Complex Stakeholder Environment Research Articles

Public and private management: Now, is there a difference? A systematic review

What is the difference between public and private management? This contested question has implications for why and how to study public management and for how to manage public organizations. Therefore, we conduct the first systematic review of the empirical literature of perceptual and behavioral differences between public and private managers since Boyne (2002a). We review 41 studies related to five theoretical expectations: Public managers experience a more complex stakeholder environment, stricter accountability demands, more ambiguous goals, less autonomy, and different values than their private sector counterparts do. The findings from the reviewed studies provide evidence of differences related to all five themes. However, as a field, we need a more refined understanding and operationalization of what it means to be a public versus a private organization. Additionally, we argue it is time to move beyond the dichotomous difference/no-difference discussion and focus on substantive, contextual factors and behavioral effects.

On Higher Education’s Complexities and the Potential of Network Governance. A Case Study

ABSTRACT This paper discusses the governance challenges that increasing hybridity poses to higher education institutions (HEIs). It examines the potential of network governance as a public governance approach that allows HEIs to find a good fit to their environment and become accountable to complex stakeholder environments. Central research questions are as follows: (1) Is network governance a suitable model to address organisational complexity and associated competing institutional logics? (2) What characterises the network model for HEIs in such a setting? A Delphi method, semi-structured in-depth interviews and collective meetings with HEI policy makers are combined with a literature review and case studies to distinguish an integrated governance model for teacher trainings with multiple suppliers. Our findings suggest that a network model combines the development of efficient cooperation structures within and between HEIs. As key success factors the study identified a reduction of competitive pressure, financial security, internal and external transparency, organisational autonomy and a clear vision.

Brand Communication of Higher Education Institutions: a Call for Multichannel Communication Analysis in Higher Education Branding Research

Research on branding is an established sub-discipline in the higher education literature. However, studies in this field have somehow produced contradictory results: some studies point at isomorphism, others find differentiation. Our study wants to offer a possible explanation for this paradox, by proposing a more nuanced view on brand communication. Based on a multiple case study of three Flemish universities, our results mainly point at isomorphism in communication channels with a general focus that are addressed towards a broad audience. In specific communication channels, targeted towards specific stakeholders, we identify high levels of differentiation. We discuss these findings against the background of the strategic ambiguity perspective on communication in complex stakeholder environments.

Corrigendum: Good governance and tourism development in protected areas: The case of Phong Nha-Ke Bang National Park, central Vietnam

Protected areas are increasingly expected to serve as a natural income-producing resource via the exploitation of recreational and touristic activities. Whilst tourism is often considered a viable option for generating income which benefits the conservation of a protected area, there are many cases in which insufficient and opaque planning hinder sustainable development, thereby reducing local benefit sharing and, ultimately, nature conservation. This article delineated and examined factors in governance which may underlie tourism development in protected areas. Based on Graham, Amos and Plumptre’s five good governance principles, a specific analysis was made of the Phong Nha-Ke Bang National Park in central Vietnam, which highlighted challenges in the practical implementation of governing principles arising for nature conservation, sustainable tourism development and complex stakeholder environments. Despite the limited opportunity of this study to examine the wider national and international context, the discussion facilitated an overview of the factors necessary to understand governance principles and tourism development. This article could serve as a basis for future research, especially with respect to comparative analyses of different management structures existing in Vietnam and in other contested centrally steered protected area spaces. Conservation implications: This research has shown that tourism and its development, despite a more market-oriented and decentralised policymaking, is a fragmented concept impacted by bureaucratic burden, lack of institutional capacities, top-down processes and little benefit-sharing. There is urgent need for stakeholders – public and private – to reconcile the means of protected areas for the ends (conservation) by clarifying responsibilities as well as structures and processes which determine decision-making.

