Journal articles: 'Stakeholder'

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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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Mackie, Thomas I., Radley C. Sheldrick, Sarah D. de Ferranti, Tully Saunders, Erick G. Rojas, and Laurel K. Leslie. "Stakeholders’ Perspectives on Stakeholder-engaged Research (SER)." Medical Care 55, no. 1 (January 2017): 19–30. http://dx.doi.org/10.1097/mlr.0000000000000593.

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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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Putro, Heru Purboyo Hidayat, Pradono Pradono, and Titus Hari Setiawan. "Development of Multi-Actor Multi-Criteria Analysis Based on the Weight of Stakeholder Involvement in the Assessment of Natural–Cultural Tourism Area Transportation Policies." Algorithms 14, no. 7 (July 20, 2021): 217. http://dx.doi.org/10.3390/a14070217.

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Multi-actor multi-criteria analysis (MAMCA) was developed with a process involving the participation of various stakeholders. Stakeholders express various criteria as measures for the achievement of their respective goals. In general, the assessment of each stakeholder is considered to have the same weight. In reality, the weight of each stakeholder’s involvement in policy decision making is not the same. For example, the government’s assessment weight will be different from those of local business actors. In this study, the authors developed a multi-actor multi-criteria analysis method by adding the weight of stakeholder involvement when making decisions about transportation policies that support sustainable mobility in protected natural–cultural tourism areas. The weight of involvement was developed through stakeholder participation. Stakeholders were asked to provide weights for all stakeholders other than themselves using the AHP method. The results of this weighting were then averaged and considered as the stakeholder assessment weights. Adding stakeholder weighting can also improve the quality of decisions by avoiding bias and following the principle of fairness in the assessment.

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AK, Al Sheyadi. "Stakeholder Environmental Concerns and Adoption of Green SCM Practices: Role of Stakeholder Characteristics." Open Access Journal of Waste Management & Xenobiotics 5, no. 4 (October 19, 2022): 1–13. http://dx.doi.org/10.23880/oajwx-16000177.

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Literature has widely recognized the influence of stakeholder pressures on the development and deployment of green supply chain management (GSCM) practices. However, how firms perceive and prioritize environmental demands of different groups of stakeholders is not clear yet. This paper posits that not all stakeholder environmental concerns are equally important to firms; rather stakeholders' characteristics will be a main factor to determine the extent of attention allocated by firm to satisfy the environmental demands of a specific segment of stakeholders compared to others. It also argues that not all stakeholder environmental concerns are considered as antecedents to adoption of GSCM, rather characteristics of specific groups of stakeholders and their level of market-power play a key role in determining antecedent–consequent relations of stakeholder’s environmental concerns to the implementation of GSCM. This theoretical belief was confirmed in this study using structural equation modelling of data collected through a survey of 138 Omani manufacturing firms. Results of this study revealed that effect of market stakeholders pressure on firms’ willingness to adopt both internal and external types of GSCM is stronger than effect of non-market stakeholders pressure, and that environmental demands of market stakeholders is considered as antecedents to GSCM implementation while environmental concerns of non-market stakeholders is considered consequence in this process.

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Hayibor, Sefa. "Equity Sensitivity and Stakeholder Behaviour." Proceedings of the International Association for Business and Society 30 (2019): 98–109. http://dx.doi.org/10.5840/iabsproc20193012.

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Though possible influences of a stakeholder’s fairness or equity perceptions on its inclination to impose sanctions upon a firm or, conversely, to support it, have received a modicum of attention from researchers in stakeholder theory, the limited work in this area of inquiry assumes that stakeholders are homogeneous in their sensitivity to unfairness or inequity in the firm-stakeholder relationship, though research on equity sensitivity suggests that this assumption likely will not hold. Based on work in stakeholder theory, equity theory, and equity sensitivity theory, in this paper I present and test hypotheses relating a stakeholder’s equity preferences – or equity sensitivity – to its propensity to take action against, or to support, the firm.

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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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Spitzeck, Heiko, and Erik G. Hansen. "Stakeholder governance: how stakeholders influence corporate decision making." Corporate Governance: The international journal of business in society 10, no. 4 (August 11, 2010): 378–91. http://dx.doi.org/10.1108/14720701011069623.

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Fosse, Sébastien M., and Carl J. Kock. "Meta-Stakeholders: How Social Investors Shape Stakeholder Orientation." Academy of Management Proceedings 2014, no. 1 (January 2014): 11743. http://dx.doi.org/10.5465/ambpp.2014.11743abstract.

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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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Zlygostev, Alexander, and Elena Makarova. "Modeling the stakeholder value and stakeholder risks." SHS Web of Conferences 89 (2020): 02004. http://dx.doi.org/10.1051/shsconf/20208902004.

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The aim of the paper is to expand understanding of stakeholder value and consider possibilities of its assessing for minimizing stakeholder risks. The study makes contributions to achieving a balance between interests of stakeholders and implementation of sustainable business development principles. The paper introduces a practical toolkit for modeling stakeholder value and stakeholder risks. New methods, developed by the authors to model and analyze stakeholder value and risks, determine the novelty of the study. The paper provides the results of new methodology validation performed with the use of mathematical and econometric methods applied to open source data. Models of contributions and benefits of stakeholders are examined, levels of the “gap” between contributions and benefits by groups of stakeholders are outlined, the map of “stakeholder risks” is presented. The analysis of the results allows to make conclusions and provide recommendations on establishing balanced relationships with stakeholders and minimizing stakeholder risks in order to harmonize interests for sustainable business development.

