Management Proceedings 2012, no. 1 (July 2012): 11691. http://dx.doi.org/10.5465/ambpp.2012.11691abstract.

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Elias, Arun Abraham. "Systems Thinking and Modelling for Stakeholder Management." IIM Kozhikode Society & Management Review 6, no. 2 (April 17, 2017): 123–31. http://dx.doi.org/10.1177/2277975216681105.

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This article presents the application of the systems thinking and modelling methodology for analyzing multiple stakeholders with conflicting stakes. It illustrates this methodological framework using a New Zealand transport infrastructure case. By moving beyond the usual stakeholder analysis tools, comprising of matrices or lists of criteria or attributes, this study tries to plug the gap in the stakeholder literature pertaining to the need for a stakeholder analysis approach that can capture complex and dynamic issues in stakeholder management. The results of the experiments conducted, using a systems model developed in this study, highlight the need for holistic approaches instead of simple solutions, while dealing with complex problems involving multiple stakeholders.
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Tufani, Jihan Alwiyah. "Stakeholder perspectives on mosque management and accountability: A stakeholder theory approach." Indonesian Journal of Multidisciplinary Science 3, no. 4 (January 30, 2024): 385–90. http://dx.doi.org/10.55324/ijoms.v3i4.824.

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This study focuses on stakeholder assessments of mosque management. The researchers identified and investigated stakeholders' perceptions of mosque management using a descriptive qualitative case study of a historical mosque in the Sleman Regency. The concepts of stakeholder theory and accountability were used as part of the analytical framework. The results show that stakeholders view the religious programs and activities of the mosque positively, feeling that they benefit both the mosque and the surrounding community. Stakeholders also feel that the programs reflect the mosque’s commitment to building trust and stakeholder confidence. In terms of accountability, the mosque emphasizes moral, ethical, and spiritual accountability towards God and relationships with God and humans. Financial reporting is transparent, with reports posted publicly each month. Stakeholders believe that the chief administrator carries out his/her responsibilities honestly, openly, and responsibly. Overall, the research demonstrates the importance of considering stakeholder interests and aspirations to improve mosque management performance related to quality of services, transparency, accountability, and contributing to community development.
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Houar, Khaled, Mondher Fetoui, and Sid Ahmed Bellal. "Pathways for improving water governance in Western Algeria: A multi-stakeholder analysis." Acta Scientiarum Polonorum Administratio Locorum 23, no. 1 (March 19, 2024): 57–70. http://dx.doi.org/10.31648/aspal.9021.

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The aim of this study is to assess the relationships between the main stakeholders involved in water management in Sidi Bel Abbes city (western Algeria) to establish pathways for good governance, fair allocation and sustainability of water resources. A multi-stakeholder analysis was performed using the MACTOR method (method of actors and power relations) to analyze stakeholder strategies, alliances, and potential conflicts regarding water management. Data for the study were collected mainly during multi-stakeholder workshops with 6 main stakeholders who are directly involved in managing potable water. A field survey of 329 local households was conducted with the use of supplementary questionnaires. This study proposes that the power dynamics among actors should be considered during the decision-making process to improve collaborative interactions and the effectiveness of stakeholders engaged in water management. The research findings show that the stakeholder’s roles and strategies should be coordinated and strengthened to ensure equitable allocation of water. Technical public agencies deploy management strategies that do not consider water quality as a priority, and they are more concerned with other strategic objectives. Additionally, the stakeholders disagree on many issues relating to water management due to overlapping and conflicting powers, which threatens the quality and availability of water resources. The study also demonstrated that the National Sanitation Office could play an important role as a relay stakeholder and that the Hydrographic Basins Agency should strengthen alliances and commitments with all stakeholders. Enhancing the participation of these stakeholders in water management procedures and empowering domestic water end users, particularly in densely populated residential areas, could help bridge divides and foster a unified approach to achieving sustainable water management objectives.
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Busch, Malte, and Marion A. Weissenberger-Eibl. "Mit Stakeholder-Management zu Innovation." Der Betriebswirt: Volume 62, Issue 4 62, no. 4 (October 1, 2021): 227–39. http://dx.doi.org/10.3790/dbw.62.4.227.

