Stakeholder Satisfaction Research Articles

Knowledge sharing and perceived risk in transportation business in terrorist areas

The case study has purpose on the knowledge sharing behavior requires other variables to be involved. The pattern of human resource development and transportation management needs to understand the behavior of employees and consumers that lead to the return of consumption, which in this case means the business process, to formulate the human resource management to organize the specialize knowledge to do transportation job in the risky province. It is evident that the implementation of the predominant behavior is often ambiguous. This is necessary to explore the effect of the transmitted behavior in order to identify the outcome that guild to desirable behavior for transportation business. Policy plans in existing risky areas that adjust people's attitudes should adjust the management in the area to make employees aware of safety, including formulating strategic plans that highlight the quality of service leading to the satisfaction for stakeholders, and enhancing the capability of company personnel who have to regularly interact with consumers. Therefore, the model adopted in this study is considered to be an important part in improving the management in people that facing the risk of terrorism area and epidemic crisis, as well as providing future guidelines to crisis management.

Are software projects evaluated using software teams’ success criteria? A systematic literature review

As diverse as software project stakeholders are, so are their project needs and interests. Furthermore, the criteria to measure project success are based on the stakeholder groups’ various needs. It is on the basis of these diverse measurement criteria that project success has become an elusive moving target. Despite this, the measurement and achievement of project success remains a critical milestone in project management for the satisfaction of stakeholders, including software project teams (SPTs). Several research studies have reported project success or failure from various stakeholders’ perspective. However, recent studies have projected SPTs as the most neglected key stakeholder group by software project managers and researchers in the project management field. Given this backdrop, conducting a systematic literature review (SLR) research study to determine if there are empirical studies that have evaluated software project success from SPTs’ perspective would be of interest to many in the field. According to the study's authors there is no study that has been conducted to determine this. The study found one (1) paper, which evaluated a project based on the SPTs’ success criteria, thus showing a research gap and indicating the neglect of this group of stakeholders when it comes to establishing whether software projects meet their needs or not. This study recommends that empirical studies be conducted to close this research gap.

Level of satisfaction of stakeholders from Atma Kisan Bazaar Ludhiana

Level of satisfaction of stakeholders from Atma Kisan Bazaar Ludhiana

Leadership in multidisciplinary engineering projects: A review of effective management practices and outcomes

Multidisciplinary engineering projects present unique challenges due to the diverse expertise, perspectives, and objectives involved. Effective leadership in such settings is crucial to ensuring successful project execution, promoting collaboration, and achieving desired outcomes. This review explores the critical leadership practices that drive success in multidisciplinary engineering projects, focusing on project management methodologies, communication strategies, conflict resolution, and team dynamics. Key leadership traits such as adaptability, emotional intelligence, and decision-making capabilities are identified as essential for managing diverse teams. Furthermore, the role of leaders in fostering innovation and creativity is examined, particularly in managing interdisciplinary collaboration to integrate varying engineering disciplines seamlessly. The review also addresses the impact of leadership on project outcomes, including efficiency, innovation, and stakeholder satisfaction. Practical insights from case studies of successful multidisciplinary projects are provided to highlight leadership strategies that promote effective collaboration and problem-solving. By adopting a systems-thinking approach, leaders can align diverse engineering goals and resources to meet overall project objectives. This review concludes that successful leadership in multidisciplinary engineering projects requires a balance between technical expertise and soft skills, with an emphasis on clear communication, adaptability, and the ability to foster a collaborative work environment. As the complexity of engineering projects continues to increase, the need for strong leadership capable of navigating multidisciplinary challenges becomes even more critical. The findings from this review contribute to a growing body of knowledge on leadership best practices in engineering and offer practical recommendations for managers and leaders seeking to optimize outcomes in multidisciplinary projects.

Students' Metaphorical Perceptions Regarding the Concept of School, School Satisfaction Levels and Elements Affecting Satisfaction

In the contemporary education approach, the concepts of satisfaction, teamwork and motivation of school stakeholders, especially the concept of satisfaction are considered important along with approaches such as Human Resources Management, Effective School and Total Quality Management. If it is accepted that the student is at the center of the elements of the school, student satisfaction comes to the fore. The aim of this research is to determine students' perceptions of school through metaphors, to reveal their school satisfaction levels according to some variables and to offer suggestions for increasing satisfaction. The research is mixed method and in the quantitative part, the Students' School Satisfaction Scale (SMSQ) developed by the researcher was applied to the students studying at high schools in Antalya. In the qualitative part, face-to-face interviews were conducted with the students by using a semi-structured interview form prepared by the researcher, and their views on the metaphorical perceptions of the school and the factors affecting their school satisfaction were taken. In the results of the research, it was seen that while the general satisfaction of the students according to the dimensions of the school was moderately satisfied. According to their gender and grade levels, it was determined that there was a significant difference between the groups. The metaphors produced by the students about the school and their reasons are classified and the factors affecting their satisfaction with the school are included.

