scholarly journals Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective

2020 ◽  
Vol 41 (10) ◽  
pp. 1869-1900
Author(s):  
Kamini Gupta ◽  
Donal Crilly ◽  
Thomas Greckhamer
Keyword(s):  
Firm Performance ◽  
Stakeholder Engagement ◽  
Engagement Strategies ◽  
National Institutions

Stakeholder Engagement Strategies After an Exogenous Shock: How Philip Morris and R. J. Reynolds Adapted Differently to the 1998 Master Settlement Agreement

2019 ◽  
pp. 000765031987081
Author(s):  
Jennifer J. Griffin ◽  
Yoo Na Youm ◽  
Ben Vivari
Keyword(s):  
Value Chain ◽  
Stakeholder Engagement ◽  
Exogenous Shock ◽  
Stakeholder Relationships ◽  
Engagement Strategies ◽  
Philip Morris ◽  
Settlement Agreement ◽  
Growth Prospects ◽  
Attorneys General ◽  
Big Four

This study contributes to understanding stakeholder engagement strategies by examining competitive responses alongside sociopolitical implications after a major exogenous shock—the 1998 Master Settlement Agreement (MSA) between the “Big Four” U.S. tobacco firms and 46 state attorneys general. We compare the different stakeholder engagement strategies of the two remaining U.S. tobacco manufacturers, Philip Morris (PM) and R. J. Reynolds (RJR), between 1998 and 2017. Implications for stakeholder theory from a relatively rare natural experiment highlight the importance of simultaneously managing multiple stakeholders, inclusive of domestic and international sociopolitical and value chain stakeholders over time, for sustained value creation. Although PM and RJR initially pursued heterogeneous strategies by re-configuring relationships with relevant stakeholders, each firm’s growth prospects for the first decade post-MSA were exacerbated by various stakeholders through withholding and selective engagement strategies. Implications for how multiple, simultaneous stakeholder relationships can serve as important resources for achieving or limiting sustained growth are discussed.

scholarly journals Does stakeholder engagement encourage environmental reporting? The mediating role of firm performance

2020 ◽  
Vol 29 (8) ◽  
pp. 3025-3037
Author(s):  
María Consuelo Pucheta‐Martínez ◽  
Inmaculada Bel‐Oms ◽  
Lúcia Lima Rodrigues
Keyword(s):  
Firm Performance ◽  
Stakeholder Engagement ◽  
Environmental Reporting ◽  
Mediating Role

scholarly journals Spread the Voice! Digital Social Platforms as Conveyors of Innovation of Cultural Heritage in Europe

2021 ◽  
Vol 13 (22) ◽  
pp. 12455
Author(s):  
Mauro Baioni ◽  
Federico Ceschel ◽  
Paola Demartini ◽  
Lucia Marchegiani ◽  
Michela Marchiori ◽  
...  
Keyword(s):  
Cultural Heritage ◽  
Stakeholder Engagement ◽  
Future Research ◽  
Engagement Strategies ◽  
Marginalized Groups ◽  
The Arts ◽  
Exploratory Approach ◽  
Social Innovations ◽  
Key Dimensions

Digital social platforms (DSPs) are increasingly used to boost participation while giving a space for collaboration to wider audiences and marginalized groups of stakeholders. Considering that in the cultural heritage (CH) sector they are used as a possible booster of stakeholders’ participation and to foster innovation in practices related to CH management, the object of this study is to assess the stakeholder engagement strategies adopted by DSPs for CH from a network engagement perspective. The study takes stock of the main DSPs for CH in Europe and analyzes them through four key dimensions that distinguish different stakeholder engagement strategies (diffusion, accessibility, interactivity, and influence) to identify the alternative approaches to sustainable development based on social innovations adopted via these platforms. Following an exploratory approach, the research also delves into a specific case study (SoPHIA DSP), to deepen the understanding of if and how DSPs foster knowledge sharing among the different actors involved in a cultural project. Ultimately, this research provides a snapshot of the state of the arts on the literature and practices on DSPs, and outlines directions for future research, requesting for a longitudinal perspective to the framework and a vertical focus for consolidating the engagement strategies variables.

scholarly journals Engagement science: The core of dissemination, implementation, and translational research science

2020 ◽  
Vol 4 (3) ◽  
pp. 216-218 ◽  
Author(s):  
Paul Meissner ◽  
Linda B. Cottler ◽  
Milton “Mickey” Eder ◽  
J. Lloyd Michener
Keyword(s):  
Translational Research ◽  
Stakeholder Engagement ◽  
Service Research ◽  
Dissemination And Implementation ◽  
Research Prioritization ◽  
Individual Health ◽  
Engagement Strategies ◽  
Study Results ◽  
Implementation And Dissemination ◽  
Research Questions

AbstractStakeholder engagement is acknowledged as central to dissemination and implementation (D&I) of research that generates and answers new clinical and health service research questions. There is both benefit and risk in conducting stakeholder engagement. Done wrong, it can damage trust and adversely impact study results, outcomes, and reputations. Done correctly with sensitivity, inclusion, and respect, it can significantly facilitate improvements in research prioritization, communication, design, recruitment strategies, and ultimately provide results useful to improve population and individual health. There is a recognized science of stakeholder engagement, but a general lack of knowledge that matches its strategies and approaches to particular populations of interest based on history and characteristics. This article reviews stakeholder engagement, provides several examples of its application across the range of translational research, and recommends that Clinical Translational Science Awards, with their unique geographical, systems, and historical characteristics, actively participate in deepening our understanding of stakeholder engagement science and methods within implementation and dissemination research. These recommendations include (a) development of an inventory of successful stakeholder engagement strategies; (b) coordination and intentionally testing a variety of stakeholder engagement strategies; (c) tool kit development; and (d) identification of fundamental motivators and logic models for stakeholder engagement to help align stakeholders and researchers.

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