Abstract
Under the umbrella of compassionate operations management theory (Sarkis, in Int J Prod Econ 139(2):359–365, 2012) and stakeholder theory, the aim of this article is to propose a comprehensive framework to unlock stakeholders’ voice in socially-oriented projects (for example, social responsibility, community and humanitarian projects). The framework developed in this work aims to assist managers to measure the level of engagement of stakeholders during socially-oriented projects’ execution. It may allow better accountability, transparency and stakeholder satisfaction. For this purpose, the study seeks to explore key concepts and ideas about participatory management in socially-oriented projects, and Freeman’s (Strategic Management: a stakeholder approach. Pitman, Boston, 1984) stakeholder theory, in addition to essential principles of the AA1000 framework. It is therefore a piece of conceptual research based on the proposal of a framework. This framework could in the near future be applied to organizations that need to expand their level of awareness of stakeholders’ satisfaction during the execution of organizational social responsibility and humanitarian project management they finance. It makes possible to understand the level of involvement of stakeholders. It is expected that the contributions made will be useful for researchers to propose new studies to improve the indicators presented here, as well as allow future studies to apply these indicators in social projects and in humanitarian initiatives.
Highlights
Under the umbrella of searching for more compassionate operations management (Sarkis 2012), socially-oriented projects, including projects for community development, organizational social responsibility, and humanitarian initiatives, have been growing exponentially
One challenge encountered during socially oriented projects is that the current frameworks for their analysis are in many cases the same as those available for management and evaluation of commercial projects, which can hamper a more comprehensive reading of the impact assessment of such projects (Sulbrandt 1994; Weiss 1998; Rodrigues 2010)
Social and humanitarian project management frameworks use, in their elementary structure, theoretical foundations and concepts initially provided for managing commercial and for profit projects, which would be inappropriate since according to Rodrigues (2010) socially-oriented projects have a management structure which can be considered different from commercial projects
Summary
Under the umbrella of searching for more compassionate operations management (Sarkis 2012), socially-oriented projects, including projects for community development, organizational social responsibility, and humanitarian initiatives, have been growing exponentially. One challenge encountered during socially oriented projects (organizational social responsibility projects, community projects, and humanitarian projects management) is that the current frameworks for their analysis are in many cases the same as those available for management and evaluation of commercial projects, which can hamper a more comprehensive reading of the impact assessment of such projects (Sulbrandt 1994; Weiss 1998; Rodrigues 2010). Socially-oriented projects are necessary either when managing humanitarian support (Leiras et al 2014), social responsibility initiatives (Carroll 1979) or corporate sustainability (Elkington 2001). They are an intrinsic part of the social dimension of corporate sustainability. Social and humanitarian project management frameworks use, in their elementary structure, theoretical foundations and concepts initially provided for managing commercial and for profit projects, which would be inappropriate since according to Rodrigues (2010) socially-oriented projects have a management structure which can be considered different from commercial projects
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