scholarly journals Value co-creation in sport entertainment between internal and external stakeholders

2019 ◽  
Vol 31 (11) ◽  
pp. 4192-4210 ◽  
Author(s):  
Niclas Erhardt ◽  
Carlos Martin-Rios ◽  
Elisa Chan
Keyword(s):  
Organizational Behavior ◽  
Division I ◽  
Content Type ◽  
External Stakeholder ◽  
Stakeholder Interests ◽  
Complex Process ◽  
External Stakeholders ◽  
Sports Entertainment ◽  
The Usa ◽  
Managerial Strategies

Purpose Co-creation as a collaborative process between organizations and customers generates unique value for both internal and external stakeholders for the company. Research generally examines and portrays customer-company co-creation as a balanced and harmonious relationship. However, a successful co-creation strategy involves understanding the shared interests of the parties and resolving tensions between internal and external stakeholders to avoid co-destruction. This study aims to draw on the intersection of organizational behavior and marketing literature and to examine shared interests and conflicting tensions involved in the co-creation in the context of sports entertainment. This context allows the researchers to unpack and present a more complex process of co-creation that fosters co-creativity and innovation. Design/methodology/approach Based on a qualitative case-based approach of a major university in the USA, the authors draw on interviews and observations from their athletic administration and fans engaged in a men’s Division I team through an entire season. Findings This qualitative study illustrates an alternative, more complex dilemma of co-creating emotional and symbolic value based on shared interests while reconciling conflicting internal and external stakeholder interests. The findings suggest a tug of war based on tensions, where management adopted contrasting managerial strategies ranging from attempting to reconcile tension through organic co-creation to controlled manufactured creation. Research limitations/implications Emotional and symbolic game experience value is an interdependent process which cannot be created without consumer engagement. Both emotional and symbolic values are enhanced during games to the extent consumers perceive participation in the creative pre-game stages. Originality/value This study draws on sports entertainment to identify sources of tension in co-creation and discuss type of solutions among internal and external stakeholders.

Managing the expectations of external stakeholders in construction projects

2017 ◽  
Vol 24 (5) ◽  
pp. 736-756 ◽  
Author(s):  
Albert P.C. Chan ◽  
Goodenough D. Oppong
Keyword(s):  
Construction Projects ◽  
Empirical Support ◽  
Bottom Line ◽  
Stakeholder Expectations ◽  
Content Type ◽  
Stakeholder Satisfaction ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Management Project ◽  
Social Environmental

Purpose The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined. Design/methodology/approach A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives. Findings In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction. Research limitations/implications The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support. Practical implications PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction. Originality/value This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

Do learning organizations learn? Higher education institutions and pandemic response strategies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael T. Miller
Keyword(s):  
Higher Education ◽  
Organizational Behavior ◽  
Structural Changes ◽  
Higher Education Institutions ◽  
Well Being ◽  
Content Type ◽  
Institutional Leadership ◽  
Response Strategies ◽  
Global Pandemic ◽  
The Usa

Purpose This study was designed to address the problem of how higher education institutions, as organizations designed to promote learning, responded to the COVID pandemic and the suspension of in-person instruction. The purpose of this paper was specifically to explore how institutions go about learning from the pandemic to better prepare themselves for the future that they will face. Design/methodology/approach A researcher-developed survey instrument was distributed electronically to 300 faculty leaders at randomly selected universities in the USA. With three follow-up e-mail requests, the survey had a 31% usable response rate. Findings Survey results indicated that institutional leadership did not make strong use of shared governance in responding to the COVID pandemic in creating operational response strategies. Further, institutions did not alter their policies or make structural changes to be more adept in facing the challenges of a global pandemic and its impact on the financial well-being of the institutions. Although institutions did make changes to their attitudes about students, these were not developmental changes but rather behavioral modification expectations. Originality/value This study drew upon data collected after the first three months of the global COVID pandemic, providing an important first-look at organizational behavior in response to a largely unplanned global event.

scholarly journals Unpacking the impact of social media analytics on customer satisfaction: do external stakeholder characteristics matter?

