Journal articles on the topic '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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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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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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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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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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Tretyak, V. P., G. P. Rekun, K. O. Andreieva, and M. S. Bieliai. "The role of stakeholders’ interests management mechanism in the transport services market development." SHS Web of Conferences 67 (2019): 06053. http://dx.doi.org/10.1051/shsconf/20196706053.
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Article deals with stakeholder’s interests analysing in transport services market. The main goal of the paper is to propose the best solution for current stakeholders’ conflicts in transport market. Common groups of stakeholders in transport services market are identified. Stakeholder’s interests are highlighted and analysed. Social, corporate, business, ecological, and political interests are compared. One-level and inter-level conflicts of stakeholders’ interests are figured out. Analysis according to Importance and Influence Stakeholder Analysis framework has been made. In particular, it is determined that the stakeholder’s conflicts are complex and entailed the emergence of a conflict web. A set of tools for most effective solving current problem and achieving existence opportunities are selected. Searching for a “win-win” solutions is proposed as the basic strategy for resolving stakeholders’ conflicts of the transport services market, achieving the goals of sustainable development, and acceleration of European integration processes.
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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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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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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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Kapiriri, Lydia, and Shaghayegh Donya Razavi. "Salient stakeholders: Using the salience stakeholder model to assess stakeholders’ influence in healthcare priority setting." Health Policy OPEN 2 (December 2021): 100048. http://dx.doi.org/10.1016/j.hpopen.2021.100048.
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Lübbeke, Anne, Andrew J. Carr, and Pierre Hoffmeyer. "Registry stakeholders." EFORT Open Reviews 4, no. 6 (June 2019): 330–36. http://dx.doi.org/10.1302/2058-5241.4.180077.
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Clinical registries are health information systems, which have the mission to collect multidimensional real-world data over the long term, and to generate relevant information and actionable knowledge to address current serious healthcare problems. This article provides an overview of clinical registries and their relevant stakeholders, focussing on registry structure and functioning, each stakeholder’s specific interests, and on their involvement in the registry’s information input and output. Stakeholders of clinical registries include the patients, healthcare providers (professionals and facilities), financiers (government, insurance companies), public health and regulatory agencies, industry, the research community and the media. The article discusses (1) challenges in stakeholder interaction and how to strengthen the central role of the patient, (2) the importance of adding cost reporting to enable informed value choices, and (3) the need for proof of clinical and public health utility of registries. In its best form, a registry is a mission-driven, independent stakeholder–registry team collaboration that enables rapid, transparent and open-access knowledge generation and dissemination. Cite this article: EFORT Open Rev 2019;4 DOI: 10.1302/2058-5241.4.180077
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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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Mohd Ali, Noor Azizah, Khin Thandar Aung, Hairanni Mohd Noh, Hanida Hani MohdMokhtar, Ashikin Atan, and Sarina Ahmad. "Understanding Stakeholders’ Perceptions: Assessing the Effectiveness and Fulfilment of Expectations in the Post Basic Nursing Programme at IIUM." Malaysian Journal of Nursing 15, no. 03 (2024): 71–80. http://dx.doi.org/10.31674/mjn.2024.v15i03.009.
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Background:TheInternationalIslamicUniversityMalaysia(IIUM)Post-BasicNursing Programme prepares registered nurses with advanced knowledge and specialized skills to excel in clinical practice and contribute effectively to healthcare services. The programme's success depends on meeting key stakeholders' needs. Understanding stakeholder viewpoints is crucial to programme evaluation and improvement. Semi-structured interviews with stakeholders will fill the research gap in this study. The study explored the perspectives of local preceptors, practicing nurses, healthcare institutions, and regulatory bodies to assess their expectations in the IIUM Post Basic Nursing Programme. Objectives: This study aimed to explore stakeholders' perceptions of the effectiveness of the IIUM Post Basic Nursing Programme and evaluate the fulfilment of expectations from multiple perspectives. Methods:Aqualitative descriptive study was conducted with nine stakeholders from three sub-specialties: emergency care, critical care, and peri-operative care. Data were analysed using thematic analysis, and the themes and sub-themes were verified with NVivo 12 Plus. Results:The study identified three main themes: (i) Perceptions and fulfilment of stakeholder's expectations for students' learning (ii) Barriers and challenges to the fulfilment of stakeholder's expectations on the post-basic nursing program; and (iii) Suggestions and expectations for future programs. Conclusion: Incorporating stakeholder feedback and continuous programme evaluation will ensure a nursing education that meets dynamic healthcare industry needs and serves the community effectively.
