Applying Stakeholder Theory to the Management Functions

2019 ◽  
Author(s):  
Mathilda van Niekerk ◽  
Donald Getz
Keyword(s):  
Stakeholder Theory ◽  
Stakeholder Management ◽  
Management Strategies ◽  
Integrated Approach ◽  
External Stakeholder ◽  
Political Market ◽  
Theoretical Perspectives ◽  
Event Tourism ◽  
Management Functions ◽  
Internal Stakeholders

Figure 4.1 illustrates the major management functions to which stakeholder theory and management strategies can be applied. In fact, stakeholders can influence, and be influenced by, ALL aspects of planned events, so this is merely a starting point. Subsequent sub-sections with diagrams look more closely at each of these functional areas and how they influence planned events. From the theoretical discussions presented so far in this book it should be clear that stakeholders are to be considered an integral part of event management and event tourism, not an isolated issue to be considered once in a while. This suggests that external stakeholder relations be a management function on its own, or tied to a position called something like ‘External Relations’. For internal stakeholders a different approach might be required, as each manager within the organization is going to have specific stakeholder issues to deal with on a continuous basis. Bringing these issues into one integrated approach will be the responsibility of the executive. This chapter also brings other theoretical perspectives to bear on stakeholder management. For example, starting with organizing and planning, we identify five themes for special consideration, each being informed by other theories. Strategies and projects links with institutional theory (e.g., how to become a permanent institution) and project networks including the political market square. Accordingly, these discussions provide a launching point integrating many theoretical perspectives on management.

scholarly journals External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective

2019 ◽  
Vol 50 (6) ◽  
pp. 625-640 ◽  
Author(s):  
Johan Ninan ◽  
Ashwin Mahalingam ◽  
Stewart Clegg
Keyword(s):  
Stakeholder Management ◽  
Management Strategies ◽  
Project Team ◽  
Power Dynamics ◽  
Resource Base ◽  
Strategic Action ◽  
Organizational Power ◽  
External Stakeholder ◽  
External Stakeholders

Megaprojects involve managing external stakeholders with diverse interests. Using an Indian megaproject case study, we discuss how the project managed external stakeholders through strategies such as: persuasion, deputation, give and take, extra work for stakeholders, and flexibility. Drawing from theories and frameworks of power, we explain how these strategies emerge through a process of tactical clustering. We also analyze the resources available to the project team—such as recruitment discretion, government backing, and fund discretion—that influence these power dynamics and enable these strategies. We posit that changes in the resource base can significantly affect strategic action and, in turn, megaproject outcomes.

scholarly journals Power and Strategies in the External Stakeholder Management of Megaprojects: A Circuitry Framework

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Johan Ninan ◽  
Ashwin Mahalingam ◽  
Stewart Clegg
Keyword(s):  
News Media ◽  
Stakeholder Management ◽  
Structured Interviews ◽  
Organizational Power ◽  
External Stakeholder ◽  
User Comments ◽  
Qualitative Research Methodology ◽  
External Stakeholders ◽  
Internal Stakeholders

Infrastructure megaprojects can cause considerable inconvenience to external stakeholders such as project communities, stakeholders in lands and stakeholders in existing services. Managing these external stakeholders is difficult as they interact with the project across permeable boundaries, are unaccountable to the requirements of the project and cannot be governed with contractual instruments or conformance to standards, as is the case with internal stakeholders. Hence the project team must resort to other strategies to manage these stakeholders. There is at present little other than scattered accounts of the use of these strategies in the literature. What is missing is a framework to explain how such strategies work to manage external stakeholders. We use organizational power theories drawn from frameworks stressing both the dimensions and the circuits of power to understand how strategy and power interact in the process of managing external stakeholders. This research uses the case study of a metro rail project in India compiled from 30 semi-structured interviews, 168 news media articles along with their 446 user comments, and 640 social media tweets along with 435 community comments. Using a qualitative research methodology, we highlight relations of persuading, framing and hegemonizing strategies employed for managing the external stakeholders in the project. Covert power-based framing and hegemonizing strategies shape the visible overt power-based persuading strategies employed to manage external stakeholders.

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.

scholarly journals Incumbent Stakeholder Management Performance and New Entry

2020 ◽  
Author(s):  
André Laplume ◽  
Kent Walker ◽  
Zhou Zhang ◽  
Xin Yu
Keyword(s):  
Business Ethics ◽  
Competitive Advantage ◽  
Stakeholder Theory ◽  
Stakeholder Management ◽  
Stakeholder Group ◽  
Curvilinear Relationship ◽  
Management Performance ◽  
Entrepreneurial Entry ◽  
Very High ◽  
New Entry

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.

scholarly journals Theoretical Perspectives on Corporate Social Responsibility Disclosure: A Critical Review

2015 ◽  
Vol 5 (2) ◽  
pp. 38 ◽  
Author(s):  
Mohamed A. Omran ◽  
Dineshwar Ramdhony
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Theory ◽  
Social Contract ◽  
Critical Review ◽  
Developed Countries ◽  
Legitimacy Theory ◽  
Theoretical Perspectives ◽  
Csr Disclosure ◽  
Corporate Social

