Gotowa bibliografia na temat „Stakeholder ubiquity”

There are three focal points in this book—individuals, managers, and organizations—each of which will be analysed from a virtues perspective. But the context in which individuals (at least from the work perspective which will be the main consideration here) and managers operate is within organizations. Hence, we first need to understand something more about organizations. This chapter explores the ubiquity of organizations in our present social order, offers a definition of a formal organization, and considers the reasons organizations exist. It then turns to explore how we typically think abo

Web 2.0 offers users the unprecedented possibility of taking part in an uninterrupted flow of global communication that encompasses a growing number of people within its network and connection points (Ferreira, 2002). Users/consumers find here a space governed by a logic of connectivity, openness, conversation, and participation. These dimensions are exponentially enhanced by the growing ubiquity of social networks, whose interactive and collaborative architecture has shifted power to user communities (Mollen & Wilson, 2010). This renewed communicational context creates several challenges for organizations, converted into brands whose value depends on the rankings that measure their reputation with the public, who have become avid consumers and producers of information (Kotler et al., 2017). Thus, the process of stakeholder empowerment and the consequent loss of control by companies over the dissemination and circulation of information that concerns them have reinforced the vital need for companies to build and maintain close relationships with their audiences, in which concern for the opinions, needs, and concerns of the latter is clear (Antunes & Rita, 2008). Therefore, communities are increasingly demanding of the perceived contribution of business to the sustained and sustainable development of society, “in the face of the worsening of a wide range of economic, social and environmental problems on a global scale, and the governments’ inability to address them” (Serpa & Fourneau, 2007, p. 97). That said, it is imperative for organizations to adopt an ethical and transparent conduct, which will enable them to gain customer confidence and support over the longer term (Pérez & Bosque, 2015). Corporate social responsibility (CSR) policies can be seen, then, as important drivers of the desired consumer loyalty to brand and further online advocacy.

Chapter 7 discusses the changing nature of communication as it becomes more nonlinear and multivocal. Social media has changed the way that all organizations are able to engage with their various stakeholders, and nonprofits are no different. The chapter also discusses how this new paradigm shifts control away from the organization and its various “customers” and why this is important to nonprofits. This chapter examines ways that the organization communicates with stakeholders and introduces the concepts of paid, owned, and earned (POE) media and how organizations can leverage each of these media types for a comprehensive marketing communications strategy. Additionally, this chapter discusses partner-level communications programs, such as cause-related marketing and cause branding, and includes considerations from the nonprofit perspective. Last, given the ubiquity of social media, the chapter includes a discussion of celebrity associations and how nonprofits can capitalize on these relationships.

The inefficiencies of the healthcare sector continue to be a barrier to achieving the quadruple aim of healthcare quality improvement. The 4th Industrial Revolution has been characterized by rapid transformations due to information technology, data volume, ubiquity, and increased computer processing power. Despite all the promises and hopes of Digital health tools as a means of attaining healthcare quality, there remains many challenges and hurdles to overcome. This chapter describes the relationship between the 4th Industrial Revolution and healthcare quality as it relates to its impact on healthcare quality, applications, and challenges. Suggestions to stakeholders on ways of navigating these challenges are also discussed.

In EPS, communication is key. Project teams plan and develop projects involving stakeholders in internationalized contexts. Outcomes are defined in a written report and an oral presentation, both assessed for content and communicative value. The chapter situates technical and professional communication (TPC) in engineering education and identifies communication practices as part of the professional practices of engineers. Main approaches to TPC in engineering are presented, and how TPC is approached from a problem-solving perspective is discussed. The rationale and organization of the TPC course is presented with examples based on a practical methodology that promotes familiarization, practice, reflection, and dialogue. A proposal for integrating TPC in EPS and similar programs is made. From an interdisciplinary view, the chapter reflects on the importance of TPC in engineering education, the needs of globalized professional settings, and the ubiquity of digitalization to discuss how engineering students can effectively engage in international engineering communication.