stakeholder integration
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2021 ◽  
Vol 885 (1) ◽  
pp. 012019
Author(s):  
A V Nikolaev ◽  
V G Belomestnov ◽  
I V Belomestnov ◽  
K P Khardaev ◽  
N Yu Sandakova

Abstract In this paper, we investigated the joint efforts of Russian and foreign stakeholders to develop the regions of the Russian Far East. The competitive advantages of Russia’s border regions have been identified. Ways of enhancing competitive advantages are considered. The shortcomings of state support for regional development due to insufficient inter-sectoral and inter-regional coordination are noted. This study proposes an ecosystem approach as a mechanism to address this shortcoming. A polycentric ecosystem is a mechanism for equitable stakeholder integration. The hypothesis of this study is that economic and non-economic stakeholder interests, that are involved in launching and implementing projects as part of a development strategy underpin economic space development. We have considered how the barrier and contact functions of borders affect regional development. It has been shown that the methodology for studying stakeholder engagement in the region’s ecosystem is based on a quantitative-qualitative approach and identifies the benefits and challenges of both regions and projects. It reveals favourable and unfavourable factors influencing the integration of stakeholders in ecosystems. The prerequisites for stakeholder integration into a unified ecosystem are identified, and the main directions of integrated transport policy of the regions are considered.


Water ◽  
2021 ◽  
Vol 13 (17) ◽  
pp. 2422 ◽  
Author(s):  
Charles Axelsson ◽  
Silvio Giove ◽  
Stefano Soriani

Cities are facing increasing pressures to enact adaptation measures due to climate change. While blue-green infrastructure has emerged as a focal adaptation technique for stormwater management, in order to craft adaptation policies cities must consider a multitude of emerging, complex, and competing stakeholder interests around multiple adaptation alternatives. However, accounting for these different interests, analyzing their diverse priorities, and maintaining a transparent decision-making process is not easily achieved within the existing policy frameworks. Here we define and present a combined multi-criteria decision analysis (MCDA) of the analytic hierarchy process (AHP) and the technique for order of preference by similarity to ideal solution (TOPSIS) methods that easily integrates and quantifies stakeholder priorities while remaining accessible for non-experts engaged in the policy-making process. We demonstrate the method’s effectiveness through analyzing opinions about stormwater adaptation in New York City across several stakeholder groups. The method succeeds in integrating quantitative and qualitative judgements, indicating stakeholder preferential differences and allowing for more inclusive policy to be crafted. It can be extended beyond stormwater to many urban climate adaptation decisions facing multi-criteria considerations.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guido Grunwald ◽  
Jürgen Schwill ◽  
Anne-Marie Sassenberg

PurposeThis paper aims to analyze the requirements for stakeholder integration in sustainability project partnerships in times of sustainability crisis. Referring to the COVID-19 pandemic as a sustainability crisis that has sensitized consumers and other stakeholders to corporate responsibility for social and sustainability issues, a conceptual framework for stakeholder integration is developed from which implications for designing the potential, process and result quality are derived.Design/methodology/approachIn this conceptual paper, design options for stakeholder integration are derived from open innovation and service management research. Specific crisis-related determinants of stakeholder integration are derived from current corporate social responsibility (CSR) and crisis research taking into account the opportunities and challenges of the COVID-19 pandemic. Design options and crisis-related determinants are then combined to a conceptual framework for stakeholder integration in sustainability project partnerships in times of crisis. Based on this framework, research propositions are derived that provide insights into the design of the potential, process and result quality of stakeholder integration.FindingsThis paper shows that the COVID-19 pandemic can be viewed as a sustainability crisis, which places special entrepreneurial demands on stakeholder integration in sustainability project partnerships. The pandemic offers potential for integrating a large number of stakeholders and has emphasized the need for integrating a broad range of stakeholders. Higher skepticism of stakeholders toward companies' CSR engagement in the pandemic has raised stakeholder demands for early integration. Higher skepticism and CSR involvement have rendered active forms of integration even more relevant, which, however, should still be adapted to the respective stakeholder prerequisites. The pandemic has increased the need for constant and comprehensive exchange of data on project results between stakeholders and the project leading organization. Measurement of target achievement can be promoted by establishing stakeholder commitment with regard to the target measures on the collective and relationship levels of the partnership. Finally, the pandemic has reinforced the need for more dialogical forms of communicating sustainability project results.Originality/valueSolving problems and exploiting opportunities in times of crisis require a high degree of entrepreneurship and creative leadership in order to gain new ideas and overcome resource deficits. Sustainability project partnerships in which various stakeholders contribute resources and knowledge to collaborate on idea development and finding solutions to sustainability issues are suitable for this. However, previous approaches to stakeholder integration in open innovation and service management research largely neglect the crisis context and only a few are related to sustainability. In CSR and crisis research, stakeholder-related approaches to coping with crises tend to be underrepresented, and the comprehensive concept of stakeholder integration has so far hardly been considered as an approach to crisis management. By taking into account the COVID-19 pandemic as a sustainability crisis, this paper provides new impulses for the integration of stakeholders in sustainability project partnerships in times of crisis. Recommendations for the design of the potential, process and result quality are derived, which provide insights for project leaders and stakeholders alike. In addition, implications for public policymakers are derived, who are assigned an increasingly active role in the pandemic and who can contribute to the success of sustainability project partnerships by setting suitable framework conditions. The developed concept can be expanded to include further company-related determinants and offers a starting point for empirical analysis in the still underexplored research fields of sustainability-oriented relationship marketing and sustainability crises.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zeina Malaeb ◽  
Farook R. Hamzeh

