Categorisation Of Stakeholders Research Articles

Identifying, categorising, and mapping actors involved in resilience in healthcare: a qualitative stakeholder analysis

BackgroundResilience in healthcare is the capacity to adapt to challenges and changes to maintain high-quality care across system levels. While healthcare system stakeholders such as patients, informal carers, healthcare professionals and service managers have all come to be acknowledged as important co-creators of resilient healthcare, our knowledge and understanding of who, how, and in which contexts different stakeholders come to facilitate and support resilience is still lacking. This study addresses gaps in the research by conducting a stakeholder analysis to identify and categorise the stakeholders that are key to facilitating and sustaining resilience in healthcare, and to investigate stakeholder relationships relevant for the enactment of resilient healthcare systems.MethodsThe stakeholder analysis was conducted using a sample of 19 empirical research projects. A narrative summary was written for 14 of the projects, based on publicly available material. In addition, 16 individual interviews were undertaken with researchers from the same sample of 19 projects. The 16 interview transcripts and 14 narratives made up the data material of the study. Application of stakeholder analysis methods was done in three steps: a) identification of stakeholders; b) differentiation and categorisation of stakeholders using an interest/influence grid; and c) investigation and mapping of stakeholder relationships using an actor-linkage matrix.ResultsIdentified stakeholders were Patients, Family Carers, Healthcare Professionals, Ward/Unit Managers, Service or Case Managers, Regulatory Investigators, Policy Makers, and Other Service Providers. All identified stakeholders were categorised as either ‘Subjects’, ‘Players’, or ‘Context Setters’ according to their level of interest in and influence on resilient healthcare. Stakeholder relationships were mapped according to the degree and type of contact between the various groups of stakeholders involved in facilitating resilient healthcare, ranging from ‘Not linked’ to ‘Fully linked’.ConclusionFamily carers and healthcare professionals were found to be the most active groups of stakeholders in the enactment of healthcare system resilience. Patients, managers, and policy makers also contribute to resilience to various degrees. Relationships between stakeholder groups are largely characterised by communication and coordination, in addition to formal collaborations where diverse actors work together to achieve common goals.

Implementation and Evaluation of a Selected CRM Tool for the Stakeholder Relationship Management in an Innovative Project

Abstract The article presents the framework for the implementation process of HubSpot customer relationship management (CRM) software in a selected innovation project conducted by a student-run non-profit organisation, as the basis for the project's stakeholder relationship management. The purpose of the article is to assess the impact of the implemented software on the project's stakeholder relationship management, with a particular focus on communication with internal and external stakeholders. The motivation for introducing the concept of stakeholder relationship management in the studied organisation included the growing number of students involved in the project, increasing financial needs and, consequently, a growing group of stakeholders supporting the innovative project. This led to the need for the project's stakeholder relationship management concept and greater operationalisation of the student organisation's activities. HubSpot CRM software was chosen for its functionality and accessibility for non-profit organisations. This article presents a case study of the Innovative Student Project and the results of a survey of project members to assess internal communication and information flow between project members and key stakeholders after implementation of the CRM system. It was assumed that the evaluation of communication from the perspective of project members would be an appropriate measure of the benefits of the implemented solution as it is difficult to assess other dimensions of stakeholder cooperation at the initial stage. The main perceived benefits were the professionalization of team activities and uniformity of management practices across the project, clear categorisation of stakeholders, improved information flow within the project, and communication with sponsors. It was also shown that student organisations can introduce solutions dedicated to enterprises and implement the concept of stakeholder relationship management to increase the effectiveness of support acquisition and develop innovative projects.

Role-Driven Clustering of Stakeholders: A Study of IoT Security Improvement

This study aims to address the challenges of managing the vast amount of data generated by Internet of Things (IoT) devices by categorizing stakeholders based on their roles in IoT security. As the number of connected devices increases, so do the associated security risks, highlighting the need for skilled stakeholders to mitigate these risks and prevent potential attacks. The study proposes a two-part approach, which involves clustering stakeholders according to their responsibilities and identifying relevant features. The main contribution of this research lies in enhancing decision-making processes within IoT security management. The proposed stakeholder categorization provides valuable insights into the diverse roles and responsibilities of stakeholders in IoT ecosystems, enabling a better understanding of their interrelationships. This categorization facilitates more effective decision making by considering the specific context and responsibilities of each stakeholder group. Additionally, the study introduces the concept of weighted decision making, incorporating factors such as role and importance. This approach enhances the decision-making process, enabling stakeholders to make more informed and context-aware decisions in the realm of IoT security management. The insights gained from this research have far-reaching implications. Not only will they benefit stakeholders involved in IoT security, but they will also assist policymakers and regulators in developing effective strategies to address the evolving challenges of IoT security.

Analisis Stakeholder Dalam Penyusunan RPJMG Gampong Dayah Di Kabupaten Pidie

In order to achieve the development goals of Gampong Dayah, it is necessary to develop the active role of all stakeholders involved in the preparation of the RPJMG as a planning document for the development of Gampong Dayah. Stakeholder classification or categorization is used to understand the interests and influence of each party involved, and how this can support or threaten the performance of a gampong governance. Stakeholder categorization analysis was carried out using an influence and interest matrix. Data was collected using a questionnaire to be distributed to respondents who were determined intentionally (purposive sampling). Based on the mapping in the influence and interest matrix, stakeholders in the process of preparing the RPJM in Gampong Dayah Village in Batee District can be categorized into 1). Key players, namely Keuchik, Sekdes, TPG, Village and District Facilitators. 2) Context Setter, namely DPMG. 3) Subjects are General Chair, Government Chair, Development Chair and Community Elements. And 4) Crowd, namely TA, Head of PKK, Religious Leaders and Bappeda.

Optimization Approach for Long-Term Planning of Charging Infrastructure for Fixed-Route Transportation Systems

As the electrification of the transportation sector advances, fleet operators have to rethink their approach regarding fleet management against the background of limiting factors, such as a reduced range or extended recharging times. Charging infrastructure plays a critical role, and it is worthwhile to consider its planning as an integral part for the long-term operation of an electric vehicle fleet. In the category of fixed route transportation systems, the predictable character of the routes can be exploited when planning charging infrastructure. After a prior categorization of stakeholders and their respective optimization objectives in the sector coupling domain, a cost optimization framework for fixed route transportation systems is presented as the main contribution of this work. We confirm previous literature in that there is no one-fits-all optimization method for this kind of problem. The method is tested on seven scenarios for the public transport operator of Darmstadt, Germany. The core optimization is formulated as a mixed integer linear programming (MILP) problem. All scenarios are terminated by the criterion of a maximum solving time of 48 h and provide feasible solutions with a relative MIP-gap between 7 and 24%.

Supporting Decision-Making when Conserving Contemporary Art: A Model for Identification and Categorization of Stakeholders

ABSTRACT Authenticity in flux and value-led approaches are crucial elements in the conservation of contemporary art. Both depend on stakeholders: those involved in the artwork's historiography, who can promote value attribution and knowledge production towards the works, and those who could be affected by the conservation process. Identifying relevant stakeholders for contemporary art conservation becomes an imperative. This article introduces a model for identifying and categorizing relevant stakeholders for contemporary art conservation and preservation and attempts to support questions such as: Who are the stakeholders involved in the conservation process? What should be their involvement? How do they impact the conservation process? Who should identify them? How could it be done? In the suggested model, identification of relevant stakeholders is led by (1) the conservator as an analyst or an agent of change and (2) by a set of twelve “boundary questions” used to provoke and define situational framings. The categorization of relevant stakeholders is presented according to (1) their nature (human and non-human) and (2) their relevance and impact on/from the conservation and presentation process. Thereby, four groups of stakeholders are identified: human actors actively involved, human actors passively involved, non-human actors actively involved, and non-human actors passively involved.

EMA and FDA psychiatric drug trial guidelines: assessment of guideline development and trial design recommendations.