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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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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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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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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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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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Hossain, Md Moazzem, and Manzurul Alam. "Corporate social reporting (CSR) and stakeholder accountability in Bangladesh." International Journal of Accounting & Information Management 24, no. 4 (October 3, 2016): 415–42. http://dx.doi.org/10.1108/ijaim-05-2016-0064.
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Purpose The purpose of this paper is to investigate organisational accountability to less economically powerful stakeholders in the absence of formal corporate social reporting (CSR) guidelines. In addition, this study emphasises the role of administrative and institutional reforms in empowering stakeholders in a developing country context, namely, Bangladesh. Design/methodology/approach Consistent with prior literature, this qualitative study collected data through semi-structured interviews with 23 representatives from NGOs, media, civil society, customers, regulators, trade union leaders and employees who are considered as less economically powerful stakeholders. This paper draws on the demand for administrative reforms along with an institutional support structure (Owen et al., 1997) to enhance CSR and corporate accountability. Findings The empirical evidence shows that there is a need for a stand-alone mandatory CSR to achieve stakeholder accountability. It also shows that there are demands from “stakeholders to right to know” about the company’s social and environmental performance along with stakeholder engagements. There is a perceived demand for administrative reform along with institutional supports that can contribute to the CSR development in Bangladesh. These administrative reforms would encourage transparent corporate social and environmental practices. Given the socio-economic and vulnerable environmental conditions of Bangladesh, stakeholders in this study suggested contextually relevant CSR guidelines towards greater accountability. Research limitations/implications This paper is one of the few engagement-based studies which explore the perceptions of less economically powerful stakeholders towards CSR developments in an emerging economy – Bangladesh. The findings of this study using the theoretical lens of accountability with administrative and institutional reforms lead us to conclude that companies in Bangladesh have low level of CSR towards stakeholder accountability and stakeholder engagements. Originality/value The paper contributes to the CSR literature by highlighting the needs of CSR from the stakeholder’s accountability perspective.
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Setiawan, Muhammad Arif, and Fuad Muhammad. "Stakeholder Analysis in Utilizing of Environmental Services and Natural Attractions in Tuk Semuncar Utilization Zone of Gunung Merbabu National Park: A literature review." E3S Web of Conferences 31 (2018): 09032. http://dx.doi.org/10.1051/e3sconf/20183109032.
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Many stakeholders in the utilizing of environmental services and natural attraction of Tuk Semuncar Utilization Zone needs to get the attention of the Gunung Merbabu National Park Officer. The existence of natural resources has an important role for the life of the community, making the complexity of the relationship between various parties who have interests in natural resource management. The existence of stakeholders and their interests should receive attention and be considered to be accommodated as an effort to prevent the occurrence of losses to the conservation area of Gunung Merbabu National Park. Every stakeholder's interest can have a positive and negative impact on other stakeholders. Stakeholder analysis can help in understanding the conflict on the utilizing of environmental services and natural attraction that is happening, as well as input strategy in involving stakeholders for the achievement of goals.
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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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Benn, S., R. Abratt, and B. O’Leary. "Defining and identifying stakeholders: Views from management and stakeholders." South African Journal of Business Management 47, no. 2 (June 30, 2016): 1–11. http://dx.doi.org/10.4102/sajbm.v47i2.55.