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Chygryn, Olena, Yurii Bilan, and Aleksy Kwilinski. "Stakeholders of Green Competitiveness: Innovative Approaches for Creating Communicative System." Marketing and Management of Innovations, no. 3 (2020): 356–68. http://dx.doi.org/10.21272/mmi.2020.3-26.

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The issue of stakeholder activity and collaboration for developing and promoting the green competitiveness of enterprises are nowadays relevant and play a significant role in creating competitive advantages. Systematization literary sources prove that economic activity is characterizing by specific relationships between a wide set of stakeholders, the effective communicative system can bring potential benefits to all parties and stakeholders have specific expectations regarding various aspects of the enterprises’ operation: organizational, economic, social, environmental etc. The main objective of the article is creating the preconditions for building the stakeholder communication system for promoting the green competitiveness of the company and assessing by stakeholders the results of companies’ activity. The paper used scientific methods are based on logical generalization and scientific abstraction for systematizing the prerequisites for the formation of a system of communications of green competitive stakeholders; typology of green competitiveness stakeholders; formal-logical for determining the determinants and principles of effective collaboration of stakeholders of green competitiveness. For investigating the stakeholders’ assessment of the green competitiveness effects was undertaken Multidimensional scaling analysis and were estimated five outcome dimensions: consumer satisfaction in green goods; efficiency of green goods production; green goods quality and cleaner production; institutional partnership; community impact. For scaling responses in survey research was used a seven-point psychometric Likert scale. A general questioning is provided for five countries: Ukraine, Poland, Romania, Slovenia, Czech Republic, and include the results of the survey the 1236 stakeholders. The results of the assessment showed that in all groups (internal and external) of stakeholder, the employees assessed results of the environmental strategies as «success» – 22,3% and community from another group – 7,45%. The stakeholder opinion is the same. That is evidence that the processes of greening stakeholder’s communication are becoming wider and involve more participants. The result of the research creates the background for improving the system of green competitiveness stakeholder interaction. Keywords stakeholder, green competitiveness, interaction, stakeholder partnership, assessment.

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Shivarajan, Sridevi, Thomas DuBois, and Aravind Srinivasan. "Examining how marginalized stakeholders successfully redress their issues." Annals in Social Responsibility 1, no. 1 (June 8, 2015): 108–30. http://dx.doi.org/10.1108/asr-12-2014-0004.

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Purpose – Can marginalized stakeholders whose issues with the firm are unaddressed because of their resource and legitimacy constraints (low salience) increase their salience by capitalizing on certain inherent properties of their stakeholder environment? The purpose of this paper is to examine this question using a real life case of the Coca-Cola controversy in Kerala, India, where a group of local aboriginals succeeded against all odds in shutting down a Coca-Cola plant which was allegedly polluting their water resources. The analysis of the longitudinal data collected in this case supported the hypotheses that the ability of marginalized stakeholders to increase their salience by influencing other stakeholders depends both on the attributes of other stakeholders (favorable, unfavorable and indifferent), and the triadic relationships among them. The triadic relationships among stakeholders show a tendency toward balance, and become particularly relevant when the marginalized stakeholder’s issues are perceived to have low legitimacy due to their normative nature (which makes them difficult to be translated into economic terms). The findings offer important insights to both marginalized stakeholders and firms, on proactively managing their stakeholder environments. Design/methodology/approach – The authors use a single case: the controversy surrounding Coca-Cola in Kerala, India, and conduct a longitudinal study examining both qualitative and quantitative data. Findings – The findings indicate that marginalized stakeholders can capitalize on certain inherent properties of their stakeholder networks and increase their salience to influence the focal firm. Specifically, the authors find that stakeholder salience is a function of both the dyadic relationships between stakeholders, and the triadic relationships among them. These triadic relationships tend to a state of balance over time. The authors also find that when the stakeholder issue is normative in nature the triadic relationships are more important in increasing stakeholder salience. Originality/value – The authors conduct an original case study research, with primary qualitative data collected by the authors. The authors also develop a quantitative model to examine this data to arrive at the findings. Therefore the authors contribute both theoretically and empirically to stakeholder salience literature.

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Zainal, Rabin Ibnu. "Analisis Stakeholder di Wilayah Operasional Perusahaan Pertambangan Migas." MBIA 19, no. 3 (December 27, 2020): 283–92. http://dx.doi.org/10.33557/mbia.v19i3.1164.