The European Medicines Agency (EMA) and the US Food and Drug Administration (FDA) produce guidelines for the design of pivotal psychiatric drug trials used in new drug applications. It is unknown who are involved in the guideline development and what specific trial design recommendations they give. Cross-sectional study of EMA Clinical Efficacy and Safety Guidelines and FDA Guidance Documents. Study outcomes: (1) guideline committee members and declared conflicts of interest; (2) guideline development and organisation of commenting phases; (3) categorisation of stakeholders who comment on draft and final guidelines according to conflicts of interest ('industry', 'not-industry but with industry-related conflicts', 'independent', 'unclear'); and (4) trial design recommendations (trial duration, psychiatric comorbidity, 'enriched design', efficacy outcomes, comparator choice). Protocol registration https://doi.org/10.1101/2020.01.22.20018499 (27 January 2020). We included 13 EMA and five FDA guidelines covering 15 psychiatric indications. Eleven months after submission, the EMA had not processed our request regarding committee member disclosures. FDA offices draft the Guidance Documents, but the Agency is not in possession of employee conflicts of interest declarations because FDA employees generally may not hold financial interests (although some employees may hold interests up to $15,000). The EMA and FDA guideline development phases are similar; drafts and final versions are publicly announced and everybody can submit comments. Seventy stakeholders commented on ten guidelines: 38 (54%) 'industry', 18 (26%) 'not-industry but with industry-related conflicts', six (9%) 'independent' and eight (11%) 'unclear'. They submitted 1014 comments: 640 (68%) 'industry', 243 (26%) 'not-industry but with industry-related conflicts', 44 (5%) 'independent' and 20 (2%) 'unclear' (67 could not be assigned to a specific stakeholder). The recommended designs were generally for trials of short duration; with restricted trial populations; allowing previous exposure to the drug; and often recommending rating scale efficacy outcomes. EMA mainly recommended three arm designs (both placebo and active comparators), whereas FDA mainly recommended placebo-controlled designs. There were also other important differences and FDA's recommendations regarding the exclusion of psychiatric comorbidity seemed less restrictive. The EMA and FDA clinical research guidelines for psychiatric pivotal trials recommend designs that tend to have limited generalisability. Independent and non-conflicted stakeholders are underrepresented in the guideline development. It seems warranted with more active involvement of scientists and independent organisations without conflicts of interest in the guideline development process.

Stakeholder perceptions about sustainability governance in the German biogas sector

BackgroundSince the steady growth of the German biogas sector, its sustainability is subject to constant scrutiny, especially economic and environmental sustainability. Public concerns about sustainability of biogas started with the issue of energy crop cultivation in the 2010s. To steer sustainability in the biogas sector, a broad variety of regulations and acts were enacted, mainly via top-down legislation making. But in order to govern sustainability in every step of the value chain, involvement of numerous stakeholders in the biogas sector is necessary. This paper will address the question: What are the perceptions of the relevant stakeholders in the biogas sector regarding various sustainability issues and what are their expectations?MethodsFollowing an instrumental approach, three steps were initially undertaken for the systematic analysis of the stakeholder landscape, namely (1) stakeholder identification, (2) stakeholder categorization, and (3) investigation of stakeholder relationships. In addition, a theoretical mapping was performed to identify those actors, who most likely impact the implementation of biogas value chains, or are strongly affected by this implementation. These were then subject to surveys via questionnaires and semi-structured interviews to gather information on their sustainability governance perception.ResultsResults indicate that key players are farmers and biogas associations due to anchoring in agricultural sector, along with environmental non-governmental organizations (NGOs) and policy makers. Furthermore, the surveyed stakeholders agree on regulating sustainability at national level, while tending toward neutral or even disagreeing for the regulation of sustainability at local and international level. They also agree that certification and standards can be an effective tool for compliant sustainability governance.ConclusionsThis study revealed a clear expectation gap regarding the transfer of the current energy legislation in a bio-economy and how sustainability shall be steered then (mandatory/voluntary and local (national) level/international level). The surveyed stakeholders expect transparent and clear rules from the government to steer sustainability that they currently do not perceive with regard to the expectation gap. In order to integrate the different stakeholders in the bio-economy development instead of confronting them with opaque legislation making, it is important to clearly communicate not only the opportunities but also the requirements that come along with the implementation of a bio-economy.