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The focus of an organisation’s marketing efforts has shifted in recent years from satisfying customer needs to value creation for stakeholders. The purpose of this research is to establish how the senior management of an organisation define and identify stakeholders. The organisation’s stakeholders are then asked to identify their role as stakeholders. The research employed a qualitative research design. The subjects being the senior management of the South African subsidiary of one of the world’s largest paint manufacturers as well as a sample of the firm’s stakeholders. The results reveal a set of primary and secondary stakeholders that include some differences from current stakeholder theory. The results also confirm the importance of legitimacy as well as the new finding of the importance of reciprocity in stakeholder attributes. From a marketing point of view the focus of the organisation should not be on customers alone but include all stakeholders. This will mean that organisations should focus on stakeholder satisfaction and developing strategies that recognize the importance of all legitimate stakeholders.
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Brychko, Maryna. "Governance of stakeholder’s financial relationships: evidence from Ukrainian banking." Corporate Ownership and Control 11, no. 1 (2013): 706–14. http://dx.doi.org/10.22495/cocv11i1c7art7.
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This paper makes two related contributions to corporate finance theory and stakeholder theory. First, the author intend to examine relationship between sustainability of stakeholders’ financial relations and efficiency of corporate governance, taking into account lagging of decision-making corporate governance in banks to it financial performance. Second, the author seeks to prioritize stakeholders’ financial relations of the emerging stakeholder model of corporate governance at banks by analyzing two relevant dimensions of this model: contribution valued resources to the bank and power that the stakeholders have within the bank. The findings confirm that efficiency of bank management in the system of stakeholder’s financial relationships in absolute efficiency of corporate governance achieved solely through sustainable financial relations of “principal-agent” (where principals are individuals and agent is apparatus of corporate governance). The results show that the role of individuals as sub-agents, enterprises as principals and sub-agents, shareholders as principals formed negative effect.
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Loskutova, Maya, and Tatiana Khnykina. "Balance of interests of stakeholders in the provision of insurance services." E3S Web of Conferences 157 (2020): 04025. http://dx.doi.org/10.1051/e3sconf/202015704025.
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The owners and heads of companies often make serious financial decisions, both operational and strategic, guided not by traditional criteria for optimality of profitability and risk, but by the desire to satisfy, to one degree or another, the expectations and interests of various interested groups of people both in the company and for its limits. The financial goal of a large corporate structure, in particular an insurance organization, should be formulated on the basis of a balance of interests of all interested parties (stakeholders) of its business in accordance with stakeholder theory. The authors determine the purpose and objectives of this study as the discussion of the nature of the stakeholder approach to the balanced development of economic entities, as well as the insufficient development of methodological approaches to meeting the requirements of stakeholders. The stakeholder’s approach allows us to disclose all key aspects of the functioning of an economic entity, and it could be proved that the corporate governance system of insurance organizations should include a mechanism for identifying and predicting the interests of key stakeholders and building on their basis strategic guidelines for coordinating and satisfying the interests of stakeholders.
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Bridoux, Flore M., and Pushpika Vishwanathan. "When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?" Business & Society 59, no. 2 (May 21, 2018): 232–62. http://dx.doi.org/10.1177/0007650318775077.
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Research in instrumental stakeholder theory often discusses the benefits of a stakeholder strategy that balances all stakeholders’ interests as if the firm’s managers were not constrained much in choosing a strategy. Yet, through their value appropriation behavior, stakeholders with high bargaining power can significantly constrain managers’ choices. Our objective is, therefore, to understand when powerful stakeholders give managers the latitude to balance all stakeholders’ interests, rather than forcing them to satisfy primarily their own interests. Building on enlightened self-interest and the justice literature, we identify five motivational drivers that help explain powerful stakeholders’ value appropriation behavior. We next explore the endogenous relationship between the stakeholder strategy adopted by the firm and its effect on powerful stakeholders’ value appropriation behavior. This article complements instrumental stakeholder theory by looking at powerful stakeholders’ motivation to exercise their bargaining power, and in so doing brings powerful stakeholders’ moral responsibility in the treatment of weak stakeholders to the forefront.
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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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Lee, Sookyoung. "Reputation and Stakeholders: How Stakeholder-specific Reputations Affect Controversial Actions." Academy of Management Proceedings 2017, no. 1 (August 2017): 13247. http://dx.doi.org/10.5465/ambpp.2017.13247abstract.
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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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Bridoux, Flore, and J. W. Stoelhorst. "Stakeholder Theory and Value Creation: Managing Stakeholders with Heterogeneous Motives." Academy of Management Proceedings 2012, no. 1 (July 2012): 17255. http://dx.doi.org/10.5465/ambpp.2012.17255abstract.
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Neville, Benjamin A., and Bulent Menguc. "Stakeholder Multiplicity: Toward an Understanding of the Interactions between Stakeholders." Journal of Business Ethics 66, no. 4 (July 2006): 377–91. http://dx.doi.org/10.1007/s10551-006-0015-4.
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Purwanegara, Mustika Sufiati, Nita Garnida, and Nurrani Kusumawati. "Developing Stakeholders' Participatory Framework in Rice Agribusiness: The Case of Pandan Wangi Rice from Indonesia." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 131. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(131).
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Rice is an important food crop in Indonesia pointing to the fact that majority of 267.7 million of Indonesian people consume rice in daily basis. Among hundreds of rice varieties in Indonesia, Pandan Wangi rice is superior rice cultivar and gains Geographical Indication (GI) certification for its unique characteristics. These attributes largely correspond with previous research finding of rice-eating consumers, which chose special features, quality of rice and certification logo as their rice preference (Sakolwitayanon et al., 2018). Despite the huge potential market and superior quality, the growth of Pandan Wangi rice agribusiness is still low. Previous research identified the need of stakeholder analysis to bring up development of rice agricultural sector (e.g. Spangenberg et al., 2018). However, current stakeholder analysis guideline is considered too general, lack applicability in stakeholder identification and good practice, and need a systematic framework particularly in a complex setting (Wang and Anies, 2019). Karakosta et al. (2017) suggested stakeholders' participatory approach which is capable of providing more accurate result based on key stakeholders' opinion in their specific area of expertise. In particular, Krywkow and Hare (2008) have developed four main phases of participatory processes: first, preparation of problem analysis and stakeholder layer; second, stakeholders' familiarization of problem and planning; third, dialogue among stakeholders to gain more solid information and contribute knowledge; and fourth, gaining response from the participants and validating the results. In view of the above, there is a need to investigate participation of key stakeholders in Pandan Wangi rice value chain as an effort to maximize Pandan Wangi rice business potential. Accordingly, the objective of this study is to develop stakeholder's participatory framework as the guideline tools to solve rice agribusiness growth problem. In particular, we assess preference of rice eating consumers, of which the result will generate input for the framework development and thus, allowing Pandan Wangi rice agribusiness to achieve the expected outcomes. Keywords: consumer preference; geographical indication; participatory framework; rice producer; stakeholders
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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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Makoza, Frank. "Developing a Taxonomy for Identifying Stakeholders in National ICT Policy Implementation." International Journal of R&D Innovation Strategy 1, no. 2 (July 2019): 44–65. http://dx.doi.org/10.4018/ijrdis.2019070104.
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Information and communication technology (ICT) policies attract different stakeholders in the policy cycle phases. Whilst most studies on stakeholder analysis focuses on identifying stakeholders at the beginning of the policy process (ex-ante), we argue that stakeholders may change during the course of the policy process and hence the need to review previous policy stakeholders and identify new stakeholders in the subsequent phases of the policy process. The article proposes a taxonomy of ex-post stakeholder identification for ICT policy implementation phase. The taxonomy comprises the following steps for identifying stakeholders: categorise policy goals, list stakeholders, decide on stakeholders, categorise stakeholders, assign roles to stakeholders, highlight participation of stakeholders, manage stakeholders, and evaluate stakeholders. The taxonomy may be used by those responsible for recruiting stakeholders in the ICT policy implementation.
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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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Budiman, Achmad Arief. "PARTISIPASI STAKEHOLDER DALAM PERWAKAFAN (Studi Kasus di Rumah Sakit Roemani, Yayasan Badan Wakaf Sultan Agung, dan Masjid Agung Semarang)." Al-Ahkam 26, no. 1 (April 14, 2016): 1. http://dx.doi.org/10.21580/ahkam.2016.26.1.604.
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<p>Waqf is one of Islamic philanthropy institutions which is supposed to be well managed in order to optimize its profits. One of the ways is providing an opportunity for the<br />stakeholders to participate. In reality, nevertheless, the stakeholders’ participation in waqf is still considered low. This is due to the unawareness of the manager (nāẓir) in supporting the stakeholders to take part. Another cause is the stakeholders’ lack of knowledge about their rights in the management of waqf. This is the result of research that describes the forms and reasoning of stakeholder’s participation in waqf in Semarang, especially at Roemani Hospital, Foundation of Badan Wakaf Sultan Agung and Masjid Agung Semarang. This research is conducted with good governance approach that includes management dynamic, professionalism and agency representation.</p><p><br /><br />Lembaga wakaf seharusnya menerapkan tata kelola yang baik agar hasilnya optimal. Salah satu caranya adalah dengan memberikan kesempatan stakeholder untuk berpartisipasi. Tetapi dalam realitasnya partisipasi stakeholder masih rendah. Hal ini karena belum terbangun kesadaran pihak pengelola (nazhir) dan ketidaktahuan stakeholder akan hak yang dimilikinya. Tulisan ini merupakan hasil penelitian yang<br />mendeskripsikan bentuk dan alasan partisipasi stakeholder dalam perwakafan di Kota Semarang, khususnya yang terdiri dari Rumah Sakit Roemani, Yayasan Badan Wakaf Sultan Agung dan Masjid Agung Semarang. Penelitian ini dilakukan dengan pendekatan good governance yang mencakup dinamika pengelolaan, profesionalitas serta keterwakilan lembaga.<br /><br /></p>
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Kippenberger, T. "Stakeholders." Antidote 1, no. 2 (August 1996): 4–5. http://dx.doi.org/10.1108/eum0000000006311.
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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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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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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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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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Asiedu, Richard, and Faisal Iddris. "Value Co-Creation Approach to Management of Construction Project Stakeholders." Journal of Construction in Developing Countries 27, no. 1 (June 2022): 1–23. http://dx.doi.org/10.21315/jcdc2022.27.1.1.
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This article explores the link between value co-creation, a project's success and satisfaction of the project's stakeholders. It also looks at how a project's success mediates the relationship between value co-creation and the stakeholder's satisfaction. A quantitative approach with an online questionnaire was used to collect data from a sample of 140 respondents in Ghana. Data were analysed using partial least square structural equation modelling (PLS-SEM). The results show that value co-creation positively and significantly relates to a project's success and stakeholder satisfaction. The findings also support that a project's success mediates the impact of value co-creation on the stakeholders' satisfaction. Based on these findings, we suggest that project managers be critical about the type of value co-creation strategy they will use to engage project stakeholders. This would apply when adopting the value co-creation approach to manage their projects while not sacrificing success. This study focused on the impact of value co-creation on a project's success and its stakeholder's satisfaction. The survey data were collected only to evaluate the overall effect of value-co-creation on the success and stakeholder's satisfaction of projects. The adoption and implementation of value co-creation in project management may enhance the definition of the project's scope, performance specifications and other criteria used to measure the success of a project, to meet the needs of stakeholders. By empirically presenting a project's success as a key mediator in shaping the effect of adopting value co-creation in project management on the stakeholder's satisfaction, this study laid a foundation for further theoretical explorations involving value co-creation in project management.
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Lukman, Gilza Azzahra, Santoso Tri Raharjo, Risna Resnawaty, and Sahadi Humaedi. "PEMANGKU KEPENTINGAN (STAKEHOLDERS) DALAM PROGRAM KAWASAN EKONOMI MASYARAKAT (KEM) BENGKALA (PROGRAM CSR PT PERTAMINA DPPU NGURAH RAI)." Share : Social Work Journal 12, no. 2 (January 12, 2023): 98. http://dx.doi.org/10.24198/share.v12i2.37024.