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Mining companies, such as oil and gas mining, are categorized as having a very risky impact on the environment and surrounding communities. For this reason, mining companies are encouraged to identify stakeholders in the company's operation area, and then communicate and strategize with these stakeholders to mitigate the impact that may arise from the company's operations. Stakeholder analysis approaches are often used to identify stakeholders. In addition, stakeholder analysis also provides an overview of the attributes of each stakeholder related to power, influence and legitimacy. Qualitative methods are used in research based on interviews and observations with all parties related to the operations of oil and gas companies. Through this method, stakeholders are identified in the community, local government and internal oil and gas mining companies. Each identified stakeholder was also analyzed for each attribute, and research finds that each stakeholder has different attributes. Stakeholder attributes affect the position of these stakeholders, and surely affect the relationship between these stakeholders and other stakeholders. The research concludes that a different approach strategy is required from each stakeholder based on the attributes possessed by these stakeholders. Abstrak Perusahaan pertambangan, seperti pertambangan minyak dan gas dikategorikan memiliki dampak sangat beresiko terhadap lingkungan dan masyarakat sekitar. Untuk itu perusahaan pertambangan didorong untuk mengidentifikasi para pemangku kepentingan (stakeholder) yang berada di wilayah operasi perusahaan tersebut, dan selanjutnya melakukan komunikasi dan strategi dengan stakeholder tersebut untuk memitigasi dampak yang mungkin ditimbulkan dari operasional perusahaan. Analisis pendekatan stakeholder sering digunakan untuk megidentifikasi para pemangku kepentingan. Selain itu, analisis stakeholder juga memberikan gambaran tentang atribut dari setiap stakeholder terkait dengan kekuasaan, pengaruh, dan legitimasi. Metode kualitatif digunakan dalam penelitian dengan berdasarkan wawancara dan observasi dengan seluruh pihak yang terkait dengan operasional perusahaan migas. Melalui metode ini, teridentifikasi stakeholder yang terdapat di masyarakat, pemerintah daerah dan internal perusahaan pertambangan migas. Setiap stakeholder yang teridentifikasi juga dianalisis setiap atributnya, dan ditemukan bahwa setiap stakeholder memiliki atribut yang berbeda-beda. Atribut stakeholder mempengaruhi posisi stakeholder tersebut, dan tentunya mempengaruhi hubungan stakeholder tersebut dengan stakeholder lainnya. Penelitian memberikan kesimpulan bahwa diperlukan strategi pendekatan yang berbeda dari setiap stakeholder berdasarkan atribut yang dimiliki oleh stakeholder tersebut. Kata kunci: Analisis Stakeholder, Perusahaan Migas, Kekuasaan, Legitimasi, Urgensi.

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Crane, Bret. "Revisiting Who, When, and Why Stakeholders Matter: Trust and Stakeholder Connectedness." Business & Society 59, no. 2 (February 20, 2018): 263–86. http://dx.doi.org/10.1177/0007650318756983.

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With limited resources and attention, managers have sought ways to categorize and prioritize stakeholders. The underlying assumption is that some stakeholders matter more than others. However, in the information age, stakeholders are increasingly interconnected, where a firm’s actions toward one stakeholder are visible to others and can affect members of the stakeholder ecosystem. Actions by a firm toward any of its stakeholders can signal its trustworthiness and determine to what degree other stakeholders will assume vulnerability and engage in future exchange relationships. In this conceptual article, I present a model of stakeholder connectedness and describe the conditions in which a firm’s actions toward one stakeholder can build or erode trust across stakeholders. This work contributes to current tensions in stakeholder theory by elucidating how the treatment of a single stakeholder, or a narrow group of stakeholders, can have cascading effects on a broader group of stakeholders.

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POSTEMA, TIM, AARD GROEN, and KOOS KRABBENDAM. "A MODEL TO EVALUATE STAKEHOLDER DYNAMICS DURING INNOVATION IMPLEMENTATION." International Journal of Innovation Management 16, no. 05 (October 2012): 1250025. http://dx.doi.org/10.1142/s136391961200385x.

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The introduction of innovations in organizations with high professionalization seems to lead to mixed results in practice. It is widely known that innovation adoption success is largely dependent on user commitment and absorption of the innovation in work processes. However, the hardest task for any person interested in innovation implementation activities is how to achieve high levels of commitment and acceptance of those stakeholders that matter the most. In this article, we argue that much can be gained by having good insights in indicators of both influence and acceptance of stakeholders during innovation implementation and adoption phases; the so-called stakeholder dynamics. To gain insights in a stakeholder's potential influence and potential acceptance of the innovation during the innovation implementation project, we argue that stakeholder capacity and intentions are key characteristics. By reviewing relevant theoretical foundations relating to innovation implementation, technology acceptance and stakeholder theory, we argue that literature considering the combination of both capacity as well as intentions in an integrated evaluation model is scarce. In this article, we are presenting a synthesized model and methodology for the iterative evaluation of stakeholder dynamics during innovation implementations; the stakeholder-based innovation acceptance web (SIAW). Insights in the combination of capacity and intentions dimensions can help in focussing and matching engagement strategies. The practical model, as part of the iterative methodology, aids in visualizing and classifying stakeholders in order to determine stakeholder engagement priorities during an innovation implementation project.

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Hatherly, David, Ronald K. Mitchell, J. Robert Mitchell, and Jae Hwan Lee. "Reimagining Profits and Stakeholder Capital to Address Tensions Among Stakeholders." Business & Society 59, no. 2 (December 14, 2017): 322–50. http://dx.doi.org/10.1177/0007650317745637.

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In this article, we use ideas from stakeholder capital maintenance theory to address tensions in allocating firm profits between stockholders and other stakeholders. We utilize a mediative thought experiment to conceptualize how multiple stakeholder interests might better be served, such that genuine firm profits (from new value creation) versus artificial firm profits (from non-wealth-producing transfers) may be identified and incentivized. We thereby examine how such accounting transfers can be envisioned as stakeholder capital to be maintained for the benefit of both the firm and the economy. We present examples to illustrate the hypothetical model proposed and its implications.

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Sudevan, Smiju, M. Bhasi, and K. V. Pramod. "Distinct Stakeholder Roles Across the ERP Implementation Lifecycle." International Journal of Enterprise Information Systems 10, no. 4 (October 2014): 59–72. http://dx.doi.org/10.4018/ijeis.2014100104.