Stakeholder evolution: a study of stakeholder dynamics in 12 Norwegian projects

PurposeThe purpose of this paper is to explore the concept of stakeholder dynamics and to show how stakeholders demonstrate their dynamic nature in the power/interest matrix. This, in turn, should assist project management and stakeholder management practitioners predict the behavior of different stakeholder groups in their projects, and strategize their stakeholder management approaches accordingly.Design/methodology/approachThe findings in this paper are based on data collected from 12 diverse projects from five different business sectors executed in Norway by means of an online, closed-question questionnaire, which was analyzed using various statistical approaches.FindingsStakeholder dynamics is a contextual phenomenon, which takes different forms and shapes from one stakeholder group to the other, from one industry or business sector to the other, and even from one project to the other within the same industry or business sector. The stakeholder group of user(s) was the most dynamic in Norwegian projects based on their continuous repositioning on the power/interest matrix from one project phase to the other. Environmental activists/organizations were the least dynamic stakeholder group in the full sample of projects.Originality/valueThis paper presents the first more comprehensive empirically based findings about stakeholder dynamics in projects the authors have been able to find. The study gives project management practitioners insights from various industries and business sectors into how stakeholders change position over time. It also shows that the two attributes of power and interest are strongly connected and affect one another, which might make it possible to control and design a safer and less complex stakeholder environment for future projects.

Averting ‘Albo-Geddon’: Challenges to Metro South Health Emergency Response to Invasive Mosquito Detections in a Complex Stakeholder Environment

Introduction:Invasive mosquito species present significant organizational and health risks of covert disease outbreaks (dengue, Zika, or chikungunya) following an incursion into novel geographies. In Australia, detections at international First Points of Entry will trigger a multi-agency response to prevent escape into nearby urban environments that are largely unmonitored. Brisbane’s mosquito surveillance and response systems were challenged in 2017-2018 by the unprecedented frequency of detections in imported oversized tires that stretched the biosecurity response with escape opportunities.Aim:Describe the unique challenges to Metro South Public Health Unit within a complex stakeholder environment represented by federal, state, and municipal agencies.Methods:We present as a case study of an invasive mosquito detection that escalated to a public health incident of statewide significance through an incident management team structure. We focus on describing the significant governance and logistic challenges to the emergency mobilization of Metro South Health staff.Results:Since mid-December 2017 biosecurity have reported 12 detections of invasive mosquito species (Aedes aegypti, Ae. albopictus, Ae. japonicus) in infested tires arriving in Brisbane. Each emergency response was successful due to amendments to operational protocols and policy review. The legacy is a permanent enhancement of local mosquito monitoring, improved response systems, and greater operational preparedness.Discussion:The organizational impact of invasive mosquitoes is likely to be underestimated and under-resourced in jurisdictions beyond their expected distributions. Our experiences demonstrate the value of a clear and shared understanding of interagency emergency frameworks to effectively integrate each response. Resolution of uncertainties around organizational roles and responsibilities, and interpretations of guidelines, implementation strategies for mosquito surveillance, and control in novel contexts will require organizational agility and robust partnerships. Strategic re-focus is recommended to embed robust preventative measures and review of policy to mitigate the risk and impact of emergency responses to future invasive mosquito detections.

Research on corporate social responsibility in the construction context: a critical review and future directions

ABSTRACTResearch on corporate social responsibility (CSR) in the construction context needs to be updated to keep pace with the frontier in the mainstream CSR research because of the low research commitment to CSR and the unsatisfactory social performance of the industry. This paper traces the evolution of the CSR research in general management field through analysing 231 sources in the literature (203 journal articles and 28 conference papers). The review concentrates on two main areas: the transitions of research perspectives and focuses. The results suggest that CSR research moves towards the relational perspective to focus on communication, coordination and collaboration among stakeholders. Considering the complex stakeholder environment in the construction industry, a research agenda integrating stakeholder management and power theory is proposed as guidance for future CSR research in the construction context.

Managing a Corporate Brand in a Challenging Stakeholder Environment: Charity Branding

The modern charity is increasingly forced to contend with a limited pool of resources to carry out its core social mission. Decline in government support (Hibbert and Horne 1995) and direct donations (Williamson 2003), as well as the growing number of charities (Liao, Foreman, and Sargeant 2001), has seen the charity industry become increasingly competitive. This has led to a redefinition of what it means to be a charity in terms of the internal structure of the organization and the resultant complexity of the stakeholder environment. To better appreciate the fundamental tensions inherent in modern religious charity organizations and how these challenges affect their corporate branding strategies, the institutional logics framework is used to interpret the underlying pressures. The impact of these pressures is a complex stakeholder environment where the expectations of two somewhat disparate groups—those who need care and provide care, and those who provide the resources to enable that care to continue—must be contemplated. The implications of this institutional pluralism (Kraatz and Block 2008) and consequent complex stakeholder environment for the management of corporate branding of charities are exemplified using the case of a religious charity that changed its corporate brand name.