Finding Pluto: An Analytics-Based Approach to Safety Data Ecosystems.

This review article addresses the role of safety professionals in the diffusion strategies for predictive analytics for safety performance. The article explores the models, definitions, roles, and relationships of safety professionals in knowledge application, access, management, and leadership in safety analytics. The article addresses challenges safety professionals face when integrating safety analytics in organizational settings in four operations areas: application, technology, management, and strategy. A review of existing conventional safety data sources (safety data, internal data, external data, and context data) is briefly summarized as a baseline. For each of these data sources, the article points out how emerging analytic data sources (such as Industry 4.0 and the Internet of Things) broaden and challenge the scope of work and operational roles throughout an organization. In doing so, the article defines four perspectives on the integration of predictive analytics into organizational safety practice: the programmatic perspective, the technological perspective, the sociocultural perspective, and knowledge-organization perspective. The article posits a four-level, organizational knowledge-skills-abilities matrix for analytics integration, indicating key organizational capacities needed for each area. The work shows the benefits of organizational alignment, clear stakeholder categorization, and the ability to predict future safety performance.

GENERAL SATISFACTION ASSESSMENT OF RELATIONSHIP WITH STAKEHOLDERS

Under current management conditions, it is necessary to take into account not only the interests of owners, but also other groups of its stakeholders during elaboration of the enterprises’ development strategies; the list of stakeholders is individual for each economic entity. Under entering into relations with the enterprise, they make certain contributions to its activity and wish to receive from such cooperation the desired incentives, which are expressed in satisfying the identified interests of stakeholders. Satisfaction of their interests occurs mainly by means of the enterprise management of the relations with them. That is why, the introduction into activity of stakeholder management is very topical for today’s practice of the enterprise management, the development and implementation of strategies for meeting their interests is a separate trend of stakeholder management. The research paper presents the results of categorization of stakeholders according to the level of their interests’ satisfaction by the enterprise and the substantiation of appropriate strategies for managing relations with them. The methodical tools for assessment the satisfaction level of economic, social and environmental interests of the enterprise stakeholders, as well as their generalized assessment on the base of the three-component indicator, are proposed. On the base of the developed indicator values scaling it is proposed to distinguish satisfaction levels of the interests, as well as groups and subgroups of stakeholders. The enterprise strategies for managing of satisfaction of their interests are substantiated in accordance with the implemented categorization of stakeholders. The proposed tools were tested on the example of sample of Ukrainian confectionery industry enterprises; the conclusion about the poor state of satisfaction of confectionery industry enterprises owners’ interests was reached on the base of its results and suggestions for improving relations with them were provided.

GROUPS OF STAKEHOLDERS IN ORGANIZATION BASED ON MODERN MANUFACTURING SYSTEMS

Nowadays boundaries of the organization are liquid, what is reflected in crystallizing the new roles, that are played by the customers, suppliers, competitors or society. Today, undoubtedly flexibility, innovation and quick adaptation to change are core competencies. Therefore it becomes important to be able to recognize these forces, which are responsible for these changes. The one way is to conduct analysis and draw conclusions from multidimensional planes of relations occurring between the organization and its business environment. Precise identification of the participants of the business environment allows to discover the factors which stimulate or inhibit the development of modern manufacturing systems. In this paper author presents the definitions and categorization of stakeholders of the organization. In addition to the typical strategic management way of categorization, author presents identification based on the theory of clans.

