Strategic Stakeholder Engagement Research Articles

Formative research to inform development of a new diagnostic for soil-transmitted helminths: Going beyond the laboratory to ensure access to a needed product.

Soil-transmitted helminths (STHs) affect more than 1.5 billion people. The global strategy to control STH infections requires periodic mass drug administration (MDA) based on prevalence among populations at risk determined by diagnostic testing. Widely used copromicroscopy methods to detect infection, however, have low sensitivity as the prevalence and intensity of STH infections decline with repeated MDA. More sensitive diagnostic tools are needed to inform program decision-making. Using an integrated product development process, PATH conducted qualitative and quantitative formative research to inform the design and development of a more sensitive test for STH infections. The research, grounded in a conceptual framework for ensuring access to health products, involved stakeholder analysis, key opinion leader interviews, observational site visits of ongoing STH surveillance programs, and market research including market sizing, costing and willingness-to-pay analyses. Stakeholder analysis identified key groups and proposed strategic engagement of stakeholders during product development. Interviews highlighted features, motivations and concerns that are important for guiding design and implementation of new STH diagnostics. Process mapping outlined current STH surveillance workflows in Kenya and the Philippines. Market sizing in 2016 was estimated around half a million tests for lower STH burden countries, and 1–2 million tests for higher STH burden countries. The cost of commodities per patient for a molecular STH diagnostic may be around $10, 3–4 times higher than copromicroscopy methods, though savings may be possible in time and staffing requirements. The market is highly price sensitive as even at $5 per test, only 27% of respondents thought the test would be used by surveillance programs. A largely subsidized STH control strategy and a semi-functional Kato-Katz test may have created few incentives for manufacturers to innovate in STH diagnostics. Diverse partnerships, as well as balancing needs and expectations for new STH diagnostics are necessary to ensure access to needed products.

Harmonizing scientific rigor with political urgency: policy learnings for identifying accelerators for scale-up from the safe childbirth checklist programme in Rajasthan, India

BackgroundQuick scaling-up of innovative and promising interventions in health systems of low and middle-income countries to rapidly achieve population level benefits is a key challenge. While there is consensus on the need for rigorous scientific evidence on effectiveness of interventions before considering scale-up, there can be significant time lag for the want of gold-standard evidence. The Safe Childbirth Checklist (SCC) programme in India, demonstrated how an innovation was robustly evaluated and scaled up nationally, within a short span of time. In this narrative review, we describe the strategies discussed in various published scale-up frameworks and map them against the strategies adopted by the SCC programme to identify accelerators which facilitated its rapid scale up.MethodsThe narrative review – done from May to June 2017 - involved keyword searches of electronic databases of PubMed, Ovid Medline and Google Scholar. It included the key words ‘pilot’, ‘health innovations’, ‘scale-up’, ‘replication’, ‘expansion’, ‘increased coverage’, ‘conceptual models for scale-up’, ‘frame-works for scale-up’, ‘evidence for scale-up’ in the title of publications,. This search was limited to publications in English after the year 1995. We used snowball sampling approach (by referring to bibliographies of shortlisted publications) to identify additional publications related to scale-up. We then screened the identified publications independently and relevant publications that discussed attributes for a conceptual model for scale-up of public health interventions in low and middle-income countries were shortlisted. We then mapped the strategies we used in SCC program scale up against those described in the shortlisted frameworks to identify seven accelerators which facilitated rapid scale up.ResultsThe identified accelerators were: testing the intervention in real world, resource constrained settings; using an appropriate and time sensitive research design; testing the intervention at substantial scale and in diverse settings; using an adaptive and iterative prototyping approach for implementation; sharing data and evidence with key stakeholders on an ongoing basis; targeting bridge resources through strategic engagement of stakeholders and timely integration of scale-up plans with annual planning and budgeting cycles and systems.ConclusionThese accelerators will complement current frameworks and provide guidance to future scale-up initiatives in India and elsewhere.

Innovation for impact: Business innovation for inclusive growth

The research uses a literature review and case studies to build a framework that describes factors leading to successful innovation for impact (I4I): innovation that enhances corporate performance and creates significant, lasting social impact. Five organizational elements influence I4I: strategic alignment, responsible purpose, institutional drivers, stakeholder engagement, and business model management. Six institutional drivers influence I4I: values, leadership, culture, strategy, structure, and policies. Firms can achieve lasting social impact by targeting systemic factors using the ecology for inclusive growth. Stakeholder engagement increases opportunities for co-creation and enables business-model innovation through knowledge gathering and creation. Strengthening and aligning organizational elements increases the likelihood of I4I, improving corporate performance and enhancing business landscape. Institutionalizing I4I creates an engine for business-model innovation, a powerful source of competitive advantage.