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Medium-sized companies are under great pressure to change and face the challenge of remaining competitive in volatile organizational environments. Challenges such as digitalization, sustainability and business model adaptations require new and innovative approaches. These challenges require companies to have a deep understanding of how their stakeholders’ expectations are changing and how to effectively involve them. The aim of this article is to show how an innovation-focused stakeholder navigator can be used to provide a systematic and systemic view of the challenges faced by small and medium-sized enterprises (SMEs). The navigator serves as an orientation aid that provides an overview of the necessary organizational resources and capabilities, the specific stakeholder expectations and their goals, the geographical scope of the stakeholders, the cooperation potential, and the derived participation strategies. Mittelständische Unternehmen stehen unter großem Veränderungsdruck und der He­rausforderung, in sich ändernden Organisationsumfeldern wettbewerbsfähig zu bleiben. Themenfelder wie Digitalisierung, Nachhaltigkeit und Geschäftsmodellanpassungen erfordern neue und innovative Herangehensweisen. Diese Herausforderungen verlangen von Unternehmen ein tiefes Verständnis darüber, wie sich die Erwartungen ihrer Stakeholder verändern und wie sie diese effektiv einbinden können. Ziel des Artikels ist es aufzuzeigen, wie mithilfe eines innovations-gerichteten Stakeholder-Navigators eine systemische und systematische Sicht auf die Herausforderungen mittelständischer Unternehmen geworfen werden kann. Der Navigator dient als Orientierungshilfe, der einen Überblick gibt zu den notwendigen organisationalen Ressourcen und Fähigkeiten, den spezifischen Stakeholder-Erwartungen und deren Ziele, der geografischen Ausdehnung, dem Kooperationspotenzial, sowie den abgeleiteten Partizipationsstrategien.
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Pedrini, Matteo, and Laura Maria Ferri. "Stakeholder management: a systematic literature review." Corporate Governance: The International Journal of Business in Society 19, no. 1 (February 4, 2019): 44–59. http://dx.doi.org/10.1108/cg-08-2017-0172.

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Purpose The stakeholder theory is a prominent management approach that has primarily been adopted in the past few years. Despite the increase in the theory’s use, a limited number of studies have discussed ways to develop, execute and measure the results of using this strategic approach with stakeholders. This study aims to address this gap in the literature by conducting a systematic review of the stakeholder management process. Design/methodology/approach Five databases were selected to search articles published from 1985 to 2015. The keywords used were stakeholder management, stakeholder relationship and stakeholder engagement. Starting from 2,457 articles identified using a keyword search, 33 key journal articles were systematically reviewed using both bibliometric and qualitative methods for analysis. Findings The results highlight that stakeholder management is increasingly embedded in corporate activities, and that the coming of the internet, social networking and Big Data have put more pressure on companies to develop new tools and techniques to manage stakeholders online. In conclusion, synthesizing the findings and developed framework allows the understanding of different streams of research and identifies future steps for research. Originality/value While literature reviews are a widespread practice in business studies, only a few more recent reviews use the systematic review methodology that aggregates knowledge using clearly defined processes and criteria. This is the first review on stakeholder management in which the structure is existing knowledge on strategy development, execution and the measurement of performance.
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ГУСЄВА, Юлія Юріївна, Марина Володимирівна СИДОРЕНКО, and Ігор Володимирович ЧУМАЧЕНКО. "EDUCATIONAL PROJECTS STAKEHOLDER MANAGEMENT." Bulletin of NTU "KhPI". Series: Strategic Management, Portfolio, Program and Project Management 6, no. 2(1174) (February 29, 2016): 8. http://dx.doi.org/10.20998/2413-3000.2016.1174.2.

