Stakeholder Management Strategies Research Articles

Investigation of the impacts of the deployment of autonomous vehicles on first responders

Purpose The purpose of this study is to address the significant impact AVs will have on public services and the ability of first responders to conduct their jobs safely and effectively. Autonomous vehicles (AVs) are expected to drastically change the transportation industry, and it is vital that first responders be equipped to integrate them into their occupational responsibilities. Design/methodology/approach A systematic literature review was conducted, and following a multistep exclusion process, 161 articles were selected for detailed review. The impacts of AVs on first responders were identified, classified and categorized into lists of challenges and opportunities. Based on the findings of the literature review, a SWOT (strengths, weaknesses, opportunities and threats) analysis was conducted, and stakeholder management strategies were designed. Findings Through the examination of the impacts of AVs on first responders, 17 identified challenges and opportunities were classified into the following categories: AV-related emergency response and training, perceptions and acceptance of AVs, technology development and laws and regulations. The study revealed that the optimal benefits of AVs would require stakeholders to focus more on how they interact with first responders; thus, 14 stakeholder management strategies were identified. First responders, AV manufacturers, legislators and future research paths will all benefit from this study, as it can facilitate smooth interactions between AVs and first responders. Originality/value A range of studies have been published on the safety of AVs and the public’s perceptions of this new technology; however, the integration of AVs and their interactions with first responders has been neglected. The goal of this study was to fill that research gap by providing a thorough synthesis of autonomous driving systems in the context of their interactions with first responders.

Selected Strategic Management Practices on Performance of Public Secondary Schools in Garissa Township Sub County, Kenya

Purpose: The purpose of this study was to determine the influence of selected strategic management practices on performance of secondary schools in Garissa Township Sub County. The specific objectives guiding the study were to assess the relationship between stakeholder management strategy, leadership management strategy and technological management strategy and performance of public secondary schools in Garissa Township Sub County. Methodology: The study was underpinned by the theory of stakeholder, contingency theory of leadership, system theory of technology and the theory of performance. The study used a mixed research design in which both quantitative and qualitative data were collected from the respondents in answering the research questions. The target population comprised of boards of management, principals, deputy principals, teachers and students from the eleven public secondary schools in Garissa Township. Data was collected by use of questionnaires comprised of structured and unstructured questions. Findings: The study established that stakeholder management strategy, leadership management strategy and technological management strategy bears a positive and significant relationship with performance of secondary schools in Garissa Township Sub County. This is shown by beta values of 0.306, 0.554 and 0.341 and significant values of 0.001, 0.000 and 0.000 respectively. The results bears the implications that enhancing stakeholder management strategy, leadership management strategy and technological management strategy leads to enhanced performance levels of the public school. The study concluded that aspects of stakeholder management strategy, leadership management strategy and technological management strategy positively and significantly relates with performance levels of the public school. Unique Contribution to Theory, Practice and Policy: The study provided recommendations to the management of the public secondary schools to enhance strategies under stakeholder management, leadership management and technological management since the practices results to enhance performance levels of the public secondary schools in in Garissa Township Sub County.

The Labyrinth of Corruption in the Construction Industry: A System Dynamics Model Based on 40 Years of Research

AbstractThe academic literature has viewed drivers of corruption in isolation and, consequently, failed to examine their synergistic effect. Such an isolated view provides incomplete information, leads to a misleading conclusion, and causes great difficulty in curbing corruption. This paper conducts a systematic literature review to identify the drivers of corruption in the construction industry. Subsequently, it develops a system dynamics (SD) model by conceptualizing corruption as a complex system of interacting drivers. Building on stakeholder and open systems theories, the proposed SD model shows how the complex reinforcing relationship between authoritative, organizational, cultural, and financial drivers of corruption further increases corrupt practices. The new model also provides lessons that can be helpful in the development of policy frameworks to control corruption in the construction industry. To achieve success in the fight against corruption, the findings of this research suggest that (1) corruption must be understood at both the organizational and state levels, (2) anticorruption practices must be informed by ethically grounded stakeholder management strategies, and (3) anticorruption reforms must go hand-in-hand with strategies to tackle the economic downturn.

