scholarly journals MULTI-PERIOD MODEL FOR SELECTING TYPES OF STAKEHOLDER ENGAGEMENT STRATEGIES OF THE COMPANY IN THE STAKEHOLDER NETWORK WITH MULTIPLE "POWER CENTERS"

2019 ◽  
Vol 8 (29) ◽  
Author(s):  
E.N Likhosherst ◽  
◽  
K.S Solodukhin ◽  
A.Y Chen ◽  
◽  
...  
Keyword(s):  
Stakeholder Engagement ◽  
Engagement Strategies ◽  
Multiple Power ◽  
Power Centers ◽  
Stakeholder Network ◽  
Period Model

scholarly journals Fuzzy Multiperiod Model of Choosing Strategies for The Organization Interaction with Stakeholder Groups in The Stakeholder Network with Multiple “Power Centers”

2019 ◽  
Vol 8 (9) ◽  
pp. 2143-2152
Keyword(s):  
Mutual Influence ◽  
Business Community ◽  
Distinctive Features ◽  
Stakeholder Groups ◽  
Regional University ◽  
Multiple Power ◽  
Focal Company ◽  
Power Centers ◽  
Stakeholder Network ◽  
The Relationship

The article is devoted to the development of a fuzzy multiperiod model of choosing strategies for the organization interaction with stakeholder groups in the stakeholder network with multiple "power centers". Various interpretations of the plurality of "power centers" in the stakeholder network are reviewed in the article. The developed model allows to choose the most appropriate type of strategy for the interaction of a focal company with each stakeholder group, taking into account the change in the characteristics of relations among the network actors over time, including degrees of mutual influence. The model proposed in the article is described by the following distinctive features in comparison with the earlier developed models: firstly, the dependence of changes in the characteristics of relations between a pair of actors on changes not only in the properties of these actors but also in other actors of the network are taken into account in the article. In this case, the delay of changes in the characteristics of relations is assumed in comparison with changes in properties. Secondly, the Hamming distances between the "real" and "ideal" values of the advisability of applying types of strategies based on the characteristics of the relationship for each period within each scenario are calculated in the article. The model is described by the example of interaction between the regional University and the business community taking into account change of properties of the state.

scholarly journals Multi-period Model for Selection of Stakeholder Engagement Strategies of the Company

2015 ◽  
Vol 11 (7) ◽  
Author(s):  
Aleksandr Aleksandrovich Gresko ◽  
Konstantin Sergeevich Solodukhin
Keyword(s):  
Stakeholder Engagement ◽  
Engagement Strategies ◽  
Period Model ◽  
Selection Of

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 Using Stakeholder Insights to Enhance Engagement in PhD Professional Development

2021 ◽  
Author(s):  
Deepti Ramadoss ◽  
Amanda F. Bolgioni ◽  
Rebekah L. Layton ◽  
Janet Alder ◽  
Natalie Lundsteen ◽  
...  
Keyword(s):  
Professional Development ◽  
Stakeholder Engagement ◽  
Career Guidance ◽  
Network Visualization ◽  
Visualization Tool ◽  
Network Development ◽  
Academic Institutions ◽  
Functional Roles ◽  
External Stakeholders ◽  
Stakeholder Network

AbstractThere is increasing awareness of the need for predoctoral and postdoctoral professional development and career guidance, however many academic institutions are only beginning to build out these functional roles. As a graduate career educator, accessing the vast silos and resources at a university and with industrial partners can be daunting, yet collaborative endeavors and network development both on and off campus are crucial to the success of any career and professional development office. To better inform and direct the efforts of graduate career offices, forty-five stakeholders external and internal to academic institutions were identified and interviewed to gather and categorize perspectives on topics critical to career and professional development offices. Using a stakeholder network visualization tool developed by the authors, stakeholder engagement can be rapidly assessed to ascertain areas where offices have strong connections and other areas where additional efforts could be directed to enhance engagement. General themes from interviews with internal and external stakeholders are discussed to provide graduate career educators with various stakeholder subgroup perspectives to help prepare for successful interactions. Benefits include increased engagement and opportunities to collaborate, as well as the opportunity to build or expand graduate career development offices.

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.

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