Good governance and tourism development in protected areas: The case of Phong Nha-Ke Bang National Park, central Vietnam

Protected areas are increasingly expected to serve as a natural income-producing resource via the exploitation of recreational and touristic activities. Whilst tourism is often considered a viable option for generating income which benefits the conservation of a protected area, there are many cases in which insufficient and opaque planning hinder sustainable development, thereby reducing local benefit sharing and, ultimately, nature conservation. This article delineated and examined factors in governance which may underlie tourism development in protected areas. Based on Graham, Amos and Plumptre’s five good governance principles, a specific analysis was made of the Phong Nha-Ke Bang National Park in central Vietnam, which highlighted challenges in the practical implementation of governing principles arising for nature conservation, sustainable tourism development and complex stakeholder environments. Despite the limited opportunity of this study to examine the wider national and international context, the discussion facilitated an overview of the factors necessary to understand governance principles and tourism development. This article could serve as a basis for future research, especially with respect to comparative analyses of different management structures existing in Vietnam and in other contested centrally steered protected area spaces. Conservation implications: This research has shown that tourism and its development, despite a more market-oriented and decentralised policymaking, is a fragmented concept impacted by bureaucratic burden, lack of institutional capacities, top-down processes and little benefit-sharing. There is urgent need for stakeholders – public and private – to reconcile the means of protected areas for the ends (conservation) by clarifying responsibilities as well as structures and processes which determine decision-making.

Organizational Implications of Managing Corporate Legitimacy in Complex Environments – A Longitudinal Case Study of Puma

Corporations are operating in complex business environments. The globalization of markets has transformed the division of labor between governments and corporations and today, corporations are expected to take over a political role in global governance processes and provide public goods such as standards for safe work places or environmental protection. Corporations that assume economic and political responsibilities are, however, confronted with heterogeneous, often contradictory, demands of a highly diverse range of stakeholders. Managing these demands poses new organizational challenges for the corporation. In this paper, we explore how corporations respond to complex stakeholder environments and we analyze the legitimacy strategies that corporations employ to maintain their license to operate. In particular, we study the organizational prerequisites for managing legitimacy and how they are changing over time. We draw on the literature on institutional theory and organizational paradoxes and conduct an empirical case study at the sportswear manufacturer PUMA. The results of our qualitative longitudinal study show that managing corporate legitimacy is a dynamic concept and corporations learn over time to adequately adapt organizational capacities, structures and procedures. Based on the findings of our explorative case study, we conclude our article by formulating testable hypothesis.

Nine principles for establishing a risk-intelligent major capital project

The reality of major capital projects With almost $1 trillion of investor capital being committed to major capital projects across Australia, the competition to secure adequate skills, machinery, materials, operating licenses, contractor support, and associated infrastructure has increased significantly, putting pressure on supply and yielding unique delivery risks. Furthermore, the sheer magnitude and complexity of these projects, combined with market conditions and the high value of the Australian dollar, has increased risk profiles to the point where such projects may threaten the financial security of owners and investors. The reality is that major capital projects can significantly enhance or erode shareholder value, depending on how well they are executed. Considering their high-impact nature, levels of governance, risk management, and assurance need to be strengthened. Risk intelligence in major capital projects As part of Deloitte's ongoing relationship with some of the most prominent major capital project entities in Australia, the authors have assessed a number of mega projects to determine what commonalities exist in light of risk management better practice. The authors have consolidated their observations into their latest contribution to Australian industry: Nine Principles to Establishing a Risk Intelligent, Major Capital Project. This extended abstract outlines what the authors believe the top Australian major capital projects are doing to control risk, while pursuing their delivery objectives. How are project officers securing clear accountability in complex stakeholder environments? How are they keeping owners and investors assured? How are they de-mystifying emerging risk scenarios?