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Tampio, Kari-Pekka, Harri Haapasalo, and Farooq Ali. "Stakeholder analysis and landscape in a hospital project – elements and implications for value creation." International Journal of Managing Projects in Business 15, no. 8 (May 12, 2022): 48–76. http://dx.doi.org/10.1108/ijmpb-07-2021-0179.

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PurposeThis study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project.Design/methodology/approachThe research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study.FindingsThe authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process.Originality/valueStakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.
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Schneider, Marguerite, and Michael Hadani. "Stakeholder Management and Corporate Political Activity: A Model of Strategic Stakeholder Management." Academy of Management Proceedings 2014, no. 1 (January 2014): 12289. http://dx.doi.org/10.5465/ambpp.2014.164.

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Pontee, Nigel, Ben Hamer, and Kevin Morris. "A NEW WAY OF ENGAGING COASTAL STAKEHOLDERS: COASTRANGER MS." Coastal Engineering Proceedings 1, no. 32 (January 17, 2011): 52. http://dx.doi.org/10.9753/icce.v32.management.52.

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The management of coastal change involves a range of stakeholders, ranging from local residents to government officials, whose backgrounds and expertise differ widely. It is necessary that these stakeholders understand the nature of future coastal changes and their potential impacts. This paper describes an innovative approach that has been developed to stimulate public debate and improve stakeholder understanding of the issues that need to be balanced in order to achieve sustainable long term coastal management solutions. The approach involves the creation of an educational tool (CoastRanger MS) that allows users to manage a virtual coast within a pc-gaming type environment.
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Bridoux, Flore, and J. W. Stoelhorst. "Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives." Strategic Management Journal 35, no. 1 (April 26, 2013): 107–25. http://dx.doi.org/10.1002/smj.2089.

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Loi, Teck Hui. "Stakeholder management: a case of its related capability and performance." Management Decision 54, no. 1 (February 8, 2016): 148–73. http://dx.doi.org/10.1108/md-06-2015-0244.

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Purpose – A central claim of stakeholder theory is that the purpose of business is to create value for various stakeholders. However, managing diverse interests of stakeholders can be challenging in a business environment entrenched with different value systems. Lacking of qualitative narratives and complicated nature of corporate governance perhaps have impeded the stakeholder theory to become a major theory of strategic management and organizational ethics on its own. The purpose of this paper is to ascertain the strategic values of stakeholder management. Design/methodology/approach – Three stakeholder management case studies, taken in the context of a large corporatized public organization, were conducted in attempting to amplify the underpinning theories of stakeholder identified by Laplume et al. (2008). Tape-recorded semi-structured interviews were transcribed into texts. To reduce retrospective bias, some typical secondary records were examined. Findings – Stakeholder management can be a core competence that draws resource capabilities throughout a firm for generating desirable triple bottom line results, which also eases the tensions between shareholders and stakeholders of the firm. Research limitations/implications – Stakeholder management is an organizational mechanism tightly embedded in the firms’ strategic organizing and strategizing routines. It is vital for generating desirable triple bottom line results. This conjures up potential linkages between the stakeholder theory and the resource-based view (RBV) theory as pursuing stakeholder management can be a hard-to-emulate strategic asset within the framework of the RBV theory. Originality/value – There is relatively scant literature that pays attention on amplifying stakeholder management theory in the public sector organizations. Through the unlocking of some valuable public sector data sets, this research can make a positive contribution in the areas.
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Jang, Jeong-Hun, and Kyoo-Man Ha. "Inclusion of Children with Disabilities in Disaster Management." Children 8, no. 7 (July 7, 2021): 581. http://dx.doi.org/10.3390/children8070581.