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Enterprise Resource Planning (ERP) implementation is a difficult and complex decision where it involves people issues more than technological issues. In this paper, identifying stakeholders is emphasized as a key definitive step during the process of ERP implementation and if done improperly, will lead to failure of the implementation project. The impact of stakeholder's interests on the project's decisions was already highlighted as a critical issue in success of the ERP implementation. Consequently the aim of this study has been set to explore the distinct stakeholder's role on ERP implementation life cycle. Accordingly, a qualitative research was designed and through conducting a number of semi structured interviews with project stakeholders a certain amount of data on project's stakeholder lists and roles were gathered. Furthermore, the related project documents, including meeting memos, project charters and some technical reports were studied. It is seen that there is fluidity between the stakeholder roles in each stage of implementation and accordingly, it is imperative that the stakeholder issues must be addressed throughout the lifecycle, not only in the initial stages.

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Shrestha, Archana, Dipesh Tamrakar, Bhawana Shrestha, Biraj Man Karmacharya, Abha Shrestha, Prajjwal Pyakurel, and Donna Spiegelman. "Stakeholder engagement in a hypertension and diabetes prevention research program: Description and lessons learned." PLOS ONE 17, no. 10 (October 20, 2022): e0276478. http://dx.doi.org/10.1371/journal.pone.0276478.

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Background Stakeholder engagement is important from the management point of view to capture knowledge, increase ownership, reduce conflict, encourage partnership, as well as to develop an ethical perspective that facilitates inclusive decision making and promotes equity. However, there is dearth of literature in the process of stakeholder engagement. The purpose of this paper is to describe the process of increasing stakeholder engagement and highlight the lessons learnt on stakeholder engagement while designing, implementing, and monitoring a study on diabetes and hypertension prevention in workplace settings in Nepal. Methodology We identified the stakeholders based on the 7P framework: Patients and public (clients), providers, payers, policy makers, product makers, principal investigators, and purchasers. The identified stakeholders were engaged in prioritization of the research questions, planning data collection, designing, implementing, and monitoring the intervention. Stakeholders were engaged through focus group discussions, in-depth interviews, participatory workshops, individual consultation, information sessions and representation in study team and implementation committees. Results The views of the stakeholders were synthesized in each step of the research process, from designing to interpreting the results. Stakeholder engagement helped to shape the methods and plan, and process for participant’s recruitment and data collection. In addition, it enhanced adherence to intervention, mutual learning, and smooth intervention adoption. The major challenges were the time-consuming nature of the process, language barriers, and the differences in health and food beliefs between researchers and stakeholders. Conclusion It was possible to engage and benefit from stakeholder’s engagement on the design, implementation and monitoring of a workplace-based hypertension and diabetes management research program in Nepal.

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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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Lee, Jae Hwan, and Ronald K. Mitchell. "“Stakeholder Work” and Stakeholder Research." Proceedings of the International Association for Business and Society 24 (2013): 208–13. http://dx.doi.org/10.5840/iabsproc20132422.

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Popkova, Anna. "Stakeholder Mapping For Social Entrepreneurship Projects." Obshchestvo i ekonomika, no. 5 (2023): 142. http://dx.doi.org/10.31857/s020736760025552-6.

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The article discusses stakeholder theory and stakeholder definitions. The methods of stakeholder analysis known in the world practice are investigated: power-influence-interest grid, stakeholder cube, salience model. A step-by-step stakeholders mapping outline is given. The methodology for categorizing stakeholders has been developed by the author, based on a resource approach. Based on three types of resources (administrative, financial and informational), an integral indicator of the importance of stakeholders is calculated and mapped. The stakeholder mapping allows you to optimally allocate time and attention to stakeholders, as well as develop effective communication plans for the company and stakeholder engagement strategy.

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Kaharuddin, Sakinah Khalidah, Hamimah Adnan, and Har Einur Azrin Baharuddin. "SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT FOR PUBLIC-PRIVATE PARTNERSHIPS INFRASTRUCTURE PROJECTS." Built Environment Journal 17, no. 2 (July 15, 2020): 1. http://dx.doi.org/10.24191/bej.v17i2.8869.

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Public-Private Partnership (PPP) has been identified as a procurement method that brings the public and private sectors together to facilitate the delivery of infrastructure projects and services. PPP manages complex projects and involves multiple stakeholders. Stakeholders in the PPP project need to be properly managed to achieve the project goals, minimising risk and accommodate stakeholder interest. Stakeholder management is about the relationship between organisation and its stakeholders. Poor management of stakeholder could lead to project failure. This paper aims to identify the success factors for stakeholder management in PPP infrastructure projects in Malaysia. A qualitative methodology which involved structured interviews with expert panels in PPP was conducted to validate the stages obtained from the primary and secondary data. The findings highlighted on the four (4) stakeholder management stages which involves stakeholder analysis, stakeholder engagement, stakeholder management action plan and stakeholder management monitoring. The needs for a having a clear understanding of the role of the project among stakeholders is crucial. Good stakeholder engagement is an essential part of project stakeholders’ engagement. It also appears that the regulatory plan would be implication to contribute stakeholder management to achieve the success of PPP project. In addition, stakeholder must monitor the work on site in order to achieve project success. The success factors towards achieving a successful stakeholder management process have been identified. Improvement in these stages will lead towards better presentation and improvement of the success factors of stakeholder management process in PPP infrastructure projects in Malaysia.Keywords: Stakeholder Management; Public-Private Partnerships, Stakeholder Management stages

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Najib, Nadirah Hazwani, Syuhaida Ismail, Rohayah Che Amat, Serdar Durdyev, Zdeňka Konečná, Abdoulmohammad Gholamzadeh Chofreh, Feybi Ariani Goni, Chitdrakantan Subramaniam, and Jiří Jaromír Klemeš. "Stakeholders’ Impact Factors of the COVID-19 Pandemic on Sustainable Mixed Development Projects: A Systematic Review and Meta-Analysis." Sustainability 14, no. 16 (August 22, 2022): 10418. http://dx.doi.org/10.3390/su141610418.

