Background:Complex multinational projects aiming at developing solutions in healthcare, like the SQUEEZE project, need to build fruitful relationships with stakeholders to make the research more ...efficient, relevant and implementable. Many institutions and networks have developed frameworks for stakeholder engagement. Still, the practicalities are unclear, and many are focused solely on patient and public involvement, not on the involvement of researchers, clinicians, or other stakeholders.Objectives:To develop a stakeholder strategy efficient enough to provide clear guidance on where, when, and how to involve stakeholders in the context of the SQUEEZE project. To implement it and test it in the first year after its development.Methods:The overall SQUEEZE stakeholder strategy was built systematically and iteratively adapting Barkhordarian et al.’s framework 1 consisting of seven steps: 1) Defining, 2) Long-listing, 3) Mapping, 4) Visualizing, 5) Verifying, 6) Mobilizing, and 6) Evaluating. After the development and endorsement, the evaluation included the evaluation of KPIs: stakeholder satisfaction, engagement, influence, and impact. For their measurement, we developed surveys and interviews.Results:The SQUEEZE stakeholder strategy included objectives, values, and actionable points. Several rounds of eliciting dynamics, including patient journeys, favoured an exhaustive long listing that was further reduced. All the identified stakeholders were categorised into significant domains for the project. The work-package (WP) leaders were then surveyed to identify which of the listed stakeholders were relevant for their studies and outputs and why and whether they could identify additional critical stakeholders. The level of preferred engagement was finally decided for each stakeholder on their relevance for implementing SQUEEZE products, the level of influence, and the likelihood of engagement. The stakeholders were then mapped into the research cycle phases to identify the timing for involvement. Finally, actionable strategies were established by tailoring the different groups to the tasks in the SQUEEZE WPs and adding potential outcomes to guide the evaluation, e.g., improved retention rates and recruitment for the involvement of PRPs, etc. The strategies include specific training, recruitment for focus groups, webinars, checklists, etc.After 6 months of issuing the strategy, the WP leaders identified some areas for improvement (Table 1). The survey to stakeholders showed high levels of engagement and satisfaction with the project. The discussions with the strategy team disclosed potential drawbacks of the strategy that had not been well implemented.Table 1. Overview of the stakeholder strategy evaluation by the WP leaders (randomly represented in columns).Conclusion:The SQUEEZE stakeholder strategy provides a comprehensive approach for stakeholder involvement in all work packages of this complex international multinational project. Evaluation, an often-missing part of stakeholder involvement strategies, is an inherent part of the strategy. The developed strategy can be a blueprint for other projects.REFERENCES:1 Barkhordarian A, et al. J Transl Med. 2015;13:15.Acknowledgements:This project has received funding from the European Union’s Horizon Europe research and innovation programme under grant agreement No 101095052 and from the Swiss State Secretariat for Education, Research and Innovation (SERI).Disclosure of Interests:None declared.
Stakeholder-engaged research (SER) is common in many health-related fields and is gaining momentum in aphasiology. Stakeholder-engaged research shares many of the same goals and values as the Life ...Participation Approach to Aphasia (LPAA). The aim of this article is to identify how these two frameworks complement each other and can be applied to aphasia research. This is accomplished by first defining SER and highlighting associated benefits and challenges and then exploring the ways that SER and LPAA's core values support each other. The authors' SER project is discussed to illustrate the synergy between SER and LPAA and highlight the potential research and clinical impacts of expanding the use of SER in aphasiology.
Purpose
This study aims to explore the determinants of engagement with and of stakeholders in corporate social responsibility (CSR) decision-making.
Design/methodology/approach
Using stakeholder ...theory, this study is mainly based on business ethics and CSR literature to develop a model depicting social and organizational contextual factors for engagement in the context of CSR decision-making.
Findings
This study identifies nine antecedents for engagement with and of stakeholders in CSR decision-making. Based on stakeholder perspective, the author explores how engagement constructs are influenced at both social and organizational levels by the determinants stakeholder pressure, stakeholder roles, stakeholder resources, stakeholder relationships, stakeholder management, two-way communication, procedural justice, interactional justice and stakeholder proactive strategy.
Practical implications
This study provides insights for companies regarding the determinants underlying engagement to reflect its importance in the context of CSR decision-making.
Social implications
A better understanding of the determinants of engagement is critical because engagement contributes to achieving “win-win” solutions that ensure increased stakeholder satisfaction.
Originality/value
To the best of the author’s knowledge, this paper is one of the first to explore the determinants of engagement with and of stakeholders in CSR decision-making at both social and organizational levels by referring to stakeholder theory.
Stakeholder influence strategies in construction projects Nguyen, Tan Hai Dang; Chileshe, Nicholas; Rameezdeen, Raufdeen ...
International journal of managing projects in business,
01/2020, Letnik:
13, Številka:
1
Journal Article
Recenzirano
Purpose
The purpose of this paper is twofold: first, to investigate strategies that external stakeholders can employ to affect construction project outcomes and, second, to identify essential ...requirements for utilising each strategy.
Design/methodology/approach
A new theoretical framework of stakeholder influence strategies was proposed and applied. The research design is a multi-case study, comprising four cases in the construction industry in Vietnam.
Findings
Seven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building. When possessing project inputs, stakeholders can affect a project directly via a withholding or compromising strategy. Communication is available to those who have basic communicating skills; however, direct action is only employed by groups that include a large number of members. Objectors must have common interests or goals with their potential allies for using coalition building. Conflict escalation is restricted to communities having distinctive characteristics which can be used to create new problems sensibly, while credibility building is used by parties possessing adequate resources and expertise.
Research limitations/implications
This study’s generalisability may be limited by the main source of data and the types of projects in the selected cases.
Practical implications
This study provides directions for project managers to predict stakeholder influence by taking project inputs and utilisation requirements of the strategies into consideration.
Originality/value
This study is one of the first investigations on stakeholder-attributes-related requirements for utilising influence strategies in projects.
Prior research on organizational trust has not rigorously examined the context specificity of trust nor distinguished between the potentially varying dimensions along which different stakeholders ...base their trust. As a result, dominant conceptualizations of organizational trust are overly generalized. Building on existing research on organizational trust and stakeholder theory, we introduce a more nuanced perspective on the nature of organizational trust. We develop a framework that distinguishes between organizational stakeholders along two dimensions:
depth
of the relationship (deep or shallow) and
locus
(internal or external). The framework identifies which of six dimensions of trustworthiness (benevolence, integrity, managerