Definition Of Stakeholders Research Articles

Enable Effective Digital Engineering Information Exchange using Digital Viewpoint Model (DVM) Framework

AbstractThe objective of the Digital Viewpoint Model (DVM) framework is to characterize the content and relationships involved in the exchange of digital artifacts and its curation for stakeholder use and consumption. The DVM Framework structures the characterizations in four inter‐related ontological concepts — Stakeholder, Digital View, Digital Artifact and Process. The Stakeholder concept focuses on the definition of stakeholder needs in terms of perspectives. The Digital View concept focuses on the construction of views that relate inter‐disciplinary data that conforms to stakeholder needs and constraints. The Digital Artifact concept focuses on ensuring the quality and trustworthiness of data being used to construct the digital views. The Process concepts provide a construct to define necessary work activities to extract data to use. Applications of the DVM Framework are described in form of use cases to demonstrate its utility in facilitating effective digital engineering information exchange.

Categorization, Identification, and Management of Stakeholders in University Hospital of China Based on Public Value Theory

Public hospitals, particularly university hospitals, as the primary suppliers of high-quality healthcare services in China, play an indispensable role in encouraging the development of a healthy China. In the new historical period, university hospitals are faced with the challenge of the continuous development and change of the external environment, as well as the internal structure. The primary cause for this is a lack of understanding of the connotation and definition of hospital stakeholders, as well as neglecting stakeholder requests and failing to build and form a strategic awareness of improving stakeholder management in university hospital. This paper focuses on the stakeholders of university hospitals in China, investigates the classification and identification of stakeholders, five university hospitals designated as "Grade A tertiary hospitals" was carried out. Semi-Interviews were conducted with 33 participants including experts, university hospital leadership level, and basic level. The study revealed that there are ten (10) stakeholders influencing the development of university hospitals in China and discussed the importance of stakeholders for hospital management and operation in the current medical environment and doctor-patient relationship in China. The study revealed that certain stakeholders drive university hospitals to shift their development strategies. The classification and identification of stakeholders in the pattern of interactions is critical for understanding the complexity and dynamics inherent in stakeholder relationship management. A systemic vision is required to address the university hospital issue's complexity from a broader perspective, engage the system's numerous stakeholders, and allow long-term decision-making.

Model‐based analysis and specification of functional requirements and tests for complex automotive systems

AbstractThe specification of requirements and tests are crucial activities in automotive development projects. However, due to the increasing complexity of automotive systems, practitioners fail to specify requirements and tests for distributed and evolving systems with complex interactions when following traditional development processes. To address this research gap, we propose a technique that starts with the early identification of validation concerns from a stakeholder perspective, which we use to systematically design tests that drive a scenario‐based modeling and analysis of system requirements. To ensure complete and consistent requirements and test specifications in a form that is required in automotive development projects, we develop a Model‐Based Systems Engineering (MBSE) methodology. This methodology supports system architects and test designers in the collaborative application of our technique and in maintaining a central system model, in order to automatically derive the required specifications. We evaluate our methodology by applying it at KOSTAL (Tier1 supplier) and within student projects as part of the masters program Embedded Systems Engineering. Our study corroborates that our methodology is applicable and improves existing requirements and test specification processes by supporting the integrated and stakeholder‐focused modeling of product and validation systems, where the early definition of stakeholder and validation concerns fosters a problem‐oriented, iterative and test‐driven requirements modeling.

Stakeholder definition of ecosystem services: An analytical framework based on a practical theoretical perspective

Stakeholder definition of ecosystem services: An analytical framework based on a practical theoretical perspective

Adapting iSupport program around the world: a cross‐cultural study

AbstractBackgroundiSupport is an online evidence‐based intervention developed by the World Health Organization (WHO) to provide training and support to informal caregivers of people with dementia. WHO provides general guidelines to support countries adapting the intervention to local contexts and needs. iSupport is being adapted by a variety of teams in over 30 countries composing an international network. Cultural adaptation of evidence‐based interventions has the potential to increase their effectiveness, usability, and scalability (Theobald et al., 2018). This cross‐cultural investigation aims to collect and synthesize methodologies used for the cultural adaptation of iSupport worldwide.MethodWe designed and conducted this qualitative study under the auspices and in collaboration with the WHO’s brain health unit who led communication with iSupport network members. Between August‐September 2022, we carried out online semi‐structured interviews with local study coordinators and implementers. We explored definitions of cultural adaptation, methods used, stakeholders’ and caregivers’ involvement, and measures used to ensure and monitor external validity. Interviews lasted on average one hour, and we conducted thematic analysis of verbatim transcripts.ResultWe interviewed 25 participants from 11 countries, including Wales, Australia, and Spain where we conducted multiple interviews as they run multiple adaptation processes. We found that the length of the process was variable, caregivers’ associations were always involved, and the implementers were mainly research and/or governmental institutions. The adaptation process included focus groups as data collection method and a constant exchange with WHO. Active listening and flexibility were essential to the adaptation process, while team multidisciplinary was a plus. Common challenges included difficulties in recruiting caregivers, limited time and economic resources for the project, and cultural diversity within the same country. Lessons learnt included the importance of involving caregivers and actively listening to them, multiple stakeholders’ involvement, the complexity and richness of multifaceted national cultures, the importance to adapt different program formats, and the need to further harmonize adaptation and monitoring procedures.ConclusionOur results provide support to the promotion of knowledge exchange among and beyond the iSupport international network, which facilitates the harmonization of iSupport implementation procedures and informs best design and implementation practices.

How is Flash Drought Understood?—Experts’ Definitions and Decision-Makers’ Perceptions

Abstract Because flash drought is a relatively new phenomenon in drought research, defining the concept is critical for scientists and decision-makers. Having detrimental impacts on many sectors, it is important to have a consistent definition and understanding of flash drought, between experts and stakeholders, to provide early warning to the community. This study focuses on onset and progression of conditions and demonstrates the difference in flash drought identification for 15 events across six quantitative definitions of flash drought that use the U.S. Drought Monitor (USDM). Five flash drought events have been studied in the literature while 10 additional events have been perceived as flash drought by stakeholders. The results show that two of six definitions consistently capture the earliest onset of flash drought and include a large percent area in the identification. A qualitative analysis of management challenges and needs determined by stakeholders was completed using survey data. The results found that managing impacts and better communication and education were the top challenges and more data and enhanced and efficient communication as the top needs to better monitor, manage, and respond to flash droughts. The results demonstrate the need for assessing the characteristics of the definitions to enhance communication and monitoring strategies for large and small-scale flash droughts. Significance Statement The purpose of this study is to better understand how different numerical flash drought definitions characterize multiple flash drought events and how these definitions are useful in addressing the needs and challenges of stakeholders. This is important because definitions may capture different areas in flash droughts, which can impact how end users identify a flash drought. Further, this study uses events identified by the literature and by people familiar with drought monitoring. From these findings, definitions that capture flash drought earliest would help address the challenge of rapid onset and the need of quicker data. Further, definitions by sector would be beneficial to address the scale of impacts. This study identifies the importance of definitions for early warning systems.

ANALYSIS OF THE PLACE AND ROLE OF STAKEHOLDERS IN THE PROCESS OF COMMERCIALIZATION OF INNOVATION

The article is devoted to topical issues of stakeholder definition for innovation commercialization as a process of introducing new services or products to the market. The authors derived a report based on the information received that commercialization is the engine of the economic system and the process of transforming innovative developments or products of innovative activity into monetary resources beneficial for the developer, investors, and any stakeholders. The research analyzed and formed the scheme of interaction between the firm, primary, and secondary stakeholders. The authors proposed developing a commercialization plan with stakeholder engagement. The key challenges to the stakeholder analysis are given, on the basis of which the analysis of strengths and weaknesses of innovative development of Ukraine is realized. Increasing stakeholder involvement is presented as a result. The conducted analysis is the basis for the definition of stakeholders, in particular, and how they will contribute to the achievement of expectations of business and the formation of a complex system of stakeholder management in individual territories.

The AGILE 4.0 Project: MBSE to Support Cyber‐Physical Collaborative Aircraft Development

AbstractThis paper presents the main output of the EU‐funded H2020 AGILE 4.0 project: the AGILE 4.0 MBSE‐MDAO Development Framework. The framework aims at connecting upstream Model‐Based Systems Engineering (MBSE) activities to downstream Multidisciplinary Design Analysis and Optimization (MDAO) activities, applied to the development of complex aeronautical systems. Upstream activities include the definition of stakeholders, needs, semantic requirements, and modeling the system architecture design space. Downstream activities include defining, implementing, and executing cross‐organizational and collaborative MDAO workflows to support system synthesis. The development framework is implemented in an Operational Collaborative Environment (OCE), a web‐based platform for project data and modeling tool access. A business jet family design application case demonstrates the use of the development framework and OCE.

RPBEE: Performance-based earthquake engineering on a regional scale

Over the last two decades, the performance-based earthquake engineering (PBEE) framework developed by the Pacific Earthquake Engineering Research (PEER) Center has gained the attention of researchers and practitioners worldwide. This framework was originally focused on quantifying the seismic risk of individual structures. However, with the advent of the “seismic resilience” concept, broader definitions of stakeholders and performance metrics on a regional scale are desirable. In this context, we present a formalized extension of the PEER PBEE framework for its use in groups of structures spatially distributed over a region, herein referred to as RPBEE framework. As an example, we use the RPBEE framework for computing the total number of damaged structures, the expected total economic loss, and the probability distribution of total economic losses within a region. We highlight differences with the original PEER framework and challenges arising from the implementation of the new RPBEE framework for future research and adoption, along with potential ways to overcome them.

A World Full of Creativity

Republic of Imagination. That is what Iranian-American writer Azar Nafisi calls the land of belonging for those that don’t belong anywhere but belong everywhere. As she puts it, it is a place that is intensely personal but shared globally.The Republic of Imagination. Sublime.Sublime because nothing drives the need to belong and connect like not belonging and not connecting. Sublime because The Republic of Imagination belongs to all sof us. Sublime because I am a resident of that republic. Today, we are announcing a three-year partnership with Tsinghua University and Zhuangshi Journal of Art and Design. During this time, we will publish three special, bilingual issues of Leonardo examining key and emerging concepts in design and technology. Anchored around a global call for papers, we invite and seek to include diverse views on issues impacting our planet and species.While we have been in conversations for years, the fact that our journey is beginning at a time of tension reminiscent of decades ago, is ironic. This partnership is a reflection of our history, our legacy, and our mission. Leonardo journal’s founder, Frank Malina, envisioned international cooperation on earth and believed in open information exchange. This partnership is the natural result of the friendship between Malina and Tsien Hsue-Shen that began in the 1940s and the collaboration with Shao Dazen, co-editor of the journal in the 1970s. Frank Malina looked beyond walls and past curtains to build connections between people and build trust. This partnership is very Leonardo.Today, what I think of is the global community connected through our imagination and buoyed by our creativity. What I find ironic is that while some recognize and expand the definition of stakeholders of our future to multispecies participants, others focus on redrawing lines on paper that limit our ability to fully harness our collective power to address critical planetary issues.We want to amplify the magic that occurs when hybrid creatives cross boundaries, color outside the lines, and unleash their imagination. We will learn together, learn from each other and create a platform for exchanging ideas on crucial topics.We will collaborate, we will critique, and we will imagine together.Join our boundaryless world of creativity.

이해관계자 이론의 비판적 검토

Although there exists a significant body of research that criticizes stakeholder theory overseas, it has not been actively discussed in Korea. Five major problems of stakeholder theory are identifed through extensive literature review. First, Freeman’s definition of stakeholder, which is still widely used, is simply too ambiguous. Stakeholder theorists not only include competitors, government and media as stakeholders, but they also include animals and terrorists as stakeholders. Second, imposing multiple fiduciary duties to stakeholders is unethical by itself and may result in manager’s moral hazard. Third, since the interests of stakeholders are well protected by contract law and regulation, additional protection may be redundant. Fourth, stakeholder theorists have been insisting on stakeholder participation on the board (especially labor). But evidence from Germany suggests that it is not working well. Fifth, so-called ‘stakeholder management’ is even more ambiguous and simply re-state existing managerial principles. In addition, three misunderstandings about shareholder primacy model are discussed. First, the purpose of shareholder primacy model is to protect shareholders because shareholders, who are residual claimants, are the most vulnerable stakeholder among all other stakeholders. Second, the current shareholder primacy model does not assume that shareholders ‘own’ the corporation. Third, it was the managers who harmed the company and shareholders in financial scandals such as Enron and Worldcom, not the other way around. Finally, it is suggested that long-term shareholder view can also protect stakeholders’ interests as much as stakeholder theory promises.

MAPTkit: An environmental management decision‐tool for inclusive, equitable and representative stakeholder attribute mapping

Abstract Inclusive, comprehensive Stakeholder Identification and Mapping processes are vital for successful environmental management. This is relevant as multi‐disciplinary collaboration becomes increasingly popular, and the diversity of people influenced by, or involved in, the management of most projects is greater than ever before. Understanding how relevant parties are analysed in environmental management programmes is required to enable robust and considered methodologies as well as successful, just and equitable outcomes. The aim of this study was to improve the attribute mapping process, increasing transparency and ensuring representation is both comprehensive and equitable. A rapid scoping review of Scopus and Web of Science was undertaken to collate and analyse peer‐reviewed, published evidence on stakeholder analysis, with a focus on the mapping processes involved in identifying stakeholders and their attributes. Of the Initial 359 identified papers, 61 were included after three stages of screening. Our results indicate that there is little consistency among practitioners to ensure that Identifying and Mapping Stakeholders is representative: <20% of Case Studies (n = 9) checked the relevancy of their stakeholders after identification. Additionally, definitions at all stages of the stakeholder analysis process were inconsistent across the case studies. Fewer than half of the Case Studies included a definition of Stakeholder (n = 22) or of stakeholder analysis (n = 25). Capturing a representative sample of relevant parties, without compromising on efficiency, financial or practical constraints, is difficult. Having consistent definitions for the term Stakeholders and stakeholder analysis within environmental management is an important step. Based on the scoping review, we formalise the Analysis process into six stages. Through the scoping review findings, a decision support tool, MAPTkit (Mapped Attribute Profiling Toolkit) was developed to visualise the heterogeneity and representation of stakeholders across several user‐determined attributes. This tool is non‐prescriptive, drawing attention to potential issues with stakeholder analysis, such as misrepresentation of real‐world stakeholder communities. This ensures engagement across the full range of people to ensure that environmental management projects are multi‐disciplinary and collaborative, while promoting fair and equitable representation.

Study on the Global Sustainability of the Korean Construction Industry Based on the GRI Standards.

This study began with the increasing importance of ESG through sustainable management evaluation across all industries, predicting market demand through the ESG management paradigm and financial environment changes in the global industry, and establishing international strategies for the construction industry. Compared to other industries, the construction industry is in the early stages of ESG formation, and it is unclear how to expand its base by establishing evaluation system standards such as innovation of individual services, interaction of social capital, and definition of stakeholders. Currently, some large construction companies in the construction industry are publishing sustainability management reports at the group level, but given the recently strengthened global sustainability of ESG by GRI Standards, efficient analysis of global construction markets and strategic orders are needed. Therefore, this study focuses on assessing the sustainability strategies and directions of the construction industry from an ESG perspective. To this end, sustainability issues and insights, as well as global issues in Korea and the worldwide construction sector, were analyzed. The analysis showed that global construction companies were highly interested in business management approaches, such as safety and health, as critical issues regarding the construction industry's sustainability strategy. In contrast, South Korean construction companies prioritize business values such as value creation, fair trade, and win-win. Both global and South Korean construction companies have been working on greenhouse gas reduction and energy sustainability. Regarding other issues, cultivating construction specialists, enhancing the job training system, and limiting serious accidents and safety mishaps were all significant from a social standpoint among South Korean construction companies. Conversely, global construction companies appeared to focus on issues related to ethical and environmental management from an organizational standpoint.

ПРОБЛЕМИ РОЗВИТКУ СПІВПРАЦІ УКРАЇНСЬКИХ ПІДПРИЄМСТВ ЗІ СТЕЙКХОЛДЕРАМИ У КОНТЕКСТІ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ ЗОВНІШНЬОЕКОНОМІЧНОЇ ДІЯЛЬНОСТІ

Today, every modern enterprise or organization works in a constantly changing environment. These changes can have both positive consequences, contributing to the increase of competitive advantages and sustainable development of enterprises, and negative consequences, such as: a decrease in the competitive position in the market and a negative impact on the stability of economic activity. Organization of effective interaction and cooperation between various stakeholders is the most rational approach to take into account the numerous problems and challenges of the external environment by each player, be it an enterprise, organization or non-profit sector. Among key resources, such as financial, material and informational, relationships are an important strategic resource. The use of relationships is a valuable strategic resource that contributes to active development, the formation of new competitive advantages, and the strengthening of both internal and external image. In 1963, the concept of "stakeholders" was introduced by Stanford Research University, and the concept of stakeholders was developed and developed by Edward Freeman. In his 1984 work, "Strategic Management: The Role of Stakeholders," Freeman defined stakeholders as individuals, groups, or organizations that have significant influence on, or are influenced by, decisions made by the firm. Stakeholder theory includes the concept that management of an organization should take into account the interests of all groups or individuals involved in it. One of the significant steps in the progress of stakeholder theory is the development of the Accountability Stakeholder Engagement Standard, which is a significant achievement in this area. The development of cooperation with interested parties (stakeholders) is considered an important aspect of increasing the efficiency of foreign economic activity, and it is also a systematic process that includes the following points: definition of stakeholders; analysis of stakeholder needs; communication and engagement; establishment of mutual benefit; defining roles and responsibilities; development of mutual trust; training and adaptation; measurement of results.

Stakeholder Mapping For Social Entrepreneurship Projects

The article discusses stakeholder theory and stakeholder definitions. The methods of stakeholder analysis known in the world practice are investigated: power-influence-interest grid, stakeholder cube, salience model. A step-by-step stakeholders mapping outline is given. The methodology for categorizing stakeholders has been developed by the author, based on a resource approach. Based on three types of resources (administrative, financial and informational), an integral indicator of the importance of stakeholders is calculated and mapped. The stakeholder mapping allows you to optimally allocate time and attention to stakeholders, as well as develop effective communication plans for the company and stakeholder engagement strategy.

INTERPRETIVE STRUCTURAL MODELLING IN MUNICIPAL PROJECTS RISK MANAGEMENT

There is risk in all projects, a correct understanding of project risk can help project managers to complete it. Therefore, the purpose of this study is to identify and rank the risk components of municipal infrastructure projects based on the Structural-Interpretive Approach (ISM). Finally, there were 41 indicators in the subset of 8 dimensions, which included (Organizational risk, Individual risk, and Environmental risk, Familiarity of employees with project control, Financial burden imposed, Initial miscalculation and incomplete definition of stakeholder needs, Interpersonal risk, Internal processes of organizational culture). Component (Organizational risk, Individual risk, and Environmental risk) is in the first level, component (Familiarity of employees with project control) is in the second level, component (Financial burden imposed, Initial miscalculation and incomplete definition of stakeholder needs, Interpersonal risk) is in the third level and component (Internal processes of organizational culture) is in the fourth level.

Understanding the Shared Meaning of Recovery From Substance Use Disorders: New Findings From the What is Recovery? Study.

Substance use disorder (SUD) resolution typically involves a long-term, comprehensive process of change now widely referred to as "recovery." Yet, definitions of recovery vary substantially, producing significant confusion. To support formal recovery definitions, we aimed to systematically identify recovery elements that are central to those in recovery and shared regardless of subgroup/pathway. Data were from the What is Recovery? Study, involving a diverse, national, online survey of people in recovery (N = 9341). Surveys included a 35-item recovery measure reflecting 4 domains; participants reported whether or not each element definitely belonged in their recovery definitions. Analyses examined item endorsements overall and among 30 subgroups defined a priori (by sociodemographics, substance use characteristics, and help-seeking history) to determine where items met study-specific centrality thresholds (ie, endorsement by ⩾80% and top-10 ranking, by endorsement level). We then classified items as "core" if meeting centrality thresholds both overall and for all 30 subgroups, and "prevalent" if meeting centrality thresholds overall and for 26 to 29 subgroups. Four "core" recovery elements emerged, including a process of growth or development; being honest with oneself; taking responsibility for the things one can change; and reacting in a more balanced way. Four "prevalent" recovery elements also emerged, referencing the ability to enjoy life and handle negative feelings without substance use; abstinence and/or nonproblematic substance use; and living a life that contributes. Subgroups differing most in their endorsements included those reporting mild/moderate SUD severity; non-abstinent recovery; and no specialty treatment or mutual-help group attendance. Recovery elements identified here partially reflect some stakeholder definitions, but offer greater specificity and include novel elements (eg, personal integrity). Elements may point to areas of functioning that are damaged in the addiction process and can support an addiction-free life. Findings should inform institutional recovery definitions; SUD services and research; and communications about recovery.

Методология ребрендинга вуза

The article is devoted to rebranding procedure — a process that accompanies universities in a situation of merger, ideological or visual obsolescence of brand, expansion or significant increase in scope of the university, loss of loyalty on the part of the consumer of the service and/or crisis. The paper analyzes the experience of several Russian universities and for the first time describes the rebranding process at Peoples’ Friendship University of Russia in 2017. The main stages of the described procedure are the analysis of the current situation in terms of the university image, the definition of stakeholders and the competitive advantage of the university in the educational services market, and the training of staff in brand presentation tactics. The proposed methodology is based on the positive experience of Russian universities and contains such steps as building a university development program taking into account stakeholders’ interests; accentuation on external attributes given the history of the university; creation of such positions as university mission, university emblem and slogan, corporate identity; building up the material and technical base; determination of the scientific profile of the university; search for strategic partners; measures to develop brand awareness in society, which include work with local and regional media, with the university website, and souvenirs.

AN ENHANCED COMMUNICATION PLATFORM BETWEEN ALUMNI AND EXISTING STUDENTS USING SMART WEB APPLICATION

Alumni are college or university graduates. Every university desire to maintain contact with all of its graduates. During graduation, alumni typically give their contact information. Alumni typically relocate from their home to a location close to their place of employment after landing a job. Alumni typically don't update their contact information, including new phone numbers and addresses, for alumni. Alumni, however, typically continue to use their study-related social media account after graduating. In order to improve mentoring between alumni and students, this article suggests integrating specific data mining and social networking aspects into alumni systems. This research effort has two main contributions: a framework for smart alumni systems and implementation of this system. This framework broadens the definition of stakeholders to include current students, admin in addition to alumni. The framework encourages social networking-style interactions among different stakeholder groups for tasks including career development and mentorship. In the proposed framework, data mining's primary goal is to offer suggestions for creating connections amongst stakeholders, which will help existing students receive better mentorship; its secondary goal is to analyze the findings from university and departmental surveys. A web-based interface for the proposed smart alumni system has been developed. The prototype incorporates alumni, academic, and student stakeholder roles and enables messaging, groups, and friends social networking capabilities. This system was created using techniques such as MySQL, HTML, CSS, Java Script, jQuery, PHP, and AJAX to deliver a reliable portal system. The best result of the proposed system testing was the high overall satisfaction rate. Although the implementation's findings showed that the system requirements and the supplied data were largely compatible and suitable.

Stakeholder definitions of responsible drinking: a call to define an ambiguous construct

To mitigate alcohol-related harm, various stakeholders have advanced the construct of ‘responsible drinking.’ However, clarity regarding ‘responsible drinking’ in evaluation research is limited. Additionally, the alcohol industry often uses the term without any mention of clear limits or meaning. At this point it is unclear whether stakeholders are adopting a shared understanding of the ‘responsible drinking’ concept; such a shared understanding is essential for the development, implementation, and evaluation of consumer protection strategies that rest on individual responsibility. Therefore, we sought to describe 6 stakeholders’ use of the construct. Stakeholder sectors included (1) academics, (2) government organizations, (3) alcohol industry, (4) alcohol treatment centers, (5) U.S. higher education institutions, and (6) addiction professionals’ organizations. We searched a total of 133 sources representing these stakeholder sectors. Despite frequent use of the term ‘responsible drinking’ or a close derivative, only 17 sources provided an explicit definition. Coding revealed that the ‘responsible drinking’ message is still ambiguous, which means that consumers are not being provided clear harm avoidance guidance. Future research should create a shared conceptualization of responsible drinking to include all dimensions relevant to the construct. Furthermore, alternative phrases such as ‘safe drinking’ or ‘moderate drinking’ may be used to emphasize different dimensions of responsible drinking and may warrant further study. Like responsible drinking, other terms will require careful development, as well, but might benefit in terms of acceptability and reception from the absence of a positive connotation.