Инструменты разработки стратегии организации

The article discusses the tools that are used to develop and implement strategies of organizations operating in various sectors of the economy. A balanced scorecard, which includes a strategic map and a table of activities, acts as a key tool for developing an organization's strategy. The strategic map defines the required number of prospects, goals and indicators to measure the level of achievement of goals, and the table already describes the current and target values, activities and results. Together with a balanced scorecard, it is advisable to use the methodology «goals and key results» in order to describe the intermediate results that will allow achieving the goals.
 The authors show that when developing strategic maps, it is possible to take into account ESG transformation or the specifics of work in ecosystems. To the four basic perspectives (finance, customers, business processes, training and development), an environmental perspective can be added, taking into account environmental factors in the ESG transformation concept. You can also use the perspective of partners, in the case of considering a business in the ecosystem format.
 As alternatives to a balanced scorecard, the article considers: the efficiency pyramid of K. McNair, R. Lynch and K. Cross, with which you can describe the strategy of the organization, defining financial indicators, non–financial indicators, as well as actions that take into account the external and internal environment of the organization; the EP2M model, L. Meisel's strategic maps, the prism of efficiency, taking into account 5 perspectives of the organization – satisfaction of stakeholders, strategy, processes, opportunities, as well as contribution interested parties.
 The article concludes that in order to develop a strategy, it is advisable to use the integration of the analyzed tools, depending on the scope of activity, the type of strategy, and the principles of development.

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

The challenge in public universities in Uganda is that university non-teaching staff are disengaged and take their jobs for granted, hence never make an effort to serve to the satisfaction of students and other stakeholders. This study examined whether talent management strategies employed by the universities were a game changer for work engagement of the non-teaching workforce in public universities. Specifically, the study tested whether talent management in terms of talent attraction, talent development and talent retention had a relationship with work engagement of the non-teaching workforce in public universities. The study employed a correlational research design on a sample of 201 non-teaching staff. Data was collected using a questionnaire survey. The findings revealed that talent attraction and talent development had a positive significant relationship with work engagement of the non-teaching workforce. However, talent attraction had a negative and insignificant relationship with work engagement of the non-teaching workforce. It was concluded that talent attraction strategies in terms of selective recruitment and selection, and talent development in the form of performance appraisal, training and promotion are game changers for work engagement of the non-teaching staff. However, weak retention strategies hamper employee engagement. The study recommends that managers of universities should implement game-changing talent attraction strategies and talent development practices to enhance work engagement of the non-teaching workforce. It is also recommended that university managers should strengthen talent retention strategies to promote work engagement of the non-teaching workforce.

Corporate social responsibility versus business ethics: analysis of employee-related policies

PurposeThis study aims to analyze the relationship between companies’ business ethics (BE) and corporate social responsibility (CSR), with particular reference to policies toward employees, with the aim of understanding if and how the two concepts are linked and to foster a better management of the company-employee relationship through BE and CSR policies.Design/methodology/approachThrough a content analysis, the authors study three issues related to employees disclosed in Code of Ethics (CE) and CSR report of a sample of Italian companies. Next, using a multivariate regression model, the authors examine the relation between the BE and CSR initiatives, related to employees.FindingsThe findings show that CE and CSR initiatives are negatively related. They are distinct concepts, but since the authors find that they are connected, they must also be considered in terms of their mutual dependence. To standardize practices toward employees in a code may induce the need to establish additional corporate social responsibility initiatives that elicit legitimate stakeholder satisfaction.Research limitations/implicationsThe analysis focuses on employees, whereas several other CSR aspects that can be explored. Furthermore, additional investigation (through questionnaires or interviews) could deepen this analysis. Furthermore, it might be interesting to consider different countries or more variables, such as cultural differences or different regulations.Practical implicationsThe results of this research reveal that BE and CSR initiatives require precise and personalized observations to be properly understood; however, as they are linked, they must also be studied in their mutual interdependencies; this can be very useful to define governance bodies and organizational procedures devoted to BE and CSR issues.Social implicationsThis research provides a tool for evaluating and monitoring CSR and BE principles and can be adapted to many business contexts and refer to different stakeholders.Originality/valueThe existing literature on BE and CSR presents opportunities for further study, as these concepts are often studied without insights into their mutual impacts.