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Managing stakeholders in construction projects is crucial since stakeholders are perceived as a significant source of uncertainty because of the various stakeholders involved, especially in mixed development projects. The preferred reporting items for systematic reviews and meta-analyses (PRISMA) method was used to analyse and select the most relevant publications from two identified databases: SCOPUS and Web of Science (WoS). Only 55 of 1600 publications were identified as relevant to stakeholder impact factors in the construction projects. Towards achieving the Sustainable Development Goal (SDG) 11, 10 stakeholder impact factors affecting the success of mixed development project management during the COVID-19 pandemic were identified and arranged by frequency: stakeholder engagement, stakeholder relationship, stakeholder attribute, stakeholder influence, stakeholder interest, stakeholder needs, stakeholder satisfaction, stakeholder expectation, and stakeholder behaviour. The outcome of this study would assist the construction project team in effectively managing and engaging with the relevant stakeholders to attain SDG 11 associated with sustainable cities and communities, specifically for the mixed development projects during the COVID-19 pandemic.

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Shafique, Kamran, and Cle-Anne Gabriel. "Vulnerable Stakeholders’ Engagement: Advancing Stakeholder Theory with New Attribute and Salience Framework." Sustainability 14, no. 18 (September 19, 2022): 11765. http://dx.doi.org/10.3390/su141811765.

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Stakeholder engagement is a central tenet for understanding and solving sustainability challenges. Given the existing stakeholder knowledge base and the fact that practitioners mostly focus on the engagement of high-power and salience stakeholders, the interests of low-power and vulnerable stakeholders are often manipulated. Therefore, this research is devoted to the engagement of low-power and vulnerable stakeholders. Grounded in the stakeholder theory and the results of two illustrations, we demonstrate how the physical proximity of vulnerable stakeholders influences salience patterns in a multi-stakeholder engagement context. The contribution of the study is the conceptualisation of proximity as a stakeholder attribute, in addition to power, legitimacy, and urgency, to help managers identify and appropriately engage with vulnerable stakeholders. Thus, we extend stakeholder typologies by incorporating proximity into the existing attribute model. The proposed model addresses the paradoxical nature of stakeholder salience and engagement theories and furthers the sustainability agenda.

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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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Newcombe, Robert. "From client to project stakeholders: a stakeholder mapping approach." Construction Management and Economics 21, no. 8 (December 2003): 841–48. http://dx.doi.org/10.1080/0144619032000072137.

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DAVID, PARTHIBAN, TORU YOSHIKAWA, JONATHAN O'BRIEN, and ANDREW DELIOS. "STAKEHOLDER INFLUENCES ON DIVERSIFICATION: IMPLICATIONS FOR SHAREHOLDERS AND STAKEHOLDERS." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44256519.

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Ayers, Toby Diane. "Stakeholders as partners in evaluation: A stakeholder-collaborative approach." Evaluation and Program Planning 10, no. 3 (January 1987): 263–71. http://dx.doi.org/10.1016/0149-7189(87)90038-3.

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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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Harrison, Jeffrey S., Douglas A. Bosse, and Robert A. Phillips. "Managing for stakeholders, stakeholder utility functions, and competitive advantage." Strategic Management Journal 31, no. 1 (January 2010): 58–74. http://dx.doi.org/10.1002/smj.801.

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Kettunen, Juha, and Manodip Ray Chaudhuri. "SUSTAINABLE ENGAGEMENT IN STAKEHOLDER RELATIONSHIPS: CRAFTING A STAKEHOLDER MAP." Jurnal Manajemen Indonesia 17, no. 1 (July 26, 2017): 27. http://dx.doi.org/10.25124/jmi.v17i1.860.

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The purpose of this paper is to present the theory of sustainable engagement in the stakeholder relationships of enterprises and develop a stakeholder map to ﬁ nd the circular forms of sustainability. This study uses a graphical approach based on the balanced scorecard approach to present the sustainable engagement of stakeholder relationships. The paper applies the concept of sustainable engagement in the value chain and extends it to circular processes. The paper also presents the comprehensive stakeholder map for the identiﬁ cation of the most signiﬁ cant stakeholders of an enterprise. The stakeholder map can be used for the graphical representation of circular processes, economy, learning and impact. The framework presented in the paper is useful for enterprises which want to identify its most important stakeholders and promote sustainable engagement with its stakeholders to create value and sustain in the long run

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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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Schormair, Maximilian J. L., and Dirk Ulrich Gilbert. "Creating Value by Sharing Values: Managing Stakeholder Value Conflict in the Face of Pluralism through Discursive Justification." Business Ethics Quarterly 31, no. 1 (June 19, 2020): 1–36. http://dx.doi.org/10.1017/beq.2020.12.