Strategic Decisions in Complex Stakeholder Environments: A Theory of Generalized Exchange

:The authors develop a methodology to compare the firm's knowledge of its networked environment with the priority of its needs. This enables managers to make explicit decisions about the firm's needs, and the feasibility of satisfying them with the firm's production function. A scalable mathematical model of indirect transactions has been built on a foundation of a theory of generalized exchange. Using a multinational resource extraction project as an example, we show how this methodology can be used to prioritize the outputs of the firm, relative to its needs and its strategic environment. This work enables managers to perform an analysis of the firm's stakeholders to determine the relative priority of stakeholder needs, according to the stakeholder's importance to the firm, prior to the translation of needs into requirements.

Collaborative Planning in Complex Stakeholder Environments: An Evaluation of a Two-Tiered Collaborative Planning Model

An innovative model of collaborative planning that delegates responsibility for plan preparation to a two-tier stakeholder process to accommodate the special position of aboriginal groups is evaluated based on a participant survey using 25 evaluative criteria. The two-tier collaborative model was comprised of one negotiating table involving all stakeholders and First Nations that sent recommendations to a second negotiating table comprised of only First Nations and government. The two-tier model was used to develop a plan for the internationally significant Great Bear Rainforest in British Columbia, Canada. The two-tier process reached a consensus agreement resulting in significant changes to land use and regional governance structures in the study area. Overall, the results show that a two-tier model can help collaborative planning be successful in complex stakeholder environments involving significant differences in values, culture, and legal entitlement.

Project autonomy in complex service development networks

PurposeEarlier research has investigated project autonomy only in the context of one parent organization, and not sufficiently in complex stakeholder environments. This paper aims to examine project autonomy and its formation in a complex stakeholder environment. The purpose is to increase understanding on project autonomy, its formation, enablers, and barriers in a complex stakeholder environment, particularly in service development networks.Design/methodology/approachAn embedded case study strategy of 11 service development projects are employed within the same non‐profit parent organization, each with their unique, complex stakeholder networks. Data were collected through interviews with key informants both in the projects and their parent organization and content analyzed.FindingsThe results reveal that project autonomy appears in constant interplay with the surrounding stakeholder environment. Four types of context‐dependent autonomy are characterized in the projects: isolated, privileged, networked, and embedded. How the parent organization enables and constrains autonomy is also reported by moderating the level of attention given to projects more or less deliberately.Research limitations/implicationsThe alleged connection between project autonomy and success needs to be questioned in complex stakeholder environments. Further research is suggested on the dynamics of project autonomy throughout the project lifecycle, and the effects of contingency factors such as project type. As the embedded single‐case strategy has its limitations for generalizability, further research should test and verify the findings in other contexts.Practical implicationsProject manager and owner capabilities should be aligned with the type and degree of project autonomy.Originality/valueThe results contribute to the literature on project autonomy by drawing attention to the complexity of a project's stakeholder environment and by lending empirical support to recent conceptual research on context‐bound project strategies.

Assessing Infrastructure Project Innovation Potential as a Function of Procurement Mode

The delivery of infrastructure projects as long-term capital investments is impacted in most cases by critical issues of budget constraints, program delays, quality and safety concerns, and an increasingly complex stakeholder environment. Innovation, as it relates to the physical, process, organizational/contractual, and financial/revenue dimensions of a project, has a central role to play in not only contributing to the requirements set for a wide variety of project performance metrics but also improving upon them. Proposed in this paper is a theory in the form of a set of factors (drivers/inhibitors to innovation) and related state values that influence the potential for the identification and adoption of innovations that improve project efficiency or offer increased value. This theory is embedded in a supporting assessment framework to assist with selecting and structuring a project’s procurement mode to enhance the innovation potential of a project from the perspective of a government agency tasked wi...

Project strategy: strategy types and their contents in innovation projects

Purpose – Previous literature on project strategy has adopted the narrow view that a project is to be conducted under the governance of a single strong sponsor or parent organization. The purpose of this study is to provide a critical analysis on prior project management (PM) literature addressing different context‐specific strategies of single projects.Design/methodology/approach – Literature analysis.Findings – There are two important determinants in the project's context that affect the strategy of a single project: a project's autonomy in its environment and the complexity of project's stakeholder environment. Based on these two determinants, we characterize four types of alternative positions that projects can have in their context: parent's subordinate and autonomous projects that occur in a stakeholder environment that is not complex, and projects with weak and autonomous positions in a complex stakeholder environment. The developed project strategy framework is applied in the context of innovation...