2020 ◽  
Vol 40 (5) ◽  
pp. 647-669 ◽  
Author(s):  
Yichuan Wang ◽  
Minhao Zhang ◽  
Ying Kei Tse ◽  
Hing Kai Chan
Keyword(s):  
Social Media ◽  
Customer Satisfaction ◽  
Customer Engagement ◽  
Primary Data ◽  
Social Media Analytics ◽  
Content Type ◽  
External Stakeholder ◽  
Business Partners ◽  
External Stakeholders ◽  
The Impact

PurposeUnderpinned by the lens of Contingency Theory (CT), the purpose of this paper is to empirically evaluate whether the impact of social media analytics (SMA) on customer satisfaction (CS) is contingent on the characteristics of different external stakeholders, including business partners (i.e. partner diversity), competitors (i.e. localised competition) and customers (i.e. customer engagement).Design/methodology/approachUsing both subjective and objective measures from multiple sources, we collected primary data from 141 hotels operating in Greece and their archival data from TripAdvisor and the Hellenic Chamber of Hotels (HCH) database to test the hypothesised relationships. Data were analysed through structural equation modelling.FindingsThis study confirms the positive association between SMA and CS, but it remains subject to the varied characteristics of external stakeholders. We find that an increase in CS due to the implementation of SMA is more pronounced for firms that (1) adopt a selective distribution strategy where a limited number of business partners are chosen for collaboration or (2) operate in a highly competitive local environment. The results further indicate that high level of customer engagement amplifies the moderating effect of partner diversity (when it is low) and localised competition (when it is high) on the SMA–CS relationship.Originality/valueThe study provides novel insights for managers on the need to consider external stakeholder characteristics when implementing SMA to enhance firms' CS, and for researchers on the value of studying SMA implementation from the CT perspective.

scholarly journals How external stakeholders drive the green public procurement practice? An organizational learning perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Junqi Liu ◽  
Yanlin Ma ◽  
Andrea Appolloni ◽  
Wenjuan Cheng
Keyword(s):  
Organizational Learning ◽  
Public Procurement ◽  
Black Box ◽  
Mediating Effect ◽  
Content Type ◽  
External Stakeholder ◽  
Influence Mechanism ◽  
External Stakeholders ◽  
Green Public Procurement ◽  
Public Sectors

Purpose This study aims to uncover the black box of the influence mechanism between external stakeholder drivers and green public procurement practice, and meanwhile to explore the moderating role of administrative level in this process. Green public procurement (GPP) has been widely implemented. Existing literature has found that external stakeholder drivers can affect public sectors' GPP practice, however, the definition of its connotation is still unclear, and how external stakeholders affect GPP practice has remained a black box. Design/methodology/approach After defining the major external stakeholders, this study develops a multiple mediation theoretical model using survey data from 142 Chinese local public sectors. It aims to uncover the black box of the influence mechanism between external stakeholder drivers and GPP practice and meanwhile explore the moderating effect of administrative levels in this process. Findings The results show that external stakeholder drivers have a positive relationship with GPP practices. The knowledge of GPP implementation policies and the knowledge of GPP benefits can both mediate this relationship. This study also finds that the administrative level of public sectors can positively moderate the mediating effect produced by the knowledge of GPP implementation policies and negatively moderate the mediation effect produced by the knowledge of GPP benefits. Social implications Local governments need to better encourage public sectors to implement GPP. Managers of public sectors need to pay attention to organizational learning to acquire relevant knowledge on GPP. Originality/value This study makes a theoretical contribution to a better understanding of the influence mechanism for GPP practice. This study also provides comparisons of GPP implementation policies between China and European Union.

Reading “Canadian” management in context: development of English and French education

2019 ◽  
Vol 25 (2) ◽  
pp. 180-202
Author(s):  
Rene Arseneault ◽  
Nicholous M. Deal ◽  
Albert J. Mills
Keyword(s):  
Organizational Behavior ◽  
Narrative Analysis ◽  
Political Context ◽  
Theoretical Understanding ◽  
Content Type ◽  
Archival Collection ◽  
Management Knowledge ◽  
The Usa ◽  
Management Students ◽  
The Impact

Purpose The purpose of this paper is to explore the pluralist contours of Canadian management “knowledge” using the discourse “official” bilingualism – the English and French languages – to understand the impact of socio-historical-political differences on the development of management knowledge production. Design/methodology/approach Drawing upon an archival collection of management textbooks as historical data, the authors critically explore and analyze the development of Canadian “schools” and management theory. Using narrative analysis and critical hermeneutics, the paper considers the socio-historical-political context of the various “Canadian” scholars that sought to establish a unique business academy distinct but paradoxically akin to the management schools in the USA. Findings Mirroring the struggle of Francophones in a dominant English imperative, French management textbooks appeared decades later than English titles. When French texts began to disseminate, it remained in the shadows of American management ideologies. Research limitations/implications As only Canadian organizational behavior texts published within the previous 50 years were used as data in this study, it may be incautious to draw broader conclusions. The empirical element of this research relied upon convenience sampling of textbooks. Practical implications Management educators weld a considered level of socio-political power that they may or may not knowingly possess, especially in terms of selecting a textbook and other course materials. Regardless of background, management students are somewhat a “tabula rasa;” open to learning new content to make sense of the world. This “open state” places a great deal of responsibility on the professorate in shaping management students’ theoretical understanding of everyday life in organizations. The authors suggest practitioners be reflexive, aware of how textbooks serve as an important vehicle in education that in times past, have promoted or reified mono-cultural agendas. Originality/value The research in this paper builds on recent research that considers the role of socio-historical-political context in how management knowledge and theory is performed, as well as contributes to understanding textbooks in how they may shape a pluralist account of Canadian management “knowledge”.

Integrating to one program for re-accreditation

2019 ◽  
Vol 35 (4) ◽  
pp. 221-234
Author(s):  
Boniface Michael
Keyword(s):  
Business Schools ◽  
Case Study Method ◽  
Program Goal ◽  
Content Type ◽  
External Stakeholders ◽  
Governance Process ◽  
The Usa ◽  
Goal Integration ◽  
College Of Business

Purpose The purpose of this paper is to delineate lessons for business schools seeking re-accreditation and that face previous peer-review improvement expectations, strategic and operational imperatives similar to those faced at College of Business Administration (CBA) in University of the State Capital, all pseudonyms to mask their true identity. Design/methodology/approach Based on qualitative case study method, CBA’s Assessment Director, Gabriel Mouton, again a pseudonym, serves as the central protagonist whose interactive dialogical and technology-enabled change processes provide instructive practical lessons around the management of assurance of learning (AoL) for re-accreditation. Findings This paper offers a tripartite change focus in AoL for re-accreditation: balancing program goal integration with discipline differentiation, adopting an interactive dialogical shared governance process over a top-down or bottom-up process and technology-enabled straddling program depth and breadth. Research limitations/implications This paper is unique to CBA’s path-historical institutional change experiences in the USA with rich-shared faculty governance that may need to be first developed before emulation in institutions where such a tradition is absent. Practical implications The experiences narrated in this paper offer universal lessons for business schools aspiring to continuously improve their AoL and, in the process, uphold program meaning and quality standards for stakeholder relevance and re-accreditation. Social implications The experiences narrated in this paper offers lessons for tying program quality to external stakeholders’ expectations in the community, including for international business schools. Originality/value This paper advances an original tripartite change focus specifically relevant for business schools seeking re-accreditation and that are concurrently grappling with multiple strategic and operational imperatives.

A cross-country comparison and validation of firms’ stakeholder considerations in sustainable business practices

2018 ◽  
Vol 18 (3) ◽  
pp. 408-424 ◽  
Author(s):  
Niklas P.E. Karlsson ◽  
Hélène Laurell ◽  
John Lindgren ◽  
Tobias Pehrsson ◽  
Svante Andersson ◽  
...  
Keyword(s):  
Empirical Support ◽  
Business Practices ◽  
Validity And Reliability ◽  
Sustainable Business ◽  
Content Type ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Internal Stakeholders ◽  
Practical Implications ◽  
Downstream Market