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ABSTRACTThe question of how to engage with stakeholders in situations of value conflict to create value that includes a plurality of conflicting stakeholder value perspectives represents one of the crucial current challenges of stakeholder engagement as well as of value creation stakeholder theory. To address this challenge, we conceptualize a discursive sharing process between affected stakeholders that is oriented toward discursive justification involving multiple procedural steps. This sharing process provides procedural guidance for firms and stakeholders to create pluralistic stakeholder value through the discursive accommodation of diverging stakeholder value perspectives. The outcomes of such a discursive value-sharing process range from stakeholder value dissensus to low (agreement to disagree) and increasing levels of stakeholder value congruence (value compromise) to stakeholder value consensus (shared values). Hence, this article contributes to the emerging literature on integrative stakeholder engagement by conceptualizing a procedural framework that is neither overly oriented towards dissensus nor consensus.

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Nielsen, Camilla Palmhøj, Sarah Wadmann Lauritsen, Finn Børlum Kristensen, Marie Louise Bistrup, Americo Cecchetti, and Eva Turk. "Involving stakeholders and developing a policy for stakeholder involvement in the European network for Health Technology Assessment, EUnetHTA." International Journal of Technology Assessment in Health Care 25, S2 (December 2009): 84–91. http://dx.doi.org/10.1017/s0266462309990729.

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Objectives: This article explains how the issue of stakeholder involvement was addressed in the European network for Health Technology Assessment (EUnetHTA) Project and describes the structures of future stakeholder involvement in the EUnetHTA Collaboration.Methods: Initiatives led to a dialogue with stakeholders and exchanging views and expectations on health technology assessment (HTA) processes and the future development of EUnetHTA. The methods of involving different stakeholder groups in EUnetHTA included general information to stakeholders about EUnetHTA, targeted information on a Web site, analysis of stakeholder opinions on HTA and EUnetHTA, and development of a draft stakeholder policy.Results: First steps were taken to organize processes to consolidate the legitimacy of EUnetHTA and its products and encourage the representation of interests, thus contributing to promoting the utilization of HTA in national/regional policy making. A stakeholder Web site, analyses of stakeholder opinions on HTA and EUnetHTA in a discussion topic catalog, and a draft stakeholder policy resulted from the work.Conclusions: Stakeholder involvement in EUnetHTA is necessary to ensure the legitimacy and prospects for utilization of EUnetHTA and its products. The described activities and results create the foundation for a continued dialogue with, and involvement of, stakeholders. The EUnetHTA stakeholder meeting can be considered as a successful experience of dialogue between EUnetHTA and stakeholders, which should be continued. Our experience shows the challenge of obtaining balanced stakeholder representation across the identified stakeholder groups. Continued attention should be given to achieving balanced stakeholder representation.

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Pelyukh, Oksana, and Alessandro Paletto. "Stakeholder Analysis to Support Secondary Norway Spruce (Picea abies (L.) Karst.) Forest Conversion in the Ukrainian Carpathians." Acta Silvatica et Lignaria Hungarica 15, no. 2 (December 1, 2019): 69–84. http://dx.doi.org/10.2478/aslh-2019-0006.

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Abstract Stakeholder analysis is a crucial step in the participatory process to involve all groups of interests in sustainable forest management. This paper aims to develop a method of stakeholder analysis to identify and classify stakeholders involved in secondary Norway spruce (Picea abies (L.) Karst.) stand conversions. The method is based on a questionnaire survey and structured into three stages: (1) stakeholder identification; (2) analytical characterization of stakeholders; and (3) stakeholder aggregation. Stakeholders are classified according to their interest level and importance while considering the relationships among them (social network analysis). Stakeholder analysis is applied in the Ukrainian Carpathians, which is characterized by cultural and economic dependence on forest resources. The results highlight seven “supporters” and six “opponents” as well as three key stakeholders and four primary stakeholders. We propose involving up to three stakeholders from each homogeneous group to balance stakeholder contributions and enhance the democratization of the forest conversion decision-making process.

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Dewi, Maulida Rachmalia, Hikmah Dwi Nurfani, Anisa Nur Aisyah Borneo, and Risnayanti Arung. "Analisis Peran Stakeholder Dalam Pengembangan Agropolitan Kabupaten Kutai Kartanegara." SPECTA Journal of Technology 4, no. 1 (March 20, 2020): 35–40. http://dx.doi.org/10.35718/specta.v4i1.156.

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Pengembangan kawasan agropolitan diharapkan dapat menjadi solusi pengembangan ekonomi wilayah yang akan diikuti oleh pertumbuhan ekonomi yang berkelanjutan.Namun pengembangan membutuhkan support dari pemangku kepentingan (stakeholder). Stakeholder adalah kelompok atau individu yang dapat mempengaruhi dan atau dipengaruhi oleh suatu pencapaian tujuan tertentu yang dalam hal ini ialah pengembangan kawasan agropolitan.Dalam penerapannya stakeholder dapat memberi dampak ataupun terdampak terhadap suatu perencanaan.Jurnal ini bertujuan untuk mengidentifikasi dan memetakan stakeholder berdasarkan pengaruh dan kepentingannya masing-masing dalam pengembangan kawasan agropolitan Kabupaten Kutai Kartanegara. Identifikasi dan analisa ini diperlukan untuk menelaah konsekuensi dan implikasi yang harus dipertimbangkan dalam penyusunan rencana program maupun kegiatan. Stakeholder dalam pengembangan kawasan agropolitan Kabupaten Kutai Kartanegara terdiri dari stakeholder primer , stakeholder kunci dan stakeholder sekunder. Stakeholders primer meliputi Warga Kabupaten Kutai Kartanegara yang meliputi 10 Kecamatan dengan potensi Agropolitan dan Kelompok Tani di 10 Kecamatan dengan potensi agropolitan. Stakeholders kunci meliputi UPT. Dinas Pertanian, Perkebunan dan Peternakan sebagai unsur perangkat daerah dan Stakeholders sekunder meliputi pihak eksternal. Kata kunci : Agropolitan,Pengembangan,Stakeholder

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Wulandari, Astri. "MANAGING STAKEHOLDER RELATIONSHIPS AND STAKEHOLDER EXPECTATIONS." ETTISAL Journal of Communication 3, no. 2 (December 29, 2018): 163. http://dx.doi.org/10.21111/ettisal.v3i2.1976.