Purpose In a public-private partnership (PPP), the private sector is represented by a company termed the special purpose vehicle (SPV), which combines different stakeholders including designers, contractors and service providers under one umbrella. Correct SPV team selection is critical to ensure PPP success as the SPV must act as an integrated entity. In fact, unless the SPV takes an active role in developing trust and promoting integration principles, segmentation of interests, highly adversarial atmospheres, loss of value and economic inefficiency will prevail. Absence of awareness of such principles among stakeholders and the scarcity of literature investigating SPV stakeholder integration create great risks that jeopardize project success. Accordingly, to mitigate the aforementioned risks and provide stakeholders with both the knowledge and the tools to instigate and maintain integration, this paper aims to develop and test a framework to measure SPV stakeholder integration, inspired by the correlation between integrated project delivery (IPD) and SPV operations. Design/methodology/approach Following a design science research approach, a structured review is conducted to develop the SPV integration metrics and framework. The framework is then validated through face validation by a panel of industry and academic experts to assess its applicability in measuring SPV integration. Finally, the framework is tested on a well-recognized international PPP project to measure the SPV integration level, and the outcomes are discussed and analyzed. Findings The framework was able to assess the integration level of the studied SPV highlighting several areas of low-integration settings and providing guidance for achieving better integration. Originality/value This research is the first that develops a model to investigate the SPV’s integration level, from a holistic IPD perspective, to enable successful relationship management and enhance collaboration success. This study inspires practical recommendations for PPP practitioners to reduce the risks of segregated SPVs and their contribution to PPP failure.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elisabeth Albertini

PurposeEnvironmental capabilities, allowing companies to carry out their productive activities in ways that limit damage to natural environment, are at the heart of the fourth stage of research in intellectual capital. Accordingly, the purpose of this research is to explore firm's current environmental capabilities, disclosed by managers through corporate messages, that participate to the development of sustainable intellectual capital (SIC).Design/methodology/approachWith this in mind, we first conducted a lexical content analysis followed by a thematic content analysis of 241 letters to shareholders from the CEOs of major European companies published in 2016.FindingsThe lexical content analysis reveals that managers of major European companies have developed green alliances to address the energy transition challenge by modifying their manufacturing processes. The thematic content analysis of the CEOs discourse highlights that managerial competencies, continuous innovation and stakeholder integration are key environmental capabilities that matter to CEOs.Research limitations/implicationsThis study contributes to the fourth stage of research on IC highlighting the environmental capabilities and resources that are disclosed by companies in their corporate communication. Our results enhance the understanding on how environmental capabilities and resources enhance the human, organizational, technological and relational sustainable intellectual capital.Practical implicationsThis research highlights the importance of green alliances that allow companies to address the challenge of the ecological transition. In this context, the continuous innovation capability seems to be a fruitful way of gaining competitive advantage in this challenge.Originality/valueThis paper provides a detailed description of the environmental capabilities that participate to the development of the human, technological and relational SIC.


2021 ◽  
Vol 13 (4) ◽  
pp. 1703
Author(s):  
Jakub Galuszka ◽  
Emilie Martin ◽  
Alphonse Nkurunziza ◽  
Judith Achieng’ Oginga ◽  
Jacqueline Senyagwa ◽  
...  

Electric mobility is beginning to enter East African cities. This paper aims to investigate what policy-level solutions and stakeholder constellations are established in the context of electric mobility (e-mobility) in Dar es Salaam, Kigali, Kisumu and Nairobi and in which ways they attempt to tackle the implementation of electric mobility solutions. The study employs two key methods including content analysis of policy and programmatic documents and interviews based on a purposive sampling approach with stakeholders involved in mobility transitions. The study findings point out that in spite of the growing number of policies (specifically in Rwanda and Kenya) and on-the-ground developments, a set of financial and technical barriers persists. These include high upfront investment costs in vehicles and infrastructure, as well as perceived lack of competitiveness with fossil fuel vehicles that constrain the uptake of e-mobility initiatives. The study further indicates that transport operators and their representative associations are less recognized as major players in the transition, far behind new e-mobility players (start-ups) and public authorities. This study concludes by identifying current gaps that need to be tackled by policymakers and stakeholders in order to implement inclusive electric mobility in East African cities, considering modalities that include transport providers and address their financial constraints.


Author(s):  
Daniel Zacher ◽  
Harald Pechlaner

Against the background of its conceptual vagueness, practicing resilience is a complex task and a particular challenge for management. Resilience initiatives on the local and regional levels pursue participation by using different methods of stakeholder integration. In this contribution, the private sector is presented as a particularly difficult stakeholder group to attract for cooperative resilience building. Due to limited resources, corporate development and responsibility often remain in the spheres of an operational context. Thus, involvement in regional resilience building is often seen as desirable, but not an integral part of strategic corporate management. This contribution gives recommendations on how coordinated resilience initiatives should act in order to achieve the systematic participation of the private sector. If resilience practice defines measurable outcomes for entrepreneurship and positive experiences are made in the regional network, a sustainable participation of firms in the resilience development should be manifested.


2021 ◽  
Author(s):  
Diana Ominde ◽  
Professor Edward Ochieng ◽  
Dr Vincent Owenga

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