Stakeholder Management in Developing a Sustainable Tourism Village Based on Renewable Energy Using RACI Matrix

The tourism village offers cultural, natural, and authentic culinary experiences, but the growth of tourism villages must be managed sustainably to address adverse environmental impacts. Stakeholder management becomes a critical factor in planning a sustainable energy-based tourism village development project. This research aims to identify key stakeholders in the development project of the "Kampung Emas" tourism village based on renewable energy, understand their roles and responsibilities, and formulate stakeholder management strategies. The research was conducted by interviewing key stakeholders in the project and analyzing the results using the RACI Matrix table. The analysis identified four main stakeholders: the Village Head, the Tourism Awareness Group Chair, the Restaurant Manager, and the Academician. The Village Head plays a strategic role as the information disseminator at the village level; the Tourism Awareness Group Chair is fully responsible for the critical phases of the project, the Restaurant Manager has responsibilities in technical and strategic tasks, and the Academician contributes significantly to the analysis of each task. The proposed stakeholder management strategy positions the Village Head as an information disseminator, the Tourism Awareness Group Chair as the primary spokesperson, the Restaurant Manager in strategic decision-making, and the Academician as a consultative partner. This approach is expected to support successfully implementing the renewable energy-based tourism village development project.

Understanding Project Stakeholder Planning, Identification and Engagement: A Phenomenological Approach

This research explored stakeholder management practices by conducting qualitative interviews with 71 seasoned project managers. Through phenomenological principles and inductive coding, findings revealed inconsistencies in stakeholder planning, identification, and engagement. The research underscores the importance of early stakeholder identification using both formal and informal techniques. Additionally, it identifies a gap between academic literature and actual practitioner methodologies, particularly regarding stakeholder registers, mapping, and value propositions. The study suggests a need for structured and standardized stakeholder management strategies, especially given the evolving stakeholder dynamics in projects. The findings offer actionable insights for professionals and organizations seeking to improve stakeholder management techniques.

Stakeholder management challenges and strategies for sustainability issues in megaprojects: case studies from Australia

PurposeMegaprojects are financially large and complex in scope, which require engagement of stakeholders from various institution and communities. With increased concerns from stakeholders on sustainability related issues, from environmental to socio-economic perspective, managing megaprojects has become quite challenging. Hence, there should be proactive approaches in active engagement of stakeholders from the start of the projects to overcome such issues. Currently, there is a knowledge gap on stakeholder management strategies specific to megaprojects on managing sustainability issues.Design/methodology/approachThis research has adopted review of secondary data from case studies to identify stakeholder management challenges and strategies in megaprojects around Sydney area. The documents related to three different projects were reviewed and data were collected through qualitative content analysis and coding with use of NVivo software for within case analysis and was followed by thematic approach for cross case analysis.FindingsEvery case study project's sustainability-related stakeholder issues are more similar than different to others. Differences are mostly in terms of intensity of impact of any issue in a particular project, and/or intensity of impact at certain phase of any project. Moreover, significant sectors and strategies have been identified for key focus to manage environment and socioeconomic issues. Whatever be the strategies, in case of megaprojects, they need to be mostly proactive.Originality/valueThis research has extended the knowledge on stakeholder management, in relation to managing sustainability-related issues of megaprojects during their design, construction and operation phases. This research offers useful strategies for project teams of megaprojects to develop a proactive stakeholder management plan, addressing unavoidable sustainability challenges.

Unsupervised machine learning for project stakeholder classification: Benefits and limitations

The literature has shown that an accurate classification of project stakeholders allows for more comprehensive planning of their management strategies. The most used classification methods have limitations stemming from using a small number of stakeholder attributes thus returning high-level and imprecise classification results. This work investigates the potential benefits and limitations of adopting unsupervised machine learning clustering as an alternative method to automatically recognize stakeholder groups. The paper demonstrates the application of a PAM algorithm for project stakeholder classification, employing qualitative and quantitative data collected from a real project in an IT Italian company. The results show that the use of unsupervised clustering leads to a more granular and detailed stakeholder grouping that enables the design of better refined and customized stakeholder management strategies. Furthermore, the results of the paper demonstrate that the use of this methodology, when data is taken from a structured dataset, reduces the degree of subjectivity in classification, promoting a data-driven approach to project stakeholder management.

Critical Perspectives of NGOs on Voluntary Corporate Environmental Reporting: Thai Public Listed Companies

This study examines the nature of environmental disclosures of Thai public listed companies (PLCs) which operate in environmentally sensitive industries and the factors affecting environmental disclosures as well as the need for a critical perspective from Non-Governmental Organizations (NGOs) on corporate environmental reporting. A semi-structured interview approach was used for 19 interviews to attain critical perspectives of NGOs on environmental reporting. Thematic analysis through the lens of legitimacy theory and stakeholder theory is undertaken to identify themes and patterns that emerged from the study. Findings of this study reveal that the lack of quantity and quality when it comes to corporate environmental reports are serious issues, thus activating civil society’s criticism. Quality issues are dominant for the lack of reliance on voluntary environmental reporting by NGOs. The government’s monitoring and regulatory compliance systems is key, which has been highlighted as another factor. NGOs prefer government information over environmental information reported by companies. There is strong support for third-party verification and assurance to make the reports more reliable and useful. This study adds to the environmental disclosures and reporting literature by providing insights into civil society perspectives on corporate environmental reporting in the context of a developing country—Thailand. It sheds light on how companies can improve their stakeholder management and engagement strategy. It provides recommendations which may be used to inform relevant policy makers in improving Thai disclosure regulation and compliance mechanisms to promote greater monitoring and accountability. It also suggests companies further explore and examine potential technologies to support their reporting.

Saving Face: How the University of Georgia Communicated During its 1961 Racial Integration Crisis and Maintained its Image through Stakeholder Management

Few studies have explored higher education desegregation in the nation’s first state to charter a state-supported university, Georgia. The present study is the first to document the University’s racial integration communication with various stakeholder groups as well as the University’s public relations response and strategy. The study examines the University’s public relations function and the analysis shows how the public relations strategy was to save face when addressing issues raised by its stakeholder groups. The study’s findings demonstrate that the University employed public relations, communications and stakeholder management strategies to “save face” and maintain good rapport with external audiences.

Improving the Criteria for Transmission Line Routing beyond the Techno-Economics: The Case of Afghanistan

It is not always the technical, financial, and environmental aspects of power projects that decisions are based on. There are many other political, social, and local issues shaping the decision-making processes. This research shows how political and social issues challenged the decision-making process of a high-voltage transmission line routing and how to avoid such unwanted consequences in similar projects. Our insights reveal the importance of risk, conflict, and stakeholder management techniques and strategies in successfully delivering power projects. When planning large energy projects, it is of utmost importance to engage and consult stakeholders, especially direct recipients, civil society, political parties, people’s representatives, and experts, in addition to the techno-economic considerations. Finally, it is suggested that there should be an authority at the country level responsible for deciding on routing, siting, prioritizing, and the strategic planning of power projects.

Developing sustainable business model innovation through stakeholder management and dynamic capability: A longitudinal case study

Sustainable business model innovation (SBMI) describes the environmental sustainability of innovative business model; even though the SBMI is well known it fails to justify its influence in the literature. Prior studies have addressed the aspects of stakeholder management (SM) and dynamic capability (DC), which are crucial for the model to sustain competitive advantage and seize business opportunities. Despite rising attention on SBMI from both researchers and practitioners, little research exists in longitudinal studies to reveal its evolution and record the characteristics of the different types of SBMI. This study is a longitudinal study that uses a sewage treatment firm in Dalian, China to understand multiple stages involved in SBMI, such as government-dependent, technology-based, and social-oriented observed over 15 years. This longitudinal study found that integrating stakeholder management strategies provides the resource base for implementing SBMI. DC plays a leverage role between SM and SBMI, and the roles of the four DCs are different in various SBMIs. Sensing and learning capabilities are vital in the initial stage, and integrating and learning ones build the knowledge network in a technology-based business model. Of the society-oriented capabilities, the integrating and coordinating capabilities increase stakeholders’ willingness to participate. This case study explores opportunities for developing SBMIs by analyzing this business pattern over a span of 15 years.

CEO Adverse Professional Experience, Emotions, and Stakeholder (Dis)Engagement

Recent studies have shown that managers who undergo adverse professional experiences become more conservative in their financial policies. In this paper, we study how CEOs’ adverse professional experiences influence their decision-making on stakeholder management. We build on self-categorization theory and argue that CEOs’ previous employment experiences of financial distress induce them to avoid repeating similar situations and to adopt resource-conservation strategies that may consequentially hurt the interests of certain stakeholders such as the community and general public. We also argue that this effect is moderated by two factors that can influence CEOs’ self-categorization processes—firm financial performance and CEO positive emotion. Based on a sample of U.S. publicly listed firms over the 2003 to 2016 period, we find that adverse professional experience is negatively associated with corporate social responsibility and positively associated with tax avoidance. Further, these relationships are mitigated by better corporate financial performance and CEOs with higher positive emotion. Our study contributes to our understanding of stakeholder management strategies.

Stakeholder engagement strategies assessment in expanded public works programme

South Africa has evolved and defeated a blemished past of apartheid before 1994. Even after 27 years of democracy, South Africa has been struggling to stabilise economic markets with continued control by the white minority that marginalised the black community. The unemployment rate in the Province of the Eastern Cape in South Africa has grown from 28.5% in 1993 to 45.8% in quarter 3 of 2020 (ECSECC, 2020). Set targets have not been met since 2018, with programmes implemented not attractive nor conducive for the targeted youth and persons with disabilities. The study critically evaluated the existence and the extent of stakeholder management strategies in the Expanded Public Works Programme (EPWP) within the Eastern Cape Department of Transport and the effects of not meeting the set youth and persons with disabilities targets over the years. To gain lived experiences of beneficiaries, a case study of the household Contractor Programme was used in three districts through group semi-structured interviews with non-probability purposive sampling used to select respondents using a primary data collection instrument. Data received was analysed with themes using a descriptive analysis approach to narrate the lived experiences of participants within EPWP. Results revealed a need for improved stakeholder diversity and inclusion, communication with stakeholders, management oversight, policy guidance, monitoring and evaluation within EPWP projects.

Investigating the Role of BIM in Stakeholder Management: Evidence from a Metro-Rail Project

Building information modeling (BIM) is a technology that promotes increased levels of collaboration among teams involved in projects. This research work aims to map the advantages of BIM with the various stakeholder management (SM) practices being adopted. Through semistructured interviews with project personnel on a metro-rail project, 17 advantages of BIM were coded. These were grouped under five constructs: (1) asset tagging, (2) design optimization, (3) progress monitoring, (4) quick decision-making, and (5) cost monitoring and control. Additionally, 21 SM strategies were determined from the literature, which was analyzed using micro-interlocutor analysis (MIA). These were grouped under three groups and represented pillars of the SM process. These BIM advantages were then mapped with the three SM principles, i.e., stakeholder communication and collaboration, engagement, and satisfaction, which resulted in the generation of a conceptual BIM-SM model. The findings of this study revealed major implications and benefits of BIM adoption in a mega construction project in India and presented an important aspect of the role it can play in achieving better SM.

Stakeholder management strategies employed on building projects procured by private corporate organisations in south-western Nigeria

PurposeAdvocates of structured stakeholder management (SM) processes have emphasized the use of the appropriate strategies as the most important process in SM. Yet, research effort in this regard in developing countries has been inadequate. The purpose of the study was to examine the SM strategies used on building projects procured by private corporate organisations in south-western Nigeria to enhance project performance.Design/methodology/approachThe study used a census survey to select 30 projects managers who indicated (from 106 who responded to a first stage questionnaire) that they have participated in structured SM in the study area between 2008 and 2017. A second-stage questionnaire was designed to elicit information from the respondents. Data analysis was done with the use of frequency, percentile and mean score (MS) and analysis of variance (ANOVA).FindingsStakeholders with high power and high interest were managed with the use of “collaborate/partner” strategy (MS = 3.86), stakeholders with high power and low interest were “kept satisfied” (MS = 4.09), stakeholders with low power and high interest were managed by using “keep them informed regularly” strategy (MS = 4.10) and stakeholders with low power and low interest were managed using “monitor and respond when necessary” strategy (M = 3.94). Further results show that static stakeholders with high power were managed by using the “monitor constantly” strategy (MS = 4.11), stakeholders with high power, high legitimacy and high urgency were managed by adopting the “keep satisfied” strategy (MS = 4.26), to manage non-supportive stakeholders, project managers adopted the “keep satisfied” strategy (MS = 4.18) and supportive stakeholders were managed by using “involved” strategy (MS = 4.02). More results showed that there is no significant difference in the opinion of project managers on SM strategies employed irrespective of procurement method.Practical implicationsThe study provided a guide to project managers on the appropriate SM strategies to use for future projects.Originality/valueThe study was an attempt to appraise the SM strategies in relation to the procurement methods and their relationship with project performance.