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Beaulieu, Suzanne, and Jean Pasquero. "Reintroducing Stakeholder Dynamics in Stakeholder Thinking." Journal of Corporate Citizenship 2002, no. 6 (June 1, 2002): 53–69. http://dx.doi.org/10.9774/gleaf.4700.2002.su.00007.

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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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Lankoski, Leena, N. Craig Smith, and Luk Van Wassenhove. "Stakeholder Judgments of Value." Business Ethics Quarterly 26, no. 2 (April 2016): 227–56. http://dx.doi.org/10.1017/beq.2016.28.

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ABSTRACT:Although central to stakeholder theory, stakeholder value is surprisingly neglected in the literature. We draw upon prospect theory to show how stakeholder judgments of value depend crucially on the reference state, how there are several alternative reference states that may be operative when stakeholders judge value, how the choice of reference state for stakeholders’ value judgments can occur intuitively or deliberately, and how the level of the operant reference state may change with time and may also be incorrectly perceived by stakeholders or managers. Our theorizing results in a fundamentally different way of perceiving the value of corporate actions to stakeholders and shifts understanding of the avenues available for companies and others to influence stakeholder judgments of value. This novel perspective has implications both for theory and management practice, and not least for normative business ethics, if business is about stakeholder value creation.

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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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Maheshwari, G. C., and B. Ravi Kumar Pillai. "The Stakeholder Model for Water Resource Projects." Vikalpa: The Journal for Decision Makers 29, no. 1 (January 2004): 63–82. http://dx.doi.org/10.1177/0256090920040106.

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The water resource development projects in India have been facing problems due to immense time and cost overruns. There is also the risk of taking a skewed path when planners and policy makers tend to ignore the existence of less-vocal and non-vocal entities. This could be due to a lack of a proper framework for understanding the nature and dimensions of the competing, conflicting, and varied demands both by the adversely affected and the beneficiary entities. This calls for identifying various stakeholders of the water resource projects so as to develop a stakeholder's model which is expected to not only help categorize the stakeholders along the lines of beneficial and adverse effects but also to gauge their capacity to influence change in the course of the projects. The stakeholders can be defined as individuals or group of entities who may be affected by the water resource project during its conception, construction, and operation who, in turn, may also influence the future course of the project. For identifying the stakeholders, this paper proposes a three-tier approach leading to an eight-fold classification of stakeholders. As exemplified by the Sardar Sarovar Project, the identified classes of stakeholders can be structured into a model indicating their octagonal congregate of influences and the networked effect on the water resource project. Since stakeholders are important social and economic assets for public good, the best recourse is to create a win-win situation for all of them or work out a balance in relationships with its diverse constituents for optimum realization of stakeholder value. With these objectives in view, this paper suggests a four-level stakeholder relationship model incorporating levels of: (i) unin-formed, (ii) compliant, (iii) responsive, (iv) engaged. On attaining the highest ‘engaged’ level, the project is able to create synergy among all elements of its relationship network so as to realize optimum stakeholder value. The measurement of stakeholder value is of immense importance for understanding and responding to shifts in stakeholder expectations and reactions. The proposed ‘comparative measure’ approach for evaluating stakeholder value has the advantage of being discernible, forward-looking, and capable of eliminating the element of percep- tion in measurement by taking a comparative (rather than absolute) measure of the impact on beneficiary and adversely affected groups of stakeholders. This approach requires moral reasoning, involving a rational valuation of emotions (joy or grief) in case of social stakeholders, and conditions (favourable or unfavourable) in case of non-social stakeholders, as epitomized by the factual illustration of a decision related to the height of the Sardar Sarovar Dam. The implications of the stakeholder model are as follows: It serves the ‘4S‘ management functions of Sensing, Scanning, Signalling, and Strategizing. It can be used as a powerful tool for investigation, prognostication, redressal, and management of stakeholder issues. It can also be aptly used for guiding the continuous process of national water resource reforms with an aim to achieve balanced and sustainable development with minimum conflicts. To conclude, water resource projects would ultimately help maximize societal wel- fare and improve the governance system besides becoming stakeholder responsive.

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

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Mok, Ka Yan, Geoffrey Qiping Shen, and Rebecca Yang. "Stakeholder complexity in large scale green building projects." Engineering, Construction and Architectural Management 25, no. 11 (December 3, 2018): 1454–74. http://dx.doi.org/10.1108/ecam-09-2016-0205.