Yogen Früz: it's all about ü

Subject area Entrepreneurship, entrepreneurialism, marketing strategy, strategic stakeholder engagement. Study level/applicability Entrepreneurship policy makers, post-graduate level, practitioners interested in MENA region. Case overview Yogen Früz is a leading frozen-yogurt franchising network started in 1986 in Ontario, Canada, as a small business adventure. It then grew to be the largest frozen-yogurt company in the world after acquiring many of its smaller competitors locally and internationally. In 2002, new key players entered the market and set new benchmarks in the frozen-yogurt industry, which led to Yogen Früz losing its dominance and closing many shops. This case study is written to show how Yogen Früz, the world's largest frozen-yogurt chain, was outperformed by new, small-sized rivals in the industry. This case explains the successful strategic move made by Yogen Früz to adopt a rebranding strategy and reintroduce itself with a totally new brand image. Yogen Früz specializes in frozen yogurt and now has more than 100 flavors and 1,300 outlets around the world. Expected learning outcomes This case study will expose students to a strategically successful example of expansion and critical thinking beyond the daily operation of a business. The students will be able to apply business process models, SWOT analysis. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Strategic Stakeholder Engagement in Public Diplomacy

“Strategic stakeholder engagement,” as a term, concept, or practice has yet to gain wide currency within public diplomacy. That gap, however, may soon close as the international arena transitions from the information age, dominated by the mass media and message-driven strategies, to the global communication era dominated by the social media and relational and network strategies. Earlier models of public diplomacy were based on a one-way flow of information that was detached and impersonal, which are now becoming obsolete. For public diplomats, strategic stakeholder engagement represents a two-fold challenge of identifying the “who” (stakeholders) and the “what” (engagement). This seeks to address those challenges, drawing upon multiple perspective, including business, public relations, development communication, and traditional diplomacy. The paper includes illustrative examples of information, relational and networking public diplomacy initiatives from around the globe.

Abraaj Capital Limited: Celebration of Entrepreneurship (CoE)

Subject area Strategic stakeholder engagement, entrepreneurialism, ecosystem, corporate social responsibility, event management, branding, marketing strategy. Study level/applicability Post-graduate level, practitioners interested in MENSA Region, entrepreneurship policy makers and NGOs. Case overview Abraaj Capital Ltd (Abraaj), a highly reputed private equity investment and management company, strongly believed in corporate social responsibility, strategic stakeholder engagement and entrepreneurship ecosystem development. In November, 2010, Abraaj held the “Celebration of Entrepreneurship” (CoE) a two-day free entrepreneur event, in Dubai. CoE was attended by more than 2,400 participants. The purpose of CoE was to contribute to building an entrepreneurship ecosystem in the Middle East North Africa South Asia region (MENASA). Based on participant feedback, CoE Outcomes and stakeholder feedback, the event was very successful. This case is a good example of community engagement and showcases entrepreneurship ecosystem development. This case also highlights the challenges of putting together a signature event in a very short time frame. The future management dilemmas are also raised on various issues like whether to make this successful event a regular part of their organizational activities, and issues concerning the funding of such events. This case can be used to teach event management, branding, marketing strategy, CSR and entrepreneurship (from the ecosystem point of view). It will appeal to both educationalists and practitioners interested in the MENASA region, policy makers who facilitate entrepreneurship, CSR managers, event management companies and marketing specialist. It can be used to teach both undergraduate and postgraduate courses. Expected learning outcomes Strategy students can focus on marketing and branding strategies; like stakeholder engagement, internal marketing, social media, positioning and brand architecture. Student of event management can learn about prioritizing, adaptability, funding and the complexity of layering a program. Supplementary materials Teaching notes, videos.

What's at Stake? Stakeholder Engagement Strategy as the Key to Sustainable Growth

Charges of labor rights abuses and environmental harm are increasingly common for major brands sourcing in today’s globally expanded supply chains, often presenting major reputational risks at minimum. However, the standard response of attempting to police supply chains by emphasizing compliance standards is often unlikely to be a sufficient or effective long-term solution. Apparel retailer Gap Inc. went from a typical compliance-oriented approach to develop instead a genuine, comprehensive and much more effective stakeholder engagement strategy. Developing strategic stakeholder engagement involves five key steps: 1) stakeholder mapping to get internal engagement; 2) identifying the material issues; 3) defining objectives; 4) resolving issues collaboratively; and 5) embedding engagement. Our research with Gap Inc. management and its external stakeholders shows how this approach proved to be more effective by contrasting two comparable child labor incidents in the company’s supply chain. However, it took time to develop and required a different mindset, including a shift from risk aversion to partnership, from “quick fixes” to sustainable solutions, and an expanded conception of supply chain responsibility going beyond attention to first tier suppliers. As well as solving if not averting problems in the supply chain (and elsewhere), strategic stakeholder engagement helps management see the future, facilitates trust, and can improve the company’s public image. More fundamentally, it provides a deeper understanding of a company’s obligations to its stakeholders and thus is consistent with authentic commitment to corporate social responsibility.