Stakeholder defined

PurposeThe purpose of this paper is to create a “refined” (with unnecessary elements removed) definition of the term stakeholder, thereby removing confusion surrounding the use of this term from the general and project management arenas.Design/methodology/approachA method of deriving refined definitions for a group of terms by ensuring there are no unnecessary elements causing internal conflict or overlap is adopted and applied to resolve the confusion.FindingsThe refined definitions of stake and stakeholder are in terms of an interest and activity. This avoids all extensions of meaning introduced by defining particular types of stakeholders and/ or their degrees of impact. It also resolves the multiplicity of conflicting meanings possible when silent or assumed qualifiers of a word are ignored, restricting definition to, for example, project stakeholders or stakeholders of a firm. These definitions are carried forward into a mapping of the stakeholder locus of interest on an activity rather than a company base, enabling generic categorisation of stakeholders to be proposed for use in both private and public sectors. A governance difficulty with the term customer also emerged and a resolution to this is proposed.Research limitations/implicationsResolution of the academic contention around the definition of stakeholders will facilitate future research endeavours by removing confusion surrounding the term. It can also provide clarity in governance arrangements in public and private sectors. Verification of the method used through its success in deriving this “refined” definition suggests its suitability for application to other contested terms.Practical implicationsProjects and businesses alike can benefit from removal of confusion around the definition of stakeholder in the academic research they fund and attempt to apply.Social implicationsA refined definition of the stakeholder concept will facilitate building social and physical systems and infrastructure, benefitting organisations, whether public, charitable or private.Originality/valueClarity results in the avoidance of confusion and misunderstanding together with their consequent waste of time, resources and money.

Ocean Observing: Serving Stakeholders in the Pacific Islands

AbstractOperating an ocean observing system in a region as vast and diverse as the Exclusive Economic Zone of the U.S. Pacific Islands poses common and unique challenges that require tailored solutions. In order to address stakeholder needs for ocean data and information in a cost-effective and impactful manner, the Pacific Islands Ocean Observing System (PacIOOS) functions under a framework of stakeholder-driven priority setting. This strategy employs an innovative categorization of stakeholders into four general categories for the purpose of delineating levels of engagement: (a) data super users, (b) industry and natural resource managers, (c) informed public ocean users, and (d) the general public. Stakeholder needs are continuously gathered through many avenues, including staff dedicated to communications and engagement throughout the region and a higher-level governance framework composed of signatory partners. Principles of degree of need and potential for positive impact are utilized for prioritization. Although PacIOOS cannot engage with all stakeholders in the region, the approach taken to identify, engage, and respond to stakeholders serves as an effective and efficient method to ensure that both specific ocean stakeholders and stakeholders, writ large, benefit from the resources and efforts expended to advance ocean observing in the region. Two case studies from separate geographies and components of the PacIOOS program illustrate the value of this stakeholder-driven approach to users in the region. This approach may serve as a model for how to effectively address stakeholder needs and improve decision making through a regional ocean observing system.

Stakeholder analysis in the biomass energy development based on the experts’ opinions: the example of Triglav National Park in Slovenia

Abstract The paper presents a method for identifying and classifying local stakeholders involved in renewable energy development. The method is based on the expert assessment and comprises three main steps: (1) identification of the independent experts considering their expertise and knowledge of the local context; (2) identification of the local stakeholders based on expert assessment; and (3) analytical categorisation of stakeholders taking into account the professional relationship network. Using forest biomass (bioenergy) production as example, the stakeholder analysis is illustrated on the case study of Triglav National Park, which is characterised by a high potential of woody biomass production and a large number of stakeholders involved in land use and management. The first stage of stakeholder analysis identifies the key stakeholders to be involved in bioenergy development, through a survey with local experts. The results highlight eight key stakeholders and several primary and secondary stakeholders that should be involved to ensure socially acceptable decision-making about the renewable energy development in the Triglav National Park.

