Smart and Sustainable Bioeconomy Platform: A New Approach towards Sustainability

The smart and sustainable bioeconomy represents a comprehensive perspective, in which economic, social, environmental, and technological dimensions are considered simultaneously in the planning, monitoring, evaluating, and redefining of processes and operations. In this context of profound transformation driven by rapid urbanization and digitalization, participatory and interactive strategies and practices have become fundamental to support policymakers, entrepreneurs, and citizens in the transition towards a smart and sustainable bioeconomy. This approach is applied by numerous countries around the world in order to redefine their strategy of sustainable and technology-assisted development. Specifically, real-time monitoring stations, sensors, Internet of Things (IoT), smart grids, GPS tracking systems, and Blockchain aim to develop and strengthen the quality and efficiency of the circularity of economic, social, and environmental resources. In this sense, this study proposes a systematic review of the literature of smart and sustainable bioeconomy strategies and practices implemented worldwide in order to develop a platform capable of integrating holistically the following phases: (1) planning and stakeholder management; (2) identification of social, economic, environmental, and technological dimensions; and (3) goals. The results of this analysis emphasise an innovative and under-treated perspective, further stimulating knowledge in the theoretical and managerial debate on the smart and sustainable aspects of the bioeconomy, which mainly concern the following: (a) the proactive involvement of stakeholders in planning; (b) the improvement of efficiency and quality of economic, social, environmental, and technological flows; and (c) the reinforcement of the integration between smartness and sustainability.

Adoption of Virtual Reality in Construction Projects

In recent years, virtual reality has emerged in various fields such as manufacturing sectors, construction sectors etc. Virtual reality technology has a wide variety of applications in various fields. Several applications of VR in construction sector are design review and support, construction support, operations and management, safety training, stakeholder management. Recent researches had shown that VR can also be used widely in decision making process. Despite the various applications of VR in construction sectors, the adoption level of the VR technology is comparatively very low. This study aims to identify the factors that are preventing the adoption of virtual reality in construction projects. The factors are identified through a wide review of literature survey and analysed by means of questionnaire survey with statistical methods. The factors are ranked through the analysis and the most affecting factors are found out. The findings of this study show that requirements of specialized high processing equipment, high investment in VR, lack of awareness about the technology, lack of client’s interest, limited finance of the organizations, existence of champions using VR are the most preventing factors for the adoption of VR in construction projects. To mitigate these issues, several possible mitigation measures has been suggested in this study.

Facilitating SMEs' profitability through total quality management: the roles of risk management, digitalization, stakeholder management and system deployment

PurposeThis study investigates the effect of total quality management (TQM) on small and medium enterprises (SMEs) ' profitability by examining whether the new TQM dimensions of risk management, digitalization, stakeholder management and system deployment, facilitate the impact of traditional TQM dimensions on profitability.Design/methodology/approachA structured survey of 271 Finnish SMEs divided into industry companies and service companies was used.FindingsRisk management facilitates the relation between continuous improvement and company profitability. Digitalization does not facilitate the relation between TQM dimensions and company profitability. Stakeholder management facilitates the relation between management/leadership and company profitability, customer focus and company profitability and continuous improvement and company profitability. System deployment does not facilitate the relation between TQM dimensions and company profitability.Originality/valueMost prior studies are based on the traditional TQM classification. The TQM dimensions of this study are more comprehensive than previous studies and take into account the latest trends in business development. The findings of this study differ from most previous studies and provide a source of reflection for SME management on how TQM should be implemented so that it affects the company's profitability.

Peran Social Networking Sites dalam meningkatkan Stakeholder Engagement: A Literature Review

The role of Social Networking Sites in ongoing communication becomes easier, especially to build stakeholder management and stakeholder engagement, provide information, and monitor information to manage the image and reputation of the company. This literature review aims to explore the role of Social Networking Sites in increasing stakeholder engagement. This research method is a literature review that uses journal reference sources sorted by the role of Social Network Sites in increasing Stakeholder Engagement. The results show that Social Network Sites on the platforms Facebook, Instagram, Twitter, and Youtube are tools to increase engagement with internal and external stakeholders to create relationships and improve the company's image and reputation. Social Network Sites play a role in building connections, relational relationships between customers, assessing the matrix for stakeholders, assessing company performance, assessing stakeholder participation, assessing marketing strategies, building relationship relationships, and forming customer loyalty. Online activities carried out by stakeholders are related to the image of the company's reputation, so that digital public relations and corporate communications must adequately manage it.

Analysis of Innovation Strategies to Improve the Quality of Infrastructure in Public Organisation using the Technical Evaluation and Decision Square (TEDS) Method

This paper aims to analyze and discuss the implementation of innovative strategies in a public higher education institution in Indonesia. Analysis is undertaken by using Total Evaluation and Decision Square (TEDS) Method, which employs [a] Total Financial Management (TFM), [b] Total Content Management (TCM), [c] Total Process and Project Management (TPPM), and [d] Total Stakeholder Management (TSM) as the focus of analysis. The study is a qualitative study with the descriptive approach. Data and information were collected by using in-depth interview to the dean of the faculty and leaders of the department in the faculty as informants. Results of the interview were further analysed by using thematic analysis to get insights related to the topic of study. It can be inferred that the institution has already undertaken positive and beneficial innovation strategies. However, they are not effectively undertaken. This can be seen in the results of this study which show positive indicators in the parameters of Total Content Management (TCM), Total Process and Project Management (TPPM) and Total Stakeholder Management (TSM). The parameter of Total Financial Management (TFM), however, shows negative result in innovation strategy. The study reflects the actual condition of higher education institutions in Indonesia regarding institutional funding, and it further implies that the institution needs to be more innovative in finding suitable and reliable funding resources (apart from regular/yearly institutional budget as being provided by the Indonesian central government) to undertake its major tasks by law, which are [a] education, [b] research and development activities, as well as [c] the community development-empowerment activities. Keywords— TEDS method; total content management; total financial management; total process and project management; total stakeholder management

Stakeholder management strategies employed on building projects procured by private corporate organisations in south-western Nigeria

PurposeAdvocates of structured stakeholder management (SM) processes have emphasized the use of the appropriate strategies as the most important process in SM. Yet, research effort in this regard in developing countries has been inadequate. The purpose of the study was to examine the SM strategies used on building projects procured by private corporate organisations in south-western Nigeria to enhance project performance.Design/methodology/approachThe study used a census survey to select 30 projects managers who indicated (from 106 who responded to a first stage questionnaire) that they have participated in structured SM in the study area between 2008 and 2017. A second-stage questionnaire was designed to elicit information from the respondents. Data analysis was done with the use of frequency, percentile and mean score (MS) and analysis of variance (ANOVA).FindingsStakeholders with high power and high interest were managed with the use of “collaborate/partner” strategy (MS = 3.86), stakeholders with high power and low interest were “kept satisfied” (MS = 4.09), stakeholders with low power and high interest were managed by using “keep them informed regularly” strategy (MS = 4.10) and stakeholders with low power and low interest were managed using “monitor and respond when necessary” strategy (M = 3.94). Further results show that static stakeholders with high power were managed by using the “monitor constantly” strategy (MS = 4.11), stakeholders with high power, high legitimacy and high urgency were managed by adopting the “keep satisfied” strategy (MS = 4.26), to manage non-supportive stakeholders, project managers adopted the “keep satisfied” strategy (MS = 4.18) and supportive stakeholders were managed by using “involved” strategy (MS = 4.02). More results showed that there is no significant difference in the opinion of project managers on SM strategies employed irrespective of procurement method.Practical implicationsThe study provided a guide to project managers on the appropriate SM strategies to use for future projects.Originality/valueThe study was an attempt to appraise the SM strategies in relation to the procurement methods and their relationship with project performance.