A holistic view of academic library supply chain model

PurposeThe supply chain (SC) model is commonly utilized in manufacturing and has also been adapted to a variety of service industries with similar goals. However, in a few service industries, most notably academic libraries, the SC model is rarely implemented, despite the fact that SC management best practises have been shown to boost stakeholder satisfaction, revenue and decrease total expenses. This research aims to discuss the development of the entities of an academic library SC model and present the verifying/validation process of the model.Design/methodology/approachIn this research, both qualitative and quantitative approaches have been used. System thinking method used to develop the conceptual SC model of the academic library and fuzzy Delphi method (FDM) used to validate the developed model.FindingsThis research explores the functions and components that need to develop and validate the academic library SC model.Originality/valueThe outcome of this research is to construct a valid SC model of an academic library which could be a strategical tool for ensuring a quality service for the library users and the stakeholders because this model shows a holistic view of all entities of the academic library SC.

EVALUASI TINGKAT KEPUASAN PELAYANAN REVISI ANGGARAN

Stakeholder satisfaction is an important issue in public services organized by the bureaucracy. This study aims to measure the satisfaction of budget revision services organized by the Directorate of Budget for Human Development and Culture, Directorate General of Budget. The analytical tools used consist of the Customer Satisfaction Index (CSI), Service Quality (Servqual), and Importance Performance Analysis (IPA). CSI analysis is intended to determine the level of customer satisfaction. Meanwhile, Servqual analysis to identify the importance of each service dimension. IPA identify the level of importance of each service attribute as well as priority improvements that must be made. Respondents consisted of 110 employees of the Planning Bureau of ministries/agencies. Based on CSI analysis, the level of satisfaction with budget revision services is 87.70% and is in the "Very Satisfactory" category. However, there are still dimensions and attributes of budget revision services that have a lower level of service (performance) value than the level of importance of partners (importance). Based on Servqual analysis, the dimension that gets the most attention is Reliability. Meanwhile, the attributes of budget revision services that still need to be improved are: responsiveness in answering questions related to the proposed budget revision; readiness to assist outside working hours on budget revision issues; providing personal assistance or contacting if there are problems.

OP13 Drug Shortage Concepts Among Stakeholders in Saudi Arabia

To identify stakeholders' understanding of drug shortage and the internal process of reporting a drug shortage to the Saudi Food & Drug Authority (SFDA). Evaluate the clarity of the communication channels and the stakeholder's satisfaction. A secondary objective was to explore the impact of COVID-19 on drug shortage in Saudi Arabia.

The Chinese University stakeholder satisfaction survey: Developing a customer-centered self-assessment tool for higher education quality management.

Customer-centered management theory has considerable potential for increasing the quality of higher education (HE) in China and promoting its sustainable development. This study applied customer-centered enterprise management theory to develop an HE stakeholder satisfaction scale based on data from 1,654 students, teachers, and other staff members, including human resources personnel. The three-part stakeholder satisfaction survey consists of the China University Student Satisfaction Scale, the China University Teacher and Staff Satisfaction Scale, and the China University Graduate Human Resources Department Satisfaction Scale. All three subscales were valid, reliable, and can be used to foster management innovation, although they require adjustments to improve their coverage of different HE environments. Organizational self-assessment based on customer-centered corporate management theory has much to contribute to the quality and sustainability of China's HE systems.

Common Risk Factors in Construction Sector – A Review

Construction projects are typically exposed to a variety of risks throughout their life cycle, all of which impede project progress and significantly influence project objectives, such as budget, schedule, scope, quality, safety, sustainability and stakeholder satisfaction. This review aims to comprehend the risk identification techniques, risk classifications and common risk factors in the construction sector. Understanding these factors in the construction process at such a preliminary phase (beginning) will assist construction practitioners in managing risk in a manner that has the most negligible effect on project objectives and produces the most positive results. Content analysis methodology was used to examine the construction risk identification techniques, risk classification and common risk factors in the construction sector. This review identified 31 risk identification techniques, 23 groups of risk classifications, and 74 common risk factors in the construction sector. Sets of recommendations were proposed for future studies.

Factors that Play a Role in Improving the Efficiency of Continuous Audits using Computer Assisted Audit Techniques in enterprises including healthcare units

Internal auditing is a key function of any business enterprise, including healthcare units, being responsible for highlighting and bringing to notice of the upper management a fair evaluation of the organization’s internal control environment. With stakeholder satisfaction, compliance requirements, and value delivery increasingly taking centre stage, it functionally requires many organizations to adopt and implement a continuous auditing solution. Continuous auditing solutions often call for the adoption of various computer-assisted tools and techniques to help get the job done. The usage of these tools and techniques is subject to many different factors. This paper explores some of the factors that play a role in improving the efficiency of continuous audits using such tools and techniques. Auditors widely recognize Computer-assisted auditing techniques (CAATs). However, CAATs are not being used as widely as expected. The technology–organization–environment framework is used to identify and assess the organisational elements that influence CAAT utilisation after adoption. The purpose of this study is to see if using CAATs helps the auditing process. The usage of CAATs by audit firms and audit performance are both moderated by top management commitment. The data for this study was collected from Jordanian audit companies’ auditors. According to the conclusions of the investigation, CAAT adoption is determined by the cost–benefit of technology, company size, preparedness, and competitive pressure. The technical compatibility and complexity of client accounting information systems, on the other hand, appear to have little impact on CAAT utilisation. Top management has a direct impact on audit performance and is a key influencer in how CAATs are used by auditors. However, there is no correlation between audit firm usage of CAATs and audit performance (top management audit firm’s use of CAATs). Furthermore, the adoption of CAATs helps the whole audit process of audit companies.

Bridging ‘Stakeholder Value Creation’ and ‘Urban Sustainability’: The need for better integrating the Environmental Dimension

Stakeholder-orientation is critical to fostering sustainable urban development through synergic collaborations among urban stakeholders. However, although Stakeholder Value Creation (SVC) has been widely explored in sustainable organizations, little attention has been given to SVC in Urban Sustainability. Thus, this research explored the conceptual connections between SVC and Urban Sustainability using a new methodological protocol based on a Sequential Mixed Method Research design. The main findings revealed that the social, economic, and institutional dimensions of Urban Sustainability are fully integrated into the SVC framework; however, better integration of the Environmental Dimension is needed. Therefore, this dyadic phenomenon can currently be classified as unsustainable or weak sustainability. Additionally, the critical characteristics of SVC with Urban Sustainability are: stakeholder engagement; stakeholder cooperation; ethics of capitalism; satisfaction of stakeholders' needs by self-organization and learning capacities, diversity, trust, common meaning, and consensus; sustainable economic development; innovation ecosystems; sharing economy; circular economy; technical resources; social capital; smart sustainable cities; and energy efficiency. Finally, we proposed a framework for Sustainable SVC in Cities, in which SVC is a means for achieving Urban Sustainability and better integrating the environmental dimension. Environmental issues, environmental management, social entrepreneurship, non-human stakeholders, and stakeholder proximity are promising perspectives in the framework.

A Comprehensive Definition for ‘Operational Excellence’

The study's objective was to develop a comprehensive definition for operational excellence (OE) while identifying its attributes, most suitable theoretical lens and dimensions. Attributes of OE were collected by evaluating 32 existing definitions of OE and interviewing 30 OE experts. A focus group interview with 15 OE experts was employed to consensus on the critical attributes and tentative dimensions of OE. Content analysis was employed for data analysis. Continuous improvement of sustainable operational performance, deriving sustainable competitive advantages and implementing the operation strategy consistently and reliably were determined as the critical attributes. Based on the identified critical attributes of OE, the Resource-Based Theory (RBT) was recognized as the most applicable theory for explaining OE. Based on the identified theoretical lens and identified critical attributes, the new definition of OE involves, ‘utilization of valuable, rare, costly to imitate and non-substitutable resources & capabilities to execute the operations strategy consistently and reliably as the organization can achieve: a continuous improvement of the sustainable operational performance and sustainable competitive advantages while upholding the satisfaction of employees, customers, suppliers and other important stakeholders.' Continuous improvement of sustainable operational performance and sustainable competitive advantages were determined as the possible dimensions of OE. 
 Keywords: Operational Excellence; Resource-Based Theory; Construct Definition, Operational Performance, Competitive Advantages

A qualitative evaluation of priority-setting by the Health Benefits Package Advisory Panel in Kenya.