The Impact of Instrumental Stakeholder Management on Blockchain Technology Adoption Behavior in Agri-Food Supply Chains

Coffee is the second most important commodity in terms of global trade value, with its global market value exceeding $460 billion in 2020. Its supply networks, which encompass multiple stakeholders, are complex and nontransparent. Blockchain is a trust technology, and some coffee firms have embraced this technology to provide trust attributes to consumers while making their supply chain more transparent. For businesses to gain the expected productivity advantages, a technology must be adopted and used. As theoretical and empirical research on blockchain technology adoption is scarce, this article attempts to identify behavioral intentions of stakeholders in the supply network toward its adoption. Based on exploratory interviews, this article develops a blockchain technology adoption model based on factors relevant to individuals’ use behavior. The results provide evidence that a normative stakeholder management approach positively impacts use behavior. Managers can use the model to benchmark and improve their corporate social responsibility strategy to obtain better returns on blockchain investments. This study closes a research gap as, to the best of the authors’ knowledge, no research has been conducted so far on the impact of an instrumental stakeholder management approach on blockchain technology adoption behavior. Understanding how stakeholder management can compensate for the lack of consensus mechanisms in private and consortium blockchains, as well as understanding the factors influencing behavioral intentions toward the use of a technology, can provide for managerial guidance toward the development of an effective stakeholder management strategy, which eventually can result in a competitive advantage.

When a place is psychologically claimed: The shifting effect of psychological ownership on residents’ support and prevention of local tourism

Psychological ownership is a possessive feeling towards a target of ownership to the extent that it becomes “one” with its owner. Rural communities enjoy close proximity to their natural surroundings, treating it as their “backyard” thereby likely to assume a sense of psychological ownership towards it. The study examined this ownership effect on residents' attitude towards tourism activities in a rural destination known for its eco-adventure activities. A model based on Social Exchange Theory (SET) was hypothesized to predict residents' support towards tourism development and prevention of tourism development with predictors of psychological ownership, length of residency, and impacts of tourism (economic, social and environmental). PLS-SEM analyses showed those three impacts had significant effects on residents' inclination to prevent tourism development, while environmental impact had a significant effect on the support of tourism development. Interestingly, length of residency was not important to both support and prevention of tourism. Further mediation analysis demonstrated the potential of psychological ownership in shifting residents' attitudes. Findings implied that environmental factors promote residents' support towards tourism activities, but this does not hold when ownership is perceived. Economic impact was found to be insignificant to tourism support, but became important when ownership is present. Further assessment with PLSpredict established the predictive power of the hypothesized model, which demonstrated the validity of psychological ownership in explaining residents’ attitudes toward local tourism, and offered new insights that extends the traditional understanding provided by SET. Residents in rural areas perceived psychological ownership over the natural surrounding where eco-adventure activities are carried out, to the extent that it can influence them to support or prevent tourism activities. Findings can benefit stakeholder management strategies, whereby tour operators should engage in activities that is seen as benefiting the natural surroundings. In return for the use of the rivers, forests and caves, it is important for tour operators to invest in conservation programs that have long-term benefits to the natural surroundings. These efforts should be publicized to local communities to alleviate residents’ inclination to prevent local tourism and increase their support towards it.

Stakeholder Management Strategies: The Special Case of Universities

Universities must secure stakeholder support to ensure the successful implementation of most initiatives. However, given the shared governance structures and collegial cultures of many universities, what strategies do university leaders enact to obtain stakeholder support? Although several stakeholder management and organizational response models have been proposed, there is limited empirical research on the actual strategies university leaders use to secure stakeholder support. This study focuses mainly on university academics - a powerful, autonomous, and intelligent stakeholder group whose support for most higher education initiatives is essential. Guided by a theoretical stakeholder management model, this research examines the strategies university leaders employ to manage this salient and sometimes adversarial group with respect to a major organizational change initiative. The evidence shows that university leaders use strategies that centre mostly on themes of shared goals, consensus, partnerships and engagement, which align with the strategies proposed by the theoretical model. However, to manage non-supportive stakeholders peer influence is enacted rather than the defend strategy recommended by the theoretical model. As a result, this study contributes to stakeholder management theory and proposes a revised stakeholder management model that is particularly applicable to the higher education sector.