Identifying functional stakeholder clusters to maximise communication for the ecosystem approach to fisheries management

Interaction with ecological models can improve stakeholder participation in fisheries management. Problems exist in efficiently communicating outputs to stakeholders and an objective method of structuring stakeholder differences is lacking. This paper aims to inform the design of a multi-user communication interface for fisheries management by identifying functional stakeholder groups. Intuitive categorisation of stakeholders, derived from survey responses, is contrasted with an Evidence-Based method derived from analysis of stakeholder literature. Intuitive categorisation relies on interpretation and professional judgement when categorising stakeholders among conventional stakeholder groups. Evidence-Based categorisation quantitatively characterises each stakeholder with a vector of four management objective interest-strength values (Yield, Employment, Profit and Ecosystem Preservation). Survey respondents agreed little in forming intuitive groups and the groups were poorly defined and heterogeneous in interests. In contrast the Evidence-Based clusters were well defined and largely homogeneous, so more useful for identifying functional relations with model outputs. The categorisations lead to two different clusterings of stakeholders and suggest unhelpful stereotyping of stakeholders may occur with the Intuitive categorisation method. Stakeholder clusters based on literature-evidence show a high degree of common interests among clusters and is encouraging for those seeking to maximise dialogue and consensus forming.

English

The objective of this study is to develop an operational model for analysing public policy based on the typology of stakeholders. This typology, which categorised stakeholders into seven types on the basis of three stakeholder attributes (power, legitimacy and urgency), provided a useful conceptual definition and categorisation of stakeholders, but it failed to provide a practical framework for subsequent development of public policy, especially in the context of conflicts between various types of stakeholders. The present study therefore utilised the conceptual typology to develop a practical analytical operational model for the development of public policy in the context of potential stakeholder conflict. The operational model involved two stages and two layers in developing a procedure for analysing stakeholder conflict. A five-level evaluation system was developed to specify the level of intensity of stakeholder conflict. To demonstrate how the proposed model works, the paper presented an empirical case study of the construction of Taiwan’s No. 5 National Highway. Key words: Public policy, public management, stakeholder theory.

Identifying challenges in humanitarian logistics

PurposeThe purpose of this paper is to identify the challenges of humanitarian logisticians with respect to different types of disasters, phases of disaster relief and the type of humanitarian organization. A conceptual model is constructed that serves as a basis to identify these challenges.Design/methodology/approachThe paper is based on a country as a case, namely Ghana. Structured and unstructured data are collected in a workshop with humanitarian logisticians, and complemented with presentations of humanitarian logisticians, as they perceive their challenges. Disaster statistics and country profiles are used as secondary data.FindingsThe paper shows that some disasters defy a categorization between natural and man‐made causes. Challenges of humanitarian logisticians depend not only on the disaster at hand, but also on the local presence of their organization. The most emphasized challenge is the coordination of logistical activities. Challenges can be managed better if attributing them to different stakeholder environments.Research limitations/implicationsApplying stakeholder theory to logistics, this paper provides a greater understanding for the challenges of humanitarian logisticians.Practical implicationsA stakeholder categorization of the challenges of humanitarian logisticians helps to find potential collaboration partners as well as to mitigate these challenges.Originality/valueHumanitarian logistics is a rather new field in logistics literature. What is more, there is a lack of empirical cases in the field. This paper proposes a conceptual model based on an actual empirical case.

Immigration: a potential time bomb under the Integration of Conservation and Development.

Integrated Conservation and Development Projects (ICDPs) aim to stimulate conservation without the previous negative experiences for local people, but pay little attention to their long-term impact such as immigration. The rehabilitation of the Logone floodplain in North Cameroon, the core activity of the Waza-Logone ICDP, has led to a 34% increase of sedentary fishermen and a multiple number of temporary fishermen. Whereas livestock pressure tripled, kob antelopes, a key floodplain species, have not increased, reducing their competitiveness. The virtual disappearance of wildlife in nearby Kalamaloué National Park (NP), due to advanced human encroachment forms, is therefore a bleak perspective for Waza NP. Examples from the Central African Republic (CAR), Galapagos, Nigeria and Zimbabwe also showed that in open-access systems, improvement in living standards (development) may stimulate immigration, jeopardizing the stability necessary in protected areas (conservation). Most ICDPs lack demographic monitoring, masking its possible immigration risk. To counter the immigration risk in Waza, a policy was formulated based on local stakeholder categorization and subsequent privileges, resulting in the voluntarily displacement of a village out of Waza NP. It is further recommended that ICDPs should be involved in regional land-use planning and discourage development activities that stimulate immigration.