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Program Kawasan Ekonomi Masyarakat Bengkala merupakan program CSR PT Pertamina DPPU Ngurah Rai yang bertujuan dalam rangka pemberdayaan masyarakat pada aspek ekonomi, pendidikan dan sosial. Keberhasilan pelaksanaan program CSR salah satu foktornya yaitu adanya dukungan penuh dari berbagai pihak atau stakeholder. Tujuan penulisan artikel ini untuk mengidentifikasi dan menganalisis keberadaan, peran dan posisi pemangku kepentingan (stakeholder) dalam Program KEM Bengkala. Metode yang digunakan yakni dengan pendekatan kualitatif, dengan metode deskriptif. Hasil mengungkapkan bahwa dalam program KEM Bengkala terdapat keterlibatan stakeholder yang mencakup 5 kategori stakeholder yakni: Pemangku Kepentingan Pada Sektor Pemerintah (public sector); Pemangku Kepentingan Pada Sektor Swasta Atau Perusahaan (private sector); Pemangku Kepentingan Pada Sektor Masyarakat Sipil (civil society); Pemangku Kepentingan Pada Sektor Akademisi; dan Pemangku Kepentingan Pada Sektor Media. Seluruh stakeholder tersebut berperan sesuai kapasitas, status dan kewenangannya masing-masing pihak. Namun pada prinsipnya seluruh stakeholder tersebut mendukung Program KEM Bengkala, dan hal ini diwujudkan dengan terlibatnya stakeholder tersebut dalam berbagai kegiatan Program KEM Bengkala. The Bengkala Community Economic Zone Program is a CSR program of PT Pertamina DPPU Ngurah Rai which aims to empower the community in economic, educational and social aspects. One of the factors for the successful implementation of CSR programs is the full support from various parties or stakeholders. The purpose of writing this article is to identify and analyze the existence, role and position of stakeholders in the Bengkala KEM Program. The method used is a qualitative approach, with a descriptive method. The results reveal that in the Bengkala KEM program there is stakeholder involvement which includes 5 categories of stakeholders, namely: Stakeholders in the Government Sector (public sector); Stakeholders in the private sector or companies (private sector); Stakeholders in the Civil Society Sector; Stakeholders in the Academic Sector; and Stakeholders in the Media Sector. All these stakeholders play a role according to the capacity, status and authority of each party. However, in principle, all of these stakeholders support the Bengkala KEM Program, and this is realized by the involvement of these stakeholders in various activities of the Bengkala KEM Program.
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Gago, David, Paula Mendes, Pedro Murta, Nuno Cabrita, and Margarida Ribau Teixeira. "Stakeholders’ Perceptions of New Digital Energy Management Platform in Municipality of Loulé, Southern Portugal: A SWOT-AHP Analysis." Sustainability 14, no. 3 (January 27, 2022): 1445. http://dx.doi.org/10.3390/su14031445.
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This study aimed to develop a multi-stakeholder analysis to identify the best strategies for the integration of a new Digital Energy Management Platform (DEMP). The municipality of Loulé (South of Portugal) was used as a case study. A Strengths, Weaknesses, Opportunities, and Threats (SWOT) framework combined with an Analytical Hierarchy Process (AHP) framework and a TOWS Matrix was employed to analyse the stakeholder’s perceptions to propose strategies for integrating the DEMP. Five focus stakeholder groups were involved. Results showed that stakeholders considered that the positive aspects of DEMP outweigh the negative aspects by approximately 36%. Strengths were ranked with 34.4%, Opportunities with 33.8%, Weaknesses with 20.2%, and Threats with 11.6%. The sequence of factors with the highest overall score by stakeholders was O1(12.7%) > S2(11.1%) > W2(7.4%) > T3(4.1%). Based on stakeholder perceptions, the most suitable strategies were those that use Strengths and Opportunities of the system (SO strategies), and strategies that take advantage of Opportunities while dealing with Weaknesses (WO strategies), achieving a prevalence compared with the other strategies of 34% and 27%, respectively. Therefore, the participation process involving stakeholders’ groups in the implementation and monitoring of the DEMP provided an action plan and consensus capable of meeting the environmental and municipal energy management challenges.