Critical success factors for effective internal construction stakeholder management in Nigeria

In developing countries such as Nigeria, Stakeholder Management (SM) practice is weak. The weakness of this practice often inhibits project goals in terms of time and cost overruns, disputes and lack of trust among the stakeholders. This article reports the results of a study on critical factors for successful SM in construction projects in Nigeria, in order to suggest ways to enhance project performance. The study employed a quantitative survey research design, using self-administered questionnaires distributed to construction practitioners (quantity surveyors, architects, engineers, builders and project managers) on construction sites in two selected geo-political zones of Nigeria. The collected data was analysed, using descriptive and inferential statistics. The results indicated that seven critical factors are important to successful SM in the research environment. These include engagement of competent project leaders and team members, effective communication, promoting good relationships, formulating a clear project mission statement, management support, and a good SM strategy which are instructive to improve SM. The study recommends the prioritisation of competency in the selection of project teams, effective relationship management and improved information dissemination during construction as the precursors of successful SM and project performance. Stakeholders must be adequately identified and analysed to ensure that they are competent for the contract and appropriate for the job. Construction practitioners, especially project leaders, could use identified critical success factors (CSFs) as a road map in the development of appropriate solutions for successfully managing stakeholders associated in the Nigerian construction industry.

Reimaging stakeholder analysis in project management: network theory and fuzzy logic applications

PurposeThe methods presently used for project stakeholder analysis have typically followed two distinct patterns: (1) a project-centric approach that places a project at the center, and subsequently, concentrates on dyadic relationships between the project and its stakeholders; (2) a network theory-based approach that emphasizes on the interconnections within the network of project stakeholders. The main contention of this study is built upon the premise that neither the sole analysis of dyadic relationships between a project and its stakeholders nor the stand-alone use of the network theory methods is adequate for reliable analysis of stakeholders.Design/methodology/approachThis article proposes a model that bases the salience of stakeholders on their relationships with the project as well as on their interdependencies in the project. In doing so, this work explores the potential of a Fuzzy Inference System (FIS) to provide a comprehensive picture of stakeholder analysis. Using a real-world biodiversity project, this paper analyses the project stakeholders based on their possession of various attributes as well as the extent to which each individual stakeholder influences the entire connected network of all stakeholders.FindingsA salient feature of the proposed FIS model is its ability to provide a high capacity for analyzing the results. The model is able to generate the input–output relationship surface view for stakeholder analysis. Further, unlike the traditional project stakeholder analysis methods that are linear, the proposed model is strongly nonlinear. This implies that change in the input variables of the fuzzy-based model is not expected to lead to a proportional change in the model output.Practical implicationsTwo practical implications can be drawn from the presented stakeholder analysis model. First, confronted with mounting pressure to understand the stakeholder environment and to effectively manage stakeholders, project managers need to establish a sound stakeholder management strategy. The stakeholder analysis model developed herein casts a wider net for the critical ranking of stakeholders in a project, thereby providing a more accurate prioritization of the stakeholders. Second, while stakeholders independently require managerial attention, understanding the effect of competing and cooperative stakeholder interactions are unarguably of great importance. The presented model prompts the project managers to recognize not only the influence of key stakeholders on the project but also the interactions of multiple stakeholders within the stakeholder network.Originality/valueThe proposed stakeholder analysis model possesses several desirable features. First, it is not constrained to capturing only stakeholder attributes discussed in the example project provided in this study. The model is flexible and adaptable to all business and management contexts. Second, the stakeholder mapping in the model is not a function of a sole attribute but rather a cumulative effect of multiple stakeholder attributes. In fact, the power of the suggested model lies in its ability to incorporate the three aspects of stakeholder theory into a single model. Third, the presented model builds a quantitative and qualitative picture of the stakeholder salience. The suggested FIS model is capable of processing both qualitative perception of stakeholder attributes and quantitative analysis of the network of stakeholder interactions. This allows for a more comprehensive and synergistic utilization of model inputs.