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Disability inclusion of children in disaster management means to identify and then eliminate the challenges faced by children with disabilities during disaster occurrence. The present research aimed to explore how the challenges of children with disabilities can be resolved in disaster management. Qualitative content analysis was used to compare individual-stakeholder-based disaster management with all-stakeholder disaster management considering three stakeholders: developed nations, developing nations, and international organizations. A key finding is that these stakeholders must shift from the individual-stakeholder-based approach to the all-stakeholders approach while enhancing disaster medicine, education, monitoring, and implementation stages. A comprehensive framework of disability inclusion is proposed to reflect effective disaster management for these children.
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Aerts, Geoffrey, and Sophie Jacobs. "How Do University Spin-Offs Apply Stakeholder Management in Practice?" Administrative Sciences 12, no. 4 (November 1, 2022): 153. http://dx.doi.org/10.3390/admsci12040153.

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This paper aims to better understand the application of stakeholder management within the university spin-offs (USOs) of the five Flemish universities (Belgium). Every organization, including USOs, must deal with different types of stakeholders. Even though a lot of research on USOs exists, as far as we know, no previous research has been performed on how USOs manage their stakeholders. For this qualitative research, 30 in-depth semi-structured interviews were conducted with executives from USOs to understand how they define, categorize, and manage their stakeholders. Moreover, the impact of COVID-19 on their stakeholder management is examined and an overview is conducted of the stakeholders in each development phase of the USOs. Based on these interviews, we found that stakeholder management is mostly performed in a more intuitive way. However, it is shown that stakeholder management becomes more important as the USO moves along the company life cycle.
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Bierbooms, Joyce, Hans Van Oers, Jeroen Rijkers, and Inge Bongers. "Development of a comprehensive model for stakeholder management in mental healthcare." Journal of Health Organization and Management 30, no. 4 (June 20, 2016): 630–47. http://dx.doi.org/10.1108/jhom-01-2016-0004.

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Purpose – Stakeholder management is not yet incorporated into the standard practice of most healthcare providers. The purpose of this paper is to assess the applicability of a comprehensive model for stakeholder management in mental healthcare organization for more evidence-based (stakeholder) management. Design/methodology/approach – The assessment was performed in two research parts: the steps described in the model were executed in a single case study at a mental healthcare organization in the Netherlands; and a process and effect evaluation was done to find the supporting and impeding factors with regard to the applicability of the model. Interviews were held with managers and directors to evaluate the effectiveness of the model with a view to stakeholder management. Findings – The stakeholder analysis resulted in the identification of eight stakeholder groups. Different expectations were identified for each of these groups. The analysis on performance gaps revealed that stakeholders generally find the collaboration with a mental healthcare provider “sufficient.” Finally a prioritization showed that five stakeholder groups were seen as “definite” stakeholders by the organization. Practical implications – The assessment of the model showed that it generated useful knowledge for more evidence-based (stakeholder) management. Adaptation of the model is needed to increase its feasibility in practice. Originality/value – Provided that the model is properly adapted for the specific field, the analysis can provide more knowledge on stakeholders and can help integrate stakeholder management as a comprehensive process in policy planning.
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Sytnyk, Hanna, Iryna Vysochyn, Tetiana Zhuk, Inna Olesenko, and Viktoriia Stratiichuk. "Enterprise value management based on the stakeholder approach." Problems and Perspectives in Management 19, no. 3 (September 20, 2021): 356–72. http://dx.doi.org/10.21511/ppm.19(3).2021.29.

