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Gotowa bibliografia na temat „Stakeholder”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 6 lipca 2024

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Artykuły w czasopismach na temat "Stakeholder"

Mitchell, Ronald K., Harry J. Van Buren, Michelle Greenwood i R. Edward Freeman. "Stakeholder Inclusion and Accounting for Stakeholders". Journal of Management Studies 52, nr 7 (1.10.2015): 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 i Laurel K. Leslie. "Stakeholders’ Perspectives on Stakeholder-engaged Research (SER)". Medical Care 55, nr 1 (styczeń 2017): 19–30. http://dx.doi.org/10.1097/mlr.0000000000000593.

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Amadi, Chika, Patricia Carrillo i Martin Tuuli. "Stakeholder management in PPP projects: external stakeholders’ perspective". Built Environment Project and Asset Management 8, nr 4 (10.09.2018): 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 i 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, nr 7 (20.07.2021): 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, nr 4 (19.10.2022): 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., i 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, nr 03 (1.03.2024): 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, i Erik G. Hansen. "Stakeholder governance: how stakeholders influence corporate decision making". Corporate Governance: The international journal of business in society 10, nr 4 (11.08.2010): 378–91. http://dx.doi.org/10.1108/14720701011069623.

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Fosse, Sébastien M., i Carl J. Kock. "Meta-Stakeholders: How Social Investors Shape Stakeholder Orientation". Academy of Management Proceedings 2014, nr 1 (styczeń 2014): 11743. http://dx.doi.org/10.5465/ambpp.2014.11743abstract.

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Brunner, Norbert, Sukanya Das, Anju Singh i Markus Starkl. "Decentralized Wastewater Management in India: Stakeholder Views on Best Available Technologies and Resource Recovery". Water 15, nr 21 (25.10.2023): 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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Rozprawy doktorskie na temat "Stakeholder"

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

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

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Waritimi, Ekpobomene. "Stakeholder management in practice : evidence from the Nigerian oil and gas industry". Thesis, Durham University, 2012. http://etheses.dur.ac.uk/3558/.

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Stakeholder management relates to how business organisations manage their relationships not only with their market stakeholders, but also with their nonmarket stakeholders. It requires firms and business managers to identify and develop effective strategies to balance the interests of many diverse groups or constituents. This requirement has of course been judged to be impractical by those who uphold narrow traditional views about how a firm operates; and is unsupported by those who believe that asking managers to focus on the interests or concerns of groups of constituents that do not directly contribute to the economic achievements or strategic objectives of a firm, is a distraction and an attempt to derail corporate objectives. However, in spite of the criticisms levelled against the notion of stakeholder management, firms can no longer ignore the fact that there are constituents who can affect, and are affected by their business objectives. The aim of this research is to illustrate the practical implications of stakeholder management by exploring how multinational oil corporations operating in the Nigerian oil and gas industry manage their relationships with nonmarket stakeholders; such as the local communities who are affected by their operations. In order to achieve the aims of this research, a case study approach has been adopted; the case study companies include Shell Petroleum Development Company (Shell), Total Exploration and Production (Total), and the Nigerian Agip Oil Company (AGIP). Furthermore, to achieve a balanced perspective regarding the stakeholder management practices of the oil companies, the research incorporates the views of stakeholders from local communities, and those from non-governmental organisations (NGOs). A mixed methods research strategy is employed in the data collection and analysis process to achieve not just triangulation, but also to assist in the comprehension of the research findings. The research established that each of the companies being studied has employed different stakeholder management strategies in order to manage their relationships with the local communities. The strategies employed by the companies, however, appear not to address the issue of environmental impact; the concern which triggered the breakdown in the relationship between the oil companies and the local stakeholders in the first place. They have instead mostly focused on ameliorating the socio-economic issues resulting from oil exploration and production activities, in part as a consequence of pressure from the local communities themselves. Additionally, the findings indicate that the companies have employed hostile and controlling engagement strategies such as intimidation, appeasement, and manipulation, when dealing with local community stakeholders. These strategies are believed to have undermined the quality of their relationship with the local communities. The most notable consequence of these engagement practices is damaged trust amongst community members, as well as between the communities and the oil companies. The findings of this research have strong implications for stakeholder theory, as well as future research into stakeholder management practices, particularly in relation to non-contractual or nonmarket stakeholders; they also shed light on several important practical issues in business management.

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Torres, Lucas Hoerlle. "Teoria do Stakeholder : um estudo da aplicação do princípio de equidade do Stakeholder". reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2013. http://hdl.handle.net/10183/72781.

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Para aqueles que acreditam que ética e negócios são instâncias separadas (tese da separação), Freeman e outros (2010) argumentam que eles podem estar juntos (tese da integração). Os autores defendem que a teoria do stakeholder é uma forma através da qual isso pode ocorrer. Nos certames da teoria do stakeholder, Phillips (2003) propôs o princípio de equidade do stakeholder, que resumidamente consiste em uma proposta que visa garantir um relacionamento ético entre organização e seus stakeholders. No presente estudo, se considera como stakeholder aqueles grupos que possuem obrigações mútuas com uma organização que vão além daquelas determinadas pelo que a moralidade da sociedade estabelece. Assim, com o objetivo de compreender como o princípio de equidade do stakeholder está presente, ou ausente, em uma organização específica, foi realizada uma pesquisa exploratória qualitativa, através de entrevistas em profundidade. As entrevistas transcritas foram analisadas através da análise de conteúdo, com técnica categorial, se tendo, as seguintes categorias: (A) moral, ética e justiça; (B) esquema cooperativo; (C) stakeholders: meios ou fins? Durante a análise, se compreendeu que o princípio de equidade do stakeholder está presente no relacionamento da Organização em questão com seus stakeholders conforme propôs Phillips (2003). Como achados, o trabalho levanta reflexões sobre o modelo genérico de esquema cooperativo, mostrando que os stakeholders derivativos podem ser menos frequentes do que aparentam ser. Também foi percebido pelo autor do estudo que ética, moral e justiça são conceitos que causam confusão aos entrevistados, o que leva a crer que é possível que outros membros da sociedade não tenham esses conceitos assimilados, merecendo mais atenção ao ensino de tais disciplinas. Por fim, o autor da presente dissertação destaca que o uso do bom senso, assim como agir honestamente e criar laços com outros indivíduos são caminhos para se manter uma boa relação com stakeholders. De forma a concluir o estudo, é feito um apelo para maior conscientização moral, não só dos administradores, mas também da sociedade, visando um mundo melhor para todos.
For those who believe that ethics and business are separated instances (separation thesis), Freeman et al (2010) argue that it can be together (integration thesis). The authors defend that the stakeholder theory is a way by which it can happen. In the field of stakeholder theory Phillips (2003) proposed the principle of stakeholder fairness which consists in a proposal that aims to guarantee an ethical relationship between organization and its stakeholders. In the present study stakeholder is considered as those groups which have mutual obligations with an organization. This obligations goes beyond those determined by what the society's morality has established. This study aims to comprehend how the principle of stakeholder fairness is, or is not, present in the management of an organization's stakeholders. For this purpose a qualitative explanatory research was done using deep interviews that were also transcript and analyzed by the categorical content analyses technique. It was proposed the following categories: (A) moral, ethics and justice; (B) cooperative scheme; (C) stakeholders: ways or endings? It was comprehended that the principle of stakeholder fairness is present in the relationship between the studied organization and its stakeholders as it was proposed by Phillips (2003). As findings the work brings thoughts about the generic model of the cooperative scheme showing that derivatives stakeholders can be less frequent as they seem to be. It was also realized by the author of the study that ethics, moral and justice are concepts that made confusion on the interviewers. It leads to believe that it's possible that other members of the society also do not have understood this concepts. This way the teaching of this disciplines deserves more attention. At the end, the author of the present dissertation detaches that the use of good sense, honest behavior and also the creation of ties with other individuals are good ways to keep a good relationship with stakeholders. In a way of concluding the study it was made an appeal for more moral consciousness not only for managers but also for the society, aiming a better world for everybody.

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Beach, Sandra. "Stakeholder engagement by governance networks : a study of stakeholder engagement by road delivery network in Queensland". Thesis, Queensland University of Technology, 2013. https://eprints.qut.edu.au/60669/1/Sandra_Beach_Thesis.pdf.

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This thesis explores how governance networks prioritise and engage with their stakeholders, by studying three exemplars of “Regional Road Group” governance networks in Queensland, Australia. In the context of managing regionally significant road works programs, stakeholder prioritisation is a complex activity which is unlikely to influence interactions with stakeholders outside of the network. However, stakeholder priority is more likely to influence stakeholder interactions within the networks themselves. Both stakeholder prioritisation and engagement are strongly influenced by the way that the networks are managed, and in particular network operating rules and continuing access to resources.

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Johnson, Clair Marie. "Power and Participation: Relationships among Evaluator Identities, Evaluation Models, and Stakeholder Involvement". Thesis, Boston College, 2015. http://hdl.handle.net/2345/bc-ir:104710.

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Thesis advisor: Lauren Saenz
Stakeholder involvement is widely acknowledged to be an important aspect of program evaluation (Mertens, 2007; Greene, 2005a; Brandon, 1998). However, limited work has been done to empirically study evaluators’ practices of stakeholder involvement and ways in which stakeholder involvement is affected or guided by various factors. As evaluators interact with and place value on the input of stakeholders, social, cultural, and historical backgrounds will always be infused into the context (Mertens & Wilson, 2012; MacNeil, 2005). The field of evaluation has done little to critically examine how such contexts impact evaluators’ perceptions of stakeholders and their involvement. The present study attempts to fill these gaps, focusing specifically on the relationships among evaluator identities and characteristics, evaluation models, and stakeholder involvement. Using the frameworks of critical evaluation theory (Freeman & Vasconcelos, 2010) and a theory of capital (Bourdieu, 1986), the present study utilized a sequential explanatory mixed methods approach. A sample of 272 practicing program evaluators from the United States and Canada provided quantitative survey data, while a sample of nine evaluators provided focus group and interview data. Regression analyses and thematic content analyses were conducted. Findings from the quantitative strand included relationships between: (1) measures of individualism-collectivism and stakeholder involvement outcomes, (2) contextual evaluation variables and stakeholder involvement outcomes, (3) use of use, values or social justice branch evaluation models and stakeholder involvement outcomes, and (4) whether the evaluator identified as a person of color and the diversity of involved stakeholders. Findings from the qualitative strand demonstrated the role of dominant frameworks of evaluation serving to perpetuate systems of power. Participating evaluators revealed ways in which they feel and experience systems of power acting on them, including participation in, recognition of, and responses to oppression. The qualitative strand showed that evaluation models may be used to help recognize power dynamics, but that they are also used to reinforce existing power dynamics. Implications and recommended directions for future research are discussed
Thesis (PhD) — Boston College, 2015
Submitted to: Boston College. Lynch School of Education
Discipline: Educational Research, Measurement and Evaluation

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Bothén, Niklas, Erik Brantås i Carl Johan Stening. "Who Matters?! : External stakeholder analysis in projects". Thesis, Uppsala University, Department of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-127099.

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

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Durelius, Hugo. "Att avgöra vilka stakeholders som spelar roll i småbolag : Ett bidrag till forskningen om stakeholder salience". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-389633.

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Att ha kunskap om vilka stakeholders som spelar en viktig roll och därmed förtjänar organisationsledningens uppmärksamhet har visats vara extremt viktigt för en organisations framgång. Mitchell et al (1997) presenterar ett ramverk som introducerar sju stakeholder-typer baserat på tre attribut; power, legitimacy och urgency. Modellen bestämmer stakeholder salience, hur viktig en stakeholder är, baserat på hur många av dessa tre attribut denna tillskrivs. I en vidareutveckling av modellen insamlas data i denna studie genom semi-strukturerade intervjuer med verkställande direktörer för svenska småbolag, i syfte att utöka kunskapen om vilka stakeholders som spelar roll för bolagen inom denna viktiga och växande sektor. Fem småbolag i skilda branscher studeras, och studiens kvalitativt insamlade data resulterar i en ny två-stegsmodell; en för avgörande av stakeholder salience, och en för kravprioritering. Power visas vara viktigast för stakeholder salience, följt av ett helt nytt attribut; utbytbarhet. Legitimacy delas upp i två delar; stakeholder legitimacy och kravets legitimacy, som är avgörande i varsin del av modellen. Urgency visas för småbolag endast vara aktuellt i modellens andra del, kravprioritering.

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Phillips, Robert. "Stakeholder theory, organizational ethics & a principle of stakeholder fairness". Full text available online (restricted access), 1997. http://images.lib.monash.edu.au/ts/theses/Phillips.pdf.

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Leblanc, Richard W. J. "The stakeholder debate". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp04/mq22860.pdf.

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Dorigo, Lorenzo <1978&gt. "Social enterprise and stakeholder governance : a comparison of the CSR performance in single-stakeholder and multi-stakeholder structures". Doctoral thesis, Università Ca' Foscari Venezia, 2010. http://hdl.handle.net/10579/1037.

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In times of deep restructuring of the national welfare systems, social enterprises have progressively received the attention of practitioners, policy makers and scholars for the role of agents of the social change in the provision of a wide range of human services and the development of entrepreneurial initiatives aimed to the sustainable regeneration of the local community. As social economy organizations serving the general interest, they distinguish themselves more from the other third sector organizations for the involvement of user and local stakeholders in the service activities and decision making processes as a way of balancing multiple objectives. The purpose of the dissertation is threefold. The first two chapters aim to introduce to the study of third sector’s social enterprises by reviewing and comparing main concepts and meanings affecting this term as much as they were emerged in the academic and managerial literature of three different regional contexts (USA, Western Continental Europe, and UK) in the last decade. The third and fourth chapters provide a basic theoretical framework to approach the governance of the social enterprise by a stakeholder perspective, focusing on the role of incentive played by the multi-stakeholder structures to the balance of the firm’s multi-dimensional performance. Finally, last chapter presents, describes and analyzes findings from a study that compares the CSR performance of worker members in Italian social co-operatives with single-stakeholder and multi-stakeholder structures, in order to gain evidence of the potential positive effects of the multi-stakeholder governance structures on the CSR performance of the social enterprise.
In un periodo di profonda ristrutturazione dei sistemi nazionali di welfare, le imprese sociali hanno ricevuto una progressiva attenzione da parte di professionisti, amministratori pubblici e studiosi per il loro ruolo di agenti del cambiamento sociale nell’erogazione di servizi alla persona e nella promozione di iniziative imprenditoriali volte allo sviluppo sostenibile delle comunità locali. In quanto organizzazioni di economia sociale con finalità di interesse generale, esse si distinguono maggiormente dalle altre organizzazioni di terzo settore per praticare il coinvolgimento di utenti e stakeholder locali nei processi produttivi e decisionali d’impresa allo scopo di bilanciare molteplici obiettivi istituzionali. L’obiettivo della dissertazione è triplice. I primi due capitoli esaminano e confrontano le principali definizioni e significati del termine ‘impresa sociale’ così come emersi dalla letteratura professionale ed accademica Statunitense, Europeo-Continentale e Britannica degli ultimi anni. Il terzo e il quarto capitolo mirano a fornire un quadro di analisi organizzativa utile a rilevare i vantaggi dello stakeholder management nelle imprese sociali, prestando particolare attenzione al ruolo svolto dalle strutture di governo multi-stakeholder. Infine, l’ultimo capitolo presenta, descrive ed analizza i risultati di uno studio comparato sulla responsabilità sociale di soci lavoratori in imprese sociali con strutture organizzative single-stakeholder e multi-stakeholder, allo scopo di mettere in evidenza eventuali relazioni positive intercorrenti tra strutture di governance multi-stakeholder e responsabilità sociale d’impresa.

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Książki na temat "Stakeholder"

Bonnafous-Boucher, Maria, i Yvon Pesqueux, red. Stakeholder Theory. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230524224.

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Ratten, Vanessa, i Vitor Braga, red. Stakeholder Entrepreneurship. Singapore: Springer Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-7091-6.

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Bonnafous-Boucher, Maria, i Jacob Dahl Rendtorff. Stakeholder Theory. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44356-0.

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Franklin, Aimee L. Stakeholder Engagement. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47519-2.

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Menghwar, Prem, R. Edward Freeman i Lakshmi Nair. Stakeholder Theory. 2455 Teller Road, Thousand Oaks California 91320 United States: SAGE Publications, Inc., 2023. http://dx.doi.org/10.4135/9781071907405.

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Ltd, Mintel International Group, red. Stakeholder pensions. London: Mintel International, 2000.

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

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EYSIP. Stakeholder review. Edinburgh: EYSIP, 2003.

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PricewaterhouseCoopers LLP. Stakeholder consultation. S.l.]: The Company, 1998.

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Wheeler, David. The stakeholder corporation: A blueprint for maximizing stakeholder value. London: Pitman, 1997.

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Części książek na temat "Stakeholder"

Heinen, Andreas. "Stakeholder". W Wer will das noch hören?, 139–44. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-00303-6_11.

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

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Elms, Heather, i R. A. Phillips. "Stakeholder". W The Palgrave Encyclopedia of Strategic Management, 1592–93. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_270.

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Krkač, Kristijan. "Stakeholder". W Encyclopedia of Sustainable Management, 3096–99. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_371.

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Elms, Heather, i R. A. Phillips. "Stakeholder". W The Palgrave Encyclopedia of Strategic Management, 1–2. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_270-1.

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Krkač, Kristijan. "Stakeholder". W Encyclopedia of Sustainable Management, 1–4. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-02006-4_371-1.

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Marzuki, Azizan, i Iain Hay. "Stakeholder". W Encyclopedia of Tourism, 896–98. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-01384-8_389.

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Wieland, Josef. "Stakeholder Resources and Stakeholder Interests". W Relational Economics and Organization Governance, 69–83. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45112-7_6.

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Bonnafous-Boucher, Maria, i Jacob Dahl Rendtorff. "From “The Stakeholder” to Stakeholder Theory". W Stakeholder Theory, 1–20. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-44356-0_1.

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Ratten, Vanessa. "Stakeholder Innovation". W Stakeholder Entrepreneurship, 71–81. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-7091-6_6.

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Streszczenia konferencji na temat "Stakeholder"

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

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

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Kumalasari, Klara, Sujarwoto i I. Gede Eko Putra Sri Sentanu. "Stakeholder Collaboration". W 3rd Annual International Conference on Public and Business Administration (AICoBPA 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210928.093.

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Yoo, Daisy. "Stakeholder Tokens". W DIS '17: Designing Interactive Systems Conference 2017. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3064857.3079161.

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Verner, June, Sarah Beecham i Narciso Cerpa. "Stakeholder dissonance". W the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1796900.1796918.

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Nussbaumer, Martin, Patrick Freudenstein i Martin Gaedke. "Stakeholder collaboration". W the 6th international conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1145581.1145608.

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Chou, Suzanne, Mojtaba Arezoomand, Marianna J. Coulentianos, Kowit Nambunmee, Richard Neitzel, Achyuta Adhvaryu i Jesse Austin-Breneman. "The Stakeholder Agreement Metric (SAM): Quantifying Preference Agreement Between Product Stakeholders". W ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22138.

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Abstract Go/no-go decisions require engineering design teams to evaluate whether a concept is worth further investment of resources. These decisions can be difficult when product success depends on multiple stakeholders in addition to the end-user. This study proposes the Stakeholder Agreement Metric (SAM) framework to estimate the level of agreement between stakeholder preferences via the distance between optimal designs calculated from a preference model derived from conjoint analysis. The framework was compared to the analytical hierarchy process (AHP) in an empirical case study describing the design and piloting of a hand tool for informal electronic waste workers in Thailand. Data from a follow-up assessment indicate the SAM estimate aligned with future metrics of stakeholder satisfaction. The study further demonstrated AHP may have practical limitations due to survey requirements. This study suggests that the SAM framework is a promising tool to further explore as a way to support designers making go/no-go decisions which involve multiple stakeholders.

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"Emergent Stakeholder Competence". W 2009 42nd Hawaii International Conference on System Sciences. IEEE, 2009. http://dx.doi.org/10.1109/hicss.2009.182.

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Helf, Christopher, Patrick Zwickl, Helmut Hlavacs i Peter Reichl. "mHealth Stakeholder Integration". W MoMM 2015: The 13th International Conference on Advances in Mobile Computing and Multimedia. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2837126.2837153.

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Zheng, Yong. "Multi-stakeholder recommendations". W RecSys '19: Thirteenth ACM Conference on Recommender Systems. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3298689.3346951.

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Arnowitz, Jonathan, Monica Heidelberg, Diana Gray, Michael Arent i Naomi Dorsch. "The stakeholder forest". W CHI '05 extended abstracts. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1056808.1056810.

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Raporty organizacyjne na temat "Stakeholder"

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

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The study identified three areas – structural environment, social environment and the stakeholder themselves, that cause difficult situations in projects related to stakeholders, and also some examples of what difficult situations typically look like in a project. The study found that difficult situations have an impact on a project, as well as on the project manager themselves. Building on this the research identified that project managers adopt two different coping strategies when they deal with difficult situations created by project stakeholders. These are project coping strategies and personal coping strategies. The research findings enabled a validated framework for Coping Strategies with Difficult Stakeholders to be developed whilst highlighting some practical recommendations for project management practitioners to use when encountering difficult stakeholders.

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Tanner, Tanner,, i Carl Emmerson. Stakeholder pensions. Institute for Fiscal Studies, październik 1999. http://dx.doi.org/10.1920/bn.ifs.1999.0001.

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Lemanski, Ursula, i Donna Vogler. Stakeholder Analysis. American Museum of Natural History, 2010. http://dx.doi.org/10.5531/cbc.ncep.0029.

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Stakeholders are defined as the people and organizations who are involved in or affected by an action or policy and can be directly or indirectly included in the decision making process. In environmental and conservation planning, stakeholders typically include government representatives, businesses, scientists, landowners, and local users of natural resources. These groups of stakeholders often have very different positions and values that may be difficult to reconcile with each other and the planned project. The synthesis provides a brief overview of why it is important to incorporate different stakeholders, including underrepresented groups and “hidden” stakeholders, in the planning process and discusses the potential benefits of inclusion. Before involving stakeholders, conducting a stakeholder analysis can help to identify relevant stakeholders and to assess their views and interests on a proposed project. The synthesis describes specific techniques for conducting a formal stakeholder analysis, such as the use of stakeholder tables and a stakeholder influence/interest grid. Finally, it also highlights some approaches and strategies that can help to facilitate a fair and productive participatory process. In the accompanying role-playing exercise, students apply the concepts learned to current conservation or environmental projects of their choosing.

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Ferreira, Miguel. D2.1—Baseline Study of Stakeholder & Stakeholder Initiatives. Collaboration to Clarify the Costs of Curation, lipiec 2013. http://dx.doi.org/10.7207/4c-2.1.

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Ferreira, Miguel. D2.1—Baseline Study of Stakeholder & Stakeholder Revision 1. Collaboration to Clarify the Costs of Curation, czerwiec 2014. http://dx.doi.org/10.7207/4c-2.1.1.

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Clark, Louise, i Ed Small. ALRE Stakeholder Survey Analysis. Institute of Development Studies (IDS), listopad 2020. http://dx.doi.org/10.19088/apra.2020.013.

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The Agricultural Policy Research in Africa (APRA) programme has an innovative monitoring, evaluation and learning approach known as the ‘Accompanied Learning on Relevance and Effectiveness’ (ALRE), which is being delivered by a small team of embedded evaluation specialists. ALRE has conducted a survey on agricultural commercialisation with key stakeholders in Africa to improve understanding of the policy issues related to inclusive agricultural commercialisation that require better-quality evidence. The insights generated are intended to support researchers to better frame their research around stakeholders’ priority policy issues across the African continent.

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Kvam, Reidar. Meaningful Stakeholder Consultation (Summary Brochure) . Inter-American Development Bank, październik 2017. http://dx.doi.org/10.18235/0000871.

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Almazan, Andres, Javier Suarez i Sheridan Titman. Stakeholder, Transparency and Capital Structure. Cambridge, MA: National Bureau of Economic Research, listopad 2003. http://dx.doi.org/10.3386/w10101.

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Lapsa, Melissa Voss, Tyler Grubbs i Gannate Khowailed. ORNL's envelope stakeholder workshop proceedings. Office of Scientific and Technical Information (OSTI), wrzesień 2015. http://dx.doi.org/10.2172/1214023.

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Peterson, T. Stakeholder acceptance analysis ResonantSonic drilling. Office of Scientific and Technical Information (OSTI), grudzień 1995. http://dx.doi.org/10.2172/197854.

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