Enhancing the role of participatory scenario planning processes: Lessons from Reality Check exercises

This paper critically assesses a series of scenario planning exercises in the Washington Metropolitan region and the State of Maryland within a broad and evolving framework of participatory planning. Reality Check, as the exercises were called, were a daylong set of activities using tools that encouraged stakeholder participation to develop scenarios focused on long-term regional sustainability. The paper draws upon planning theory, participant reactions, media reports, post-exercise outcomes and author's experiences of shaping the process. It illustrates how the model was adapted to multiple scales and contexts, and variations in desired technical complexity. The paper concludes that such processes have an inherent value in capturing the issues of the future and in creating awareness and knowledge. It argues that certain considerations such as early strategic engagement of stakeholders, flexibility of technical tools and diversity among organizers, all played a role in enhancing the dialogue. Furthermore, it suggests that when timed with favorable external conditions and designed within suitable institutional frameworks, they have the potential to provide a foundation from which tangible regional benefits can be realized.

Integration by case, place and process: transdisciplinary research for sustainable grazing in the Lachlan River catchment, Australia

In a context of global agricultural intensification, integrating conservation and agricultural production is a major challenge. We have tackled the problem using a transdisciplinary research framework. Our work focuses on part of the upper Lachlan River catchment in southeastern Australia. The region is dominated by livestock grazing, and is part of an internationally recognised threatened ecoregion because most native woodland vegetation has been cleared. In productive areas, most remnant vegetation occurs as scattered and isolated paddock trees, which are dying from old age and not regenerating due to agricultural practices. The policy context and industry trends present additional risks for sparse trees. These declining trees provide many ecosystem services, including enhanced water infiltration, shade for livestock, aesthetic and cultural values, and habitat for native species. Our research aims to identify management options and policy settings that enable landscape-scale tree regeneration while maintaining grazing production. Our findings highlight tensions between the trajectory of tree cover in the region and stakeholder values. Under status quo management, many scattered and isolated paddock trees will be lost from farms, although most farmers would like to see them persist. Case studies on selected farms reveal management strategies that may be more sustainable in terms of tree regeneration and agricultural productivity, such as rotational grazing. In addition to these applied insights, our work provides a case study illustrating how a transdisciplinary study can be conducted efficiently by a small team. Our pragmatic approach has successfully combined targeted disciplinary activities with strategic collaborations and stakeholder engagement, all united by shared landscape, case graziers, and outreach activities.

A Study of Community Events Held by Not‐for‐Profit Organizations in Australia

This research questions the role and purpose of community‐based events hosted by not‐for‐profit organizations (NFPs), particularly charities. Followed by a review of the relevant literature, open‐ended interviews were conducted with managers of several Australian charities. The findings identify the key themes of strategic tension, stakeholder engagement, competitive pressures, event structure, event analysis, and review which are likely to be of importance to managers of NFPs who are involved in community events.

Paris on the Mekong: using the aid effectiveness agenda to support human resources for health in the Lao People's Democratic Republic

BackgroundThis study examines the potential of aid effectiveness to positively influence human resources for health in developing countries, based on research carried out in the Lao People's Democratic Republic (Lao PDR). Efforts to make aid more effective – as articulated in the 2005 Paris Declaration and recently reiterated in the 2008 Accra Agenda for Action – are becoming an increasingly prominent part of the development agenda. A common criticism, though, is that these discussions have limited impact at sector level. Human resources for health are characterized by a rich and complex network of interactions and influences – both across government and the donor community. This complexity provides a good prism through which to assess the potential of the aid effectiveness agenda to support health development and, conversely, possibilities to extend the impact of aid-effectiveness approaches to sector level.MethodsThe research adopted a case study approach using mixed research methods. It draws on a quantitative analysis of human resources for health in the Lao People's Democratic Republic, supplementing this with a documentary and policy analysis. Qualitative methods, including key informant interviews and observation, were also used.ResultsThe research revealed a number pathways through which aid effectiveness is promoting an integrated, holistic response to a range of human resources for health challenges, and has identified further opportunities for stronger linkages. The pathways include: (1) efforts to improve governance and accountability, which are often central to the aid effectiveness agenda, and can be used as an entry point for reforming workforce planning and regulation; (2) financial management reforms, typically linked to provision of budget support, that open the way for greater transparency and better management of health monies and, ultimately, higher salaries and revenues for health facilities; (3) commitments to harmonization that can be used to improve coherence of donor support in areas such as salary supplementation, training and health information management.ConclusionIf these opportunities are to be fully exploited, a number of constraints will need to be overcome: limited awareness of the aid effectiveness agenda beyond a core group in government; a perception that this is a donor-led agenda; and different views among partners as to the optimal pace of aid management reforms. In conclusion, we recommend strategic engagement of health stakeholders in the aid effectiveness agenda as one means of strengthening the health workforce.