This study provides an extensive critical review of the theoretical perspectives applied on corporate social responsibility (CSR) disclosure literature. From a CSR standpoint we review and discuss, in detail, legitimacy theory, stakeholder theory, social contract theory, and signalling theory to identify the situations that suit each of these perspectives. The findings show that there is no universal theory applicable on corporate social responsibility disclosure for all situations or societies. While legitimacy theory suggests CSR disclosures are part of a process of legitimation, stakeholder theory offers an explanation of CSR accountability to stakeholders. Legitimacy theory seems to be more suitable for organizations working in developed countries, on the other hand, stakeholder theory appears to be most suitable for organizations working in developing countries; where a corporation can manage its stakeholders and the pressure to comply with existing legislation is less as compared to the developed countries. Social contract theory is appropriate for developed/emerged economies, as CSR disclosure exists due to an implicit social contract between business and society, which implies some indirect obligations of business towards society. Signalling theory will suit a situation where firms are competing for resources. A firm willing to demarcate from other firms will engage in more CSR practices. It is also important that the signal reaches the target audience by reporting on CSR. 

scholarly journals Application of the new Morphological Quality Index in the Cordevole river (BL, Italy)

2013 ◽  
Vol 44 (2s) ◽  
Author(s):  
E. Rigon ◽  
J. Moretto ◽  
F. Delai ◽  
L. Picco ◽  
D. Ravazzolo ◽  
...  
Keyword(s):  
Quality Index ◽  
Management Strategies ◽  
Morphological Characteristics ◽  
Site Investigation ◽  
Integrated Approach ◽  
Large Wood ◽  
River Types ◽  
River Corridor ◽  
The Eu

The evaluation of the morphological quality of rivers is essential to define the level of alteration and for implementing future management strategies that consider also hazards related to fluvial processes and channel dynamics. This type of evaluation is particularly significant for the Italian rivers, that, as in many other European countries, have a very high level of human pressure. Recently, in Italy, the National Institute for Environmental Protection and Research has promoted a methodology named IDRAIM for hydromorphological analysis of streams that pursues an integrated approach aimed at a harmonized implementation of both the EU Water Framework Directive (WFD, 2000/60/EC), and the EU Floods Directive (2007/60/EC). In this paper we present the application of the Morphological Quality Index (MQI) protocol, which is part of IDRAIM, to determine the assessment of the morphological quality of the Cordevole River. The water network (only collectors greater than thirdorder were considered), has been divided, through GIS software, into 132 river reaches of homogeneous morphological characteristics, according to the first phase of the method. At this stage the semi-automatic calculation of lateral confinement (defined by “degree of confinement” and a “confinement index”) was tried, in order to reduce the implementing time. The application of 28 indicators was made for 42 reaches representing the major river types and human pressures in the site investigation. The results showed that 48% of the analyzed reaches have a very good or good quality status, 38% have a moderate morphological quality, while only 14% have the characteristics of poor or very poor quality. The main causes that lead to a strong alteration of the terms of reference are linked to i) poor connectivity between hillslopes and river corridor, that is very important for the natural supply of sediment and large wood; ii) absence of vegetation in the river corridor, that is functional to a range of geomorphic processes; iii) presence of artificial elements, particularly the bedload interception structures in the catchment, bank protection along the reach, and the removal of sediment, large wood and vegetation.

A dynamic business model for Turkish techno parks: looking through the lenses of service perspective and stakeholder theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gülçin Polat
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Institutional Environment ◽  
Content Type ◽  
Dynamic Framework ◽  
Business Model Canvas ◽  
Functional Differences ◽  
Theoretical Perspectives ◽  
Service Perspective

Purpose The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory. Design/methodology/approach In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model. Findings The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model. Practical implications This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation. Originality/value This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

The Quest for the Holy Grail and the Dutch Integrated Approach to Nitrogen: How to Align Adaptive Management Strategies with the EU Nature Directives?

2018 ◽  
Vol 15 (2) ◽  
pp. 171-217
Author(s):  
Hendrik Schoukens
Keyword(s):  
Adaptive Management ◽  
Environmental Law ◽  
Management Strategies ◽  
Integrated Approach ◽  
Natura 2000 ◽  
Nitrogen Emissions ◽  
Management Actions ◽  
The Face ◽  
Experimental Management ◽  
Economic Developments

The concept of adaptive management is generally defined as a flexible decision-making process that can be adjusted in the face of uncertainties as outcomes of management actions and other events become better understood. These experimental management strategies, which may grant permit agencies more discretion to authorise economic developments, have become increasingly popular as tools to overcome deadlock scenarios in the context of the EU Nature Directives. One notable application is the Dutch Programmatic Approach to Nitrogen (Programma Aanpak Stikstof – PAS ), which puts forward a more reconciliatory and integrated approach towards permitting additional nitrogen emissions in the vicinity of Natura 2000 sites. The purpose of this paper is to use the Dutch PAS as a benchmark to explore the margins available within the EU Nature Directives to implement more flexible adaptive management strategies. This paper argues that the Dutch PAS, especially taking into account the immediate trade-off that is provided between future restoration actions and ongoing harmful effects, appears to stand at odds with the substantive underpinning of the EU Nature Directives. As a result, its concrete application might be stalled through legal actions which advocate for a more restrictive approach to the authorization of additional impacts on vulnerable EU protected nature. It therefore remains highly doubtful whether the Dutch PAS is to be presented as a textbook example of a genuine sustainable management strategy within the context of EU environmental law.

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