Kenya's Ministry of Health established the Health Benefits Package Advisory Panel (HBPAP) in 2018 to develop a benefits package for universal health coverage. This study evaluated HBPAP's process for developing the benefits package against the normative procedural (acceptable way of doing things) and outcome (acceptable consequences) conditions of an ideal healthcare priority-setting process as outlined in the study's conceptual framework. We conducted a qualitative case study using in-depth interviews with national-level respondents (n = 20) and document reviews. Data were analysed using a thematic approach. HBPAP's process partially fulfilled the procedural and outcome conditions of the study's evaluative framework. Concerning the procedural conditions, transparency and publicity were partially met and were limited by the lack of publication of HBPAP's report. While HBPAP used explicit and evidence-based priority-setting criteria, challenges included lack of primary data and local cost-effectiveness threshold, weak health information systems, short timelines and political interference. While a wide range of stakeholders were engaged, this was limited by short timelines and inadequate financial resources. Empowerment of non-HBPAP members was limited by their inadequate technical knowledge and experience in priority-setting. Finally, appeals and revisions were limited by short timelines and lack of implementation of the proposed benefits package. Concerning the outcome conditions, stakeholder understanding was limited by the technical nature of the process and short timelines, while stakeholder acceptance and satisfaction were limited by lack of transparency. HBPAP's benefits package was not implemented due to stakeholder interests and opposition. Priority-setting processes for benefits package development in Kenya could be improved by publicizing the outcome of the process, allocating adequate time and financial resources, strengthening health information systems, generating local evidence and enhancing stakeholder awareness and engagement to increase their empowerment, understanding and acceptance of the process. Managing politics and stakeholder interests is key in enhancing the success of priority-setting processes.

Success Factors of PMO Implementation for UAE Project-Based Organizations

In current competitive market, organisations strive not only to complete projects on time, but also to ensure stakeholder satisfaction. Creating a separate body or department for project management within an organisation is frequently motivated by a desire to improve project management and reduce projects that fall short of customers' and stakeholders' expectations due to budget overruns or intolerable delays. Thus, Project management Office (PMO) practises are becoming more popular around the world to support project management activities. Hence, this paper presents a qualitative approach by interviewing twenty experienced personnel who had worked with PMO for several years. The experts were from four organisation namely Masdar Abu Dhabi Future Energy Company, Al Mansouri 3B Group, Abu Dhabi Securities Exchange (ADX), and Gulf Falcon Company (GFC). These open interview sessions were to discover the success factors in implementing PMO in UAE organisation. The results of the interview found that there are six key factors affecting the effective implementation of the PMO which are project flexibility; politics and change resistance in stakeholders; alignment and accountability; efficient resources; risk management; effective leadership and team management. Project flexibility, as well as effective leadership and team management, are cited as the most critical factors by all respondents. The paper also incorporates an effective PMO framework which suggests various strategic measures to implement in five phases of the project lifecycle: initiation, planning, execution, monitoring and controlling, closing, and post-implementation reviewing.

Comprehensive Evaluation of the Effectiveness of the Construction of Old-age Facilities in Urban Institutions in Gusu District, Suzhou City

The increasingly severe aging trend challenges the old-age service system in China. As a component of the social old-age facilities, the urban institutions of old-age facilities play an indispensable role in the rational allocation of social old-age resources. Therefore, it is particularly important to establish a comprehensive and systematic evaluation index system of urban institutional pension facilities and comprehensively evaluate the construction effect. In this study, planning, space layout equivalence index reached degrees, stakeholder satisfaction as evaluation criterion, determining city institutions endowment facilities construction effectiveness evaluation framework and index system, secondly in Suzhou gusu area, for example on empirical research and put forward the corresponding strategies, so as to our country endowment services offer reference for development of high quality.

Equal gains and pains? Analyzing corporate financial performance for industrial corporate social performance leaders and laggards

The literature has discussed how corporate social performance (CSP) may influence corporate financial performance (CFP). However, it is unclear whether stakeholder expectancy and subsequent stakeholder (dis)satisfaction may influence the CSP-CFP link. Using industrial average CSP as the proxy of stakeholder expectancy, we distinguish firms into industry CSP leaders (i.e., firms with CSP superior to industrial average CSP) and laggards (i.e., firms with CSP inferior to industrial average CSP). We ask whether industry CSP leaders and laggards experience asymmetric gains (i.e., increases in CFP) or pains (i.e., decreases in CFP) when having symmetric deviations from the industrial average CSP. We then theoretically draw on stakeholder theory and expectancy disconfirmation theory (EDT), and empirically conduct a series of analyses based on a longitudinal dataset. The findings show asymmetric CSP-CFP relationships for industry CSP leaders and laggards. The contributions and implications of this study are discussed.