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The need to ensure the growth of enterprise value in the context of strengthening intangible factors’ role in its formation and maintaining sustainable development of society requires the introduction of new value-oriented management models, taking into account the interests of a wide range of stakeholders.The paper aimed to develop an approach to enterprise value management based on the stakeholder approach. Based on the presented conceptual vision of the enterprise as an SRPR system (stakeholders-resources-processes-results), a two-level system of SRPR value indicators for the main stakeholder groups has been developed, as well as an integral indicator of sustainable economic value added (EVA), which allows assessing the potential growth of enterprise value through a sustainable network of stakeholders. The possibility of using SRPR indicators in the process of planning activities has been substantiated: a model for maximizing EVA is formulated subject to a number of restrictions reflecting the standards of relationships with stakeholders, its transformation into a matrix of SRPR indicators.The results of approbation of the proposed approach by questioning processing and wholesale trade enterprises in the B2B segment are presented, confirming the compliance of the proposed system of indicators with the interests of stakeholders and implementation at Europroject Ukraine LLC, which proved its practical value.The need for further empirical studies of the dependence of EVA on changes in indicators of satisfaction of stakeholders’ interests is emphasized.
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Sapapthai, Sansanee, Natt Leelawat, Jing Tang, Akira Kodaka, Chatpan Chintanapakdee, Eri Ino, and Kenji Watanabe. "A Stakeholder Analysis Approach for Area Business Continuity Management: A Systematic Review." Journal of Disaster Research 15, no. 5 (August 1, 2020): 588–98. http://dx.doi.org/10.20965/jdr.2020.p0588.

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Area-Business Continuity Management (Area-BCM) is a new disaster management concept developed by the Japan International Cooperation Agency in 2013. One of the greatest challenges encountered in achieving a successful implementation of Area-BCM is the public–private partnership. Since stakeholder analysis is the key to understanding the complex relationships among all the parties involved, a variety of methods for and approaches to stakeholder analysis have been developed in several fields and with different objectives. Although studies on stakeholder analysis are attracting more attention, the number of studies on stakeholder analysis in the field of disaster management is still limited. The purpose of this study is to explore several stakeholder analysis methods applied to disaster management, particularly Area-BCM. By reviewing research articles in the ScienceDirect database from 1990 to 2018, this review article categorizes stakeholder analysis methods into three groups: (1) identifying stakeholders, (2) differentiating and categorizing stakeholders, and (3) investigating relationships among stakeholders. This study also identifies the strengths, weaknesses, opportunities, and threats (i.e., performs a SWOT analysis) of each existing method. Further, this study promotes the significance and advantages of stakeholder analysis in disaster management, especially in Area-BCM-related projects by helping researchers and practitioners to understand the existing stakeholder analysis methods and select the appropriate one.
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Yang, Rebecca Jing, Sajani Jayasuriya, Chathuri Gunarathna, Mehrdad Arashpour, Xiaolong Xue, and Guomin Zhang. "The evolution of stakeholder management practices in Australian mega construction projects." Engineering, Construction and Architectural Management 25, no. 6 (July 16, 2018): 690–706. http://dx.doi.org/10.1108/ecam-07-2016-0168.

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Purpose The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.
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Литвиненко, Дмитро Петрович, and Ольга Володимирівна Малєєва. "МОДЕЛІ УПРАВЛІННЯ СТЕЙКХОЛДЕРАМИ НА ЕТАПАХ ЖИТТЄВОГО ЦИКЛУ ПРОЕКТІВ РОЗВИТКУ ТРАНСПОРТНИХ СИСТЕМ." RADIOELECTRONIC AND COMPUTER SYSTEMS, no. 3 (September 28, 2020): 97–107. http://dx.doi.org/10.32620/reks.2020.3.10.

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The subject of the study is the stakeholder management processes of the project. The components of the content of infrastructure development and construction projects, in particular the interests of stakeholders, are considered. The purpose of the work is to develop new models and tools for infrastructure development and construction projects. The following tasks are solved in the article: the creation of a model of a dynamic stakeholder map according to the stages of the project lifecycle; normalization of the created model into the old link of stakeholders; creation of graphical visualization of the model of management of stakeholders; developing a quantitative assessment of stakeholder management success. Research methods: PMBOOK methodology for stakeholder management according to matrix models, system models. The following results were obtained: the models and methods of stakeholder management were analyzed in modern infrastructure development and construction projects; the model of a dynamic map of interested parties was developed, the created model is formalized in a matrix of interrelations and qualitative characteristics, the plan of management of stakeholders in the form of a system cube is visualized; the quantitative assessment of stakeholder management success is proposed according to the models received. Conclusions: The directions for the development of the infrastructure projects industry are described and the main differences and features are explained. A stakeholder analysis of the project allowed them to form their composition regarding the stages of the project life cycle. A tool is proposed to analyze the current state of affairs in stakeholder management and to determine whether the project situation meets its objectives. Models have been created to evaluate the stakeholder tools and determine the correctness of the adopted project management team strategy. Proper use of the developed models will accurately and confidently determine the effectiveness of the stakeholder management strategy and correct their work on time. Practical application of the problems described will help to optimize and improve the communication management processes in the project and stakeholder management.
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Kraaij-Dirkzwager, Magdalena M., Lianne G. C. Schol, Tjerk Jan Schuitmaker-Warnaar, Aura Timen, and Jim E. Van Steenbergen. "Stakeholder Involvement in Outbreak Management." International Journal of Information Systems for Crisis Response and Management 11, no. 2 (July 2019): 57–78. http://dx.doi.org/10.4018/ijiscram.2019070104.