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Purpose In response to the world’s rising awareness on sustainability, industry players and policymakers are devoting great efforts to bolster green building developments. Every green building project (GBP) involves numerous stakeholders and potentially incompatible concerns. Despite the associated environmental, economic and social benefits, GBP developments have often confronted managerial barriers which are actually emerged from stakeholders – the actual key determinants of a project. Holistically analyzing the complexity of stakeholders in GBPs is, therefore, crucial to improving GBP management and achieving greater sustainability for all involved. The purpose of this paper is to analyze stakeholder complexity in large GBPs using a holistic framework which integrates both empirical and rationalistic analytical perspectives. Design/methodology/approach The complexity of stakeholders in GBPs can be considered from three aspects – identifying stakeholders, assessing stakeholder interactions and analyzing stakeholder concerns. The proposed stakeholder analysis framework uses both empirical methods (e.g. interviews and surveys) and rationalistic methods (e.g. chain referral sampling and social network analysis) to analyze GBP stakeholder complexity. Case study of a lab-enabled commercial GBP in Hong Kong was undertaken to illustrate the framework. Findings The framework enables a holistic, objective and effective stakeholder analysis; leading GBP leaders toward a complete understanding of project stakeholder complexity. The case study findings bring managerial insights to GBP leaders on the general SNA-related stakeholder dynamics and the important stakeholder concerns, of large Hong Kong GBPs. The findings diagnose general connectivity structures of GBP stakeholders, identify influential and peripheral actors in GBP information exchange, and suggest clues to improve their dynamics. In addition, ten key stakeholder concerns were identified, including comprehensive governmental standards and procedures, clear sustainability goals at the outset, effective stakeholder engagement, adequate design flexibility, and a “can-do” attitude of contractors and consultants – which are all vital for successful GBP development. The underlying reasons of these concerns and recommendations to addressing them were also discussed. Originality/value Many existing GBP stakeholder studies appear to use a single analytical perspective to assess project stakeholder complexity, but this may not gain a full understanding. The holistic stakeholder analysis framework used herein combines empiricism and rationalism. It helps to bring GBP leaders and implementers toward a more informed project decision making, a more thorough understanding of stakeholder complexity, as well as a more effective engagement of stakeholders.

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Scholcover, Federico, Eric Blumberg, Caleb Furlough, Thomas A. Stokes, Daphne E. Whitmer, and Olga Zielinska. "Maximizing Research Impact: A Panel Discussion On Method Selection for Non-Research Stakeholders." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 1913–14. http://dx.doi.org/10.1177/1071181322661036.

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One rarely discussed consideration in method selection is how non-research stakeholders may view the outcomes in light of the selected method. In an applied context, these stakeholders may be the primary decision makers. Thus, it is important to maximize the impact research has on these stakeholders. HF/E researchers should understand their stakeholder’s background and preconceptions, as these affect how the stakeholder consumes research; They may view certain methods as more or less impactful, regardless of validity. This is a sometimes overlooked consideration for HF/E researchers when designing their studies. This panel, drawn from a diverse background, will discuss their experience in accommodating and/or integrating stakeholder perspectives into their research design. Audience members will be given the opportunity to ask panelists questions during the latter portion of the panel.

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Tashman, Pete, and Jonathan Raelin. "Who and What Really Matters to the Firm: Moving Stakeholder Salience beyond Managerial Perceptions." Business Ethics Quarterly 23, no. 4 (October 2013): 591–616. http://dx.doi.org/10.5840/beq201323441.

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ABSTRACT:We develop the concept of stakeholder salience to account for stakeholders who should matter to the firm, even when managers do not perceive them as important. While managers are responsible for attributing salience to stakeholders, they can overlook or ignore stakeholder importance because of market frictions that affect managerial perceptions or induce opportunism. When this happens, corporate financial and social performance can suffer. Thus, we propose that the perceptions of organizational and societal stakeholders should also codetermine the salience of the focal stakeholder to the firm. We also propose that stakeholder dialogue can reduce the impacts that market frictions can have on managerial perceptions of stakeholder interests that should matter to the firm. Finally, we discuss how the refined conceptualization of stakeholder salience might have better predictive validity, be more normative, and make instrumental and normative stakeholder theory more convergent.

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Kroh, Julia. "Einbindung skeptischer Stakeholder als Erfolgsfaktor." PROJEKTMANAGEMENT AKTUELL 32, no. 5 (November 22, 2021): 60–65. http://dx.doi.org/10.24053/pm-2021-0096.

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Skeptische Stakeholder sind eine mögliche Quelle für Widerstand und ihr potenzieller Anteil an neuartigen Projektlösungen wird oft vernachlässigt. Gerade in komplexen Projekten mit heterogenen Stakeholdern kann ihre Einbindung erfolgsrelevant sein. Komplexe Innovationsprojekte benötigen Stakeholder Wissen, welches über Stakeholder Einbindung generiert werden kann. Aufgrund der hohen Anzahl relevanter Stakeholder Gruppen verschiedener fachlicher und sozialer Hintergründe ist die Priorisierung von Stakeholdern notwendig. Dabei wird die Einstellung von Stakeholdern zum Innovationsprojekt ein entscheidendes Priorisierungskriterium, denn ihre Einbindung führt im Gegensatz zur Einbindung anderer Stakeholder zu neuartigeren Lösungen und einer höheren Umsetzungsintention des Projektteams. Ebenfalls erfolgsrelevant ist die Erhöhung der Informationsverarbeitungskapazitäten über den moderaten Einsatz von digitalen Tools und moderater Ausprägung formalen Managements. Zusätzlich sind Stakeholder Incentivierung, Erreichbarkeit des Teams und transparente Kommunikation weitere Erfolgsfaktoren im komplexen Projektmanagement.

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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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Journal articles on the topic 'Stakeholder'

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