scholarly journals The Storytelling External Stakeholder: How Non-Profit Organizations in Supportive Housing Can Help Ensure That Externals Stakeholder Stories End in Connection

2021 ◽  
Author(s):  
Jason Dean Spence
Keyword(s):  
Stakeholder Engagement ◽  
Supportive Housing ◽  
Bill Of Rights ◽  
Non Profit ◽  
External Stakeholder ◽  
Greater Toronto Area ◽  
People With Mental Illness ◽  
External Stakeholders ◽  
Organizational Attention ◽  
Market Needs

This paper examines the need for organizations to listen to and learn from the stories of their external stakeholders, especially in the context of supportive housing. To this end, this study builds on research conducted by the Dream Team in 2014, which was compiled to create a bill of rights for supportive housing tenants in the Greater Toronto Area. The literature describes many benefits of storytelling for organizations, but often overlooks the stories of external stakeholders in favour of leadership stories. And yet it is widely understood that it is impossible for one story or storyteller to completely capture the essence of any one organization. Ignoring the stories of external stakeholders creates an atmosphere of disconnection and is tantamount to turning a blind eye to unmet market needs. This paper proposes a framework in which a three-pronged linkage between “stakeholder engagement”, “intersectionality” (Crenshaw, 1991), and “organizational attention” (Gómez, 2015) informs an organization’s understanding of external stakeholders’ “exit” and “voice” behaviours (Hirschman, 1970)—and ultimately helps to ensure that the stories of external stakeholders end in connection. The findings of this study reveal that the subjunctive mood may typically be used to tell stories of disconnection, but more research is needed to determine this. Also, the data suggest that the biggest barrier to communication between tenants and supportive housing organizations may be the myth that people with mental illness and/or substance use issues are incompetent children who must be taken care of.

scholarly journals Uncovering Stakeholder Participation in Payment for Hydrological Services (PHS) Program Decision making in Mexico and Colombia

2021 ◽  
Vol 13 (15) ◽  
pp. 8562
Author(s):  
Andres M. Urcuqui-Bustamante ◽  
Theresa L. Selfa ◽  
Paul Hirsch ◽  
Catherine M. Ashcraft
Keyword(s):  
Stakeholder Engagement ◽  
Program Effectiveness ◽  
Policy Design ◽  
Stakeholder Participation ◽  
Market Mechanism ◽  
Non Profit ◽  
Program Administrators ◽  
Water Users ◽  
Hydrological Services

Payment for ecosystem services (PES) is a market-based policy approach intended to foster land use practices, such as forest conservation or restoration, that protect and improve the benefits from healthy, functioning ecosystems. While PES programs are used globally, they are an especially prominent environmental policy tool in Latin America, where the vast majority are payment for hydrological services (PHS) programs, which incentivize the conservation and restoration of ecosystems associated with water production and clean water for clearly defined water users. As a market mechanism, PHS approaches involve a transactional relationship between upstream and downstream water users who are connected by a shared watershed. While existing literature has highlighted the important role of non-state actors in natural resource management and program effectiveness, few studies have explored the role of stakeholder participation in the context of PHS programs. Building on the collaborative learning approach and the Trinity of Voice framework, we sought to understand how and to what extent PHS program stakeholders are engaged in PHS design, implementation, and evaluation. In this paper we explored (1) the modes of stakeholder engagement in PHS programs that program administrators use, and (2) the degree to which different modes of stakeholder participation allow PHS stakeholders to have decision power with which to influence PHS policy design and expected outcomes. To better understand the role of stakeholder participation, and the different ways participation occurs, we used a comparative multiple-case study analysis of three PHS program administration types (government, non-profit, and a mixed public–private organization) in Mexico and Colombia that have incorporated stakeholder engagement to achieve ecological and social goals. Our analysis draws on institutional interviews to investigate the modes of stakeholder engagement and understand the degree of decision space that is shared with other PHS stakeholders. Across all cases, we found that the trust between key actors and institutions is an essential but underappreciated aspect of successful collaboration within PHS initiatives. We conclude with recommendations for ways in which program administrators and governmental agencies can better understand and facilitate the development of trust in PHS design and implementation, and natural resources management more broadly.

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.

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 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 plays plus push’: experts’ insights into the development and implementation of active tuberculosis case-finding policies globally, a qualitative study

BMJ Open ◽  
2020 ◽  
Vol 10 (6) ◽  
pp. e036285
Author(s):  
Olivia Biermann ◽  
Salla Atkins ◽  
Knut Lönnroth ◽  
Maxine Caws ◽  
Kerri Viney
Keyword(s):  
Stakeholder Engagement ◽  
Policy Development ◽  
Case Finding ◽  
World Health ◽  
Framework Analysis ◽  
Tuberculosis Case ◽  
Systematic Screening ◽  
Non Profit ◽  
Key Stakeholders ◽  
Health Organization

ObjectiveTo explore experts’ views on factors influencing national and global active case-finding (ACF) policy development and implementation, and the use of evidence in these processes.DesignThis is an exploratory study based on semistructured expert interviews. Framework analysis was applied.ParticipantsThe study involved a purposive sample of 39 experts from international, non-governmental and non-profit organisations, funders, government institutions, international societies, think tanks, universities and research institutions worldwide.ResultsThis study highlighted the perceived need among experts for different types of evidence for ACF policy development and implementation, and for stakeholder engagement including researchers and policymakers to foster evidence use. Interviewees stressed the influence of government, donor and non-governmental stakeholders in ACF policy development. Such key stakeholders also influence ACF policy implementation, in addition to available systems and processes in a given health system, and implementers’ motivation and incentives. According to the interviewees, the World Health Organization (WHO) guidelines for systematic screening face the innate challenge of providing guidance to countries across the broad area of ACF in terms of target groups, settings and screening algorithms. The guidelines could be improved by focusing on what should be done rather than what can be done in ACF, and by providing howto examples. Leadership, integration into health systems and long-term financing are key for ACF to be sustainable.ConclusionsWe provide new insights into ACF policy processes globally, particularly regarding facilitators for and barriers to ACF policy development, evidence need and use, and donor organisations’ influence. According to expert participants, national and global ACF policy development and implementation can be improved by broadening stakeholder engagement. Meanwhile, using diverse evidence to inform ACF policy development and implementation could mitigate the ‘power plays plus push’ that might otherwise disrupt and mislead these policy processes.

External Stakeholder Impacts on Third-Party Interventions in Resolving Malignant Conflicts: The Case of a Failed Third-Party Intervention in Cyprus

2001 ◽  
Vol 6 (3) ◽  
pp. 387-416
Author(s):  
◽  
Keyword(s):  
Negative Impact ◽  
Theory And Practice ◽  
Third Party ◽  
Peace Building ◽  
Third Party Intervention ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Internal Stakeholders ◽  
Building Project

AbstractThis article focuses on the potentially positive and negative impact that multiple and competing external stakeholders (influential foreign powers, supranational institutions, intergovernmental organizations and NGOs from various countries) can have on official and non-official third-party peace building initiatives. The example examined in this article describes a Swiss NGO-initiated intercommunal project in Cyprus. It analyzes the failure of this confidence-building project by looking at the role of external (and to a lesser degree, internal) stakeholders in the intervention. The article is descriptive and narrative due to the fact that access to confidential information of key stakeholder governments and institutions remains limited. The aim of the authors is to use this field experience in Cyprus to further develop the theory and practice of third-party intervention into persistent and malignant conflicts characterized by interference from multiple external stakeholders.

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 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.

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