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Infectious diseases remain a threat to public health, requiring the coordinated action of many stakeholders. Little has been written about stakeholder participation and approaches to sharing information, in dynamic contexts and under time pressure as is the case for infectious disease outbreaks. Communicable-disease specialists fear that delays in implementing control measures may occur if stakeholders are not included in the outbreak-management process. Two case studies described in this article show how the needs of stakeholders may vary with time and that early sharing of information takes priority over shared decision-making. The stakeholders itemized their needs and potential contributions in order to arrive at the collective interest of outbreak management. For this, the results suggest the potential for improvement through development of “network governance” including the effective sharing of information in large networks with varying needs. Outbreaks in which conflicting perceptions may occur among the stakeholders require particular attention.
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Samwel, Kipyego, Marube Nyamiaka, Lucy Wamaitha, and Simon Waichigo. "Influence of Stakeholders’ Management on Public Project Success: Evidence from Kenya." International Journal of Entrepreneurship and Project Management 8, no. 1 (August 2, 2023): 35–43. http://dx.doi.org/10.47604/ijepm.2059.

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Purpose: The purpose of this study was to examine the influence of stakeholders' management on public projects success in Kenya: Methodology: This study adopted a descriptive cross-sectional survey design. The target population was 500 staff working for the Kenya government. The study population included public work engineers, works clerks, public project managers, contractors, supervisors and community elder respondents. The research study embraced stratified random sampling method and a sample size of 150 respondents was obtained using the Yamane (1967) formula. The study further used structured questionnaires which consisted of both open-ended and closed-ended questions to collect data from the sampled population. The collected data was cleaned for clarity clearness. Coding was done on the basis of the place of the participants. The data was analyzed using excel. Data was presented using frequency tables Finding: The findings revealed that stakeholders’ analysis has a positive influence on public project success. Majority of the respondents agreed that stakeholders and their roles have been successfully identified. The study concludes that stakeholders’ participation had a positive impact on project success. In addition, the study suggests that proper stakeholder expectation management enhances project success. Unique Contribution to Theory, Practice and Policy: The study affirmed applications of stakeholder’s theory since internal and external stakeholders power determines the success of public projects. For Practice, Public Project implementors should enhance stakeholder involvement in project decision-making. There is need for improvement in participatory planning and budgeting to enhance decision-making processes. In addition, the government should refine stakeholder management process by designing policy for stakeholder engagement. The policy, should emphasize the need to address concerns related to service timeliness, quality, and budget adherence, as well as enhancing feedback mechanisms and communication channels. Proper timeliness and quality of service delivery need to be enhanced. The government should establish mechanisms for participatory planning and budgeting, providing stakeholders with resources for active participation, addressing service timeliness and quality concerns.
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Waligo, V. M., J. Clarke, and R. Hawkins. "The ‘Leadership–Stakeholder Involvement Capacity’ nexus in stakeholder management." Journal of Business Research 67, no. 7 (July 2014): 1342–52. http://dx.doi.org/10.1016/j.jbusres.2013.08.019.

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