Strategic Goal Alignment and Portfolio Stakeholder Management

Author(s):  
John Wyzalek
2005 ◽  
Vol 4 (4) ◽  
pp. 24-27 ◽  
Author(s):  
Susan Layman

2017 ◽  
Vol 13 ◽  
pp. 8-24
Author(s):  
Zbigniew Zioło

The processes of technological  progress create new opportunities for economic, social and cultural growth, shape new relations between economic  entities and their environment,  and influence changes in the determinants  of entrepreneurship development.  These processes vary significantly in certain geographic locations, characterised by an enormous  diversity of natural, social, economic and cultural structures. As a consequence, this creates different opportunities  and different conditions for the development of entrepreneurship in certain spatial scales, from the continental scale, through national and regional to local scales. The article presents complex conditions  for the development of entrepreneurship, highlights its limitations resulting from institutional  barriers, and the importance of knowing the mechanisms of mutual relations between spatial systems and the influence of control instruments. The quality of central and local government authorities is of particular significance here, which do not always properly use the mechanisms of rational business support. A serious barrier to the development of entrepreneurship is the low quality of social capital, manifested in a lack of trust in institutional authorities and reluctance to engage in entrepreneurship and business development. The conclusions point out that further research should be developed that will take into account changing business conditions, with a defined strategic goal of raising the quality and standard of living, international competitiveness of the country and products in different market categories.


Author(s):  
Tembinkosi Bonakele ◽  
Dave Beaty ◽  
Fathima Rasool ◽  
Drikus Kriek

The recent entry of the US multinational Walmart into South Africa has proved to be a source of controversy. Key stakeholders in South Africa objected to the merger and attempted to block it unless certain conditions were met. The aim of this study was to examine the controversy and the conditions surrounding the merger. The research employed a qualitative archival analysis to examine publicly available sources of information with regard to the merger. The findings revealed key stakeholders’ concerns that Walmart’s entry would lead to an increase in imports which would displace local producers, increase unemployment, marginalise trade unions and lower labour standards unless certain conditions were met. The results also revealed problems relating to the firm’s primary focus on “business” while neglecting “public interest” issues, naively relying on their “local retailer” to manage key stakeholders, and assuming that their perceived controversial reputation regarding treatment of trade unions and their views about unemployment as well as the controversies surrounding their history of entry into other global markets would not have the major negative impact it did on stakeholders in South Africa.


2018 ◽  
Vol 4 (2) ◽  
pp. 99-100
Author(s):  
Magister Sistem Informasi

Jurnal yang diterbitkan berkala oleh Magister Sistem Informasi UNIKOM dua kali dalam setahun. Materi berisi keilmuan sistem informasi seperti: Manajemen Sistem Informasi, ERP, EAP, Kerangka Kerja TI, Tata Kelola TI, Manajemen Resiko, COBIT, Stakeholder Management, CRM, Change Management, IT COST.


Author(s):  
Grazia Sveva Ascione ◽  
Federico Cuomo ◽  
Nicole Mariotti ◽  
Laura Corazza

AbstractIn the attempt to foster circular economy (CE), cities are increasingly adopting urban living labs (ULLs) as sites of co-production aimed at testing alternative solutions based on the reuse of products, reduction of consumption and recycling of materials. Taking this perspective, our study adopts an exploratory research design to discover the pragmatic implications emerging from a case study. The City of Turin joined proGIreg, a European project that entails the regeneration of former industrial districts by means of nature-based solutions (NBS). Ranging from aquaponics to green roofs, seven NBS have been experimented in Turin, which rely on the use of natural systems to tackle social, economic and environmental challenges efficiently and sustainably. Among them, the most promising is related to the production and test of the ‘new soil’, a blend obtained by mixing earth materials coming from construction sites with compost, zeolites and mycorrhizae. The case herein presented is interesting to analyse for the multi-stakeholder management setting used, where public institutions, private companies, research institutions, citizens and associations collaborated in the co-creation and testing phase of the NBS. Consequently, the data collected through participant observation and direct interviews allow researchers to describe multi-stakeholders’ dynamics and how they work. Thus, this paper narrates a micro-contextual experience while providing a critique. Results include an analysis of the unique combination of different stakeholders, which strongly impacted on the management and the effectiveness of the entire project. By consequence, the paper offers both theoretical contributions to the relational branch of stakeholder theory and practical evidence in demonstrating the importance of the relational branch of the theory over a more traditional transactional view.


Author(s):  
André Laplume ◽  
Kent Walker ◽  
Zhou Zhang ◽  
Xin Yu

Abstract Instrumental stakeholder theory seeks to explain how managing stakeholders effectively can yield competitive advantage for incumbent firms. We extend instrumental stakeholder theory to explain and predict future competition operationalized as new entrepreneurial entries. Our study is among the first to empirically examine the relationships between aggregate stakeholder management performance and the entrepreneurial entries of individuals. Using a combined U.S. dataset from 2003 to 2013 from the Kinder, Lydenberg and Domini (KLD) Index, Compustat, and Kauffman’s Entrepreneurship Survey, we find support for three hypotheses. First, higher levels of stakeholder management performance are related to lower rates of entrepreneurial entry. Second, a curvilinear relationship exists between stakeholder management performance and entrepreneurial entry, where both low and very high stakeholder management performance increase entrepreneurial entry. Third, the greater the variance in stakeholder management performance across stakeholders, the more entrepreneurial entry. Our findings suggest that managing for stakeholders can help to avoid future competition. We add an entrepreneurship lens to the business ethics of stakeholder theory showing how incumbent stakeholder management performance shapes opportunities for entrepreneurs, a largely neglected stakeholder group.


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