PurposeThe purpose of this study is to compare and validate firms’ internal and external stakeholder considerations in sustainable business practices across business settings. It aims to assess the validity and reliability of a stakeholder framework appearing in previous studies.Design/methodology/approachThe study uses a questionnaire survey and a cross-industry sample consisting of the largest firms in corporate Sweden. Multivariate analysis tests the stakeholder framework. Each of the 294 key informants was initially identified and contacted by telephone, generating a response rate of 36.5 per cent.FindingsThe tested stakeholder framework appears valid and reliable across countries to assess the internal stakeholders of focal firms, as well as their up- and downstream, market and societal stakeholders. This study provides additional empirical support to categorize firms’ stakeholder considerations in sustainable business practices.Research limitations/implicationsThis study validates previous findings in terms of Swedish firms’ considerations of internal and external stakeholders in sustainable business practices in relation to one similar country (Norway) and one different country (Spain). The study also shows how the three countries perceive the focal company and societal stakeholders differently.Practical implicationsThe tested framework sheds light on focal firms’ stakeholder considerations in sustainable business practices and elucidates the extent to which firms’ account for their internal and external stakeholders in sustainable business practices.Originality/valueThis study contributes to the development of valid and reliable stakeholder theory across contexts and through time. In particular, it contributes to the development of a valid and reliable framework to categorize firms’ stakeholder considerations in sustainable business practices.

scholarly journals Stakeholder management in PPP projects: external stakeholders’ perspective

2018 ◽  
Vol 8 (4) ◽  
pp. 403-414 ◽  
Author(s):  
Chika Amadi ◽  
Patricia Carrillo ◽  
Martin Tuuli
Keyword(s):  
Developing Countries ◽  
Stakeholder Management ◽  
Structured Interviews ◽  
Human Right ◽  
Policy Makers ◽  
Content Type ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Project Location ◽  
Internal Stakeholders

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.

Events’ external stakeholders and their influence strategies in tourism: perspectives from Borneo

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fidella Tiew ◽  
Kirsten Holmes ◽  
Nigel de Bussy
Keyword(s):  
Case Study Research ◽  
Primary Data ◽  
The Novel ◽  
Influence Strategies ◽  
Content Type ◽  
External Stakeholder ◽  
Stakeholder Influence ◽  
Novel Approach ◽  
External Stakeholders ◽  
Stakeholder Perspective

Purpose The purpose of this paper is to examine external event stakeholders’ strategic actions to advance their interests in tourism events, based on their resource relationships with the event. It takes the novel approach of examining stakeholder influence strategies from the external stakeholder perspective. Design/methodology/approach The study used a qualitative case study research design, with five government-owned tourism events in Sarawak, involving primary data from 37 interviews with external stakeholders. Findings The stakeholders perceived that they were not overly dependent on the events studied due to their short duration. Two types of resource relationships were found: event-dependent stakeholders and event non-dependent stakeholders. Stakeholders were found to be deploying various influence strategies, which were largely subtle, positive and collaborative in nature, regardless of whether they were event-dependent or event non-dependent stakeholders. Research limitations/implications The findings are limited to the context examined in this study. Going forward, stronger public–private partnerships and formalised resource relationships are needed to ensure continuity of resource supplies and greater event innovation. Originality/value The study adds to the knowledge of how event external stakeholders exert their influence in accordance with their interests and resource dependency relationship with government-owned tourism events in the context of Sarawak, Borneo.

From good to great managers

2015 ◽  
Vol 36 (1/2) ◽  
pp. 127-141
Author(s):  
Miriam Louise Matteson ◽  
Susan Musser ◽  
Elizabeth Allen
Keyword(s):  
Organizational Behavior ◽  
Survey Design ◽  
Individual Development ◽  
Content Type ◽  
Library Management ◽  
Management Knowledge ◽  
Salary Increase ◽  
Good To Great ◽  
The Usa ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the perceptions of librarians toward continuing education (CE) in library management. Design/methodology/approach – The study followed survey design to collect perceptions of librarians from around the USA. In total, 166 usable surveys were returned and the bulk of the analysis examined responses from non-directors (n=96). Findings – Non-director librarians identified knowledge areas important for success as a manager including human resources, leadership, and organizational behavior. The majority of respondents assessed their own level of management knowledge as average to above average. In all, 38 percent of respondents indicated their management knowledge came from workshops, webinars, and conferences. Respondents reported that the opportunity for a salary increase, as well as a personal desire to learn were motivators for seeking CE in management. Practical implications – A CE program in management should extend the knowledge learned in the MLIS degree, address knowledge, skills, and individual development, be flexibly scheduled and reasonably priced, and offer clear benefits to the library and to the learner. Originality/value – This research demonstrates the importance of building a CE program in management that compliments other educational offerings in order to help librarians develop the knowledge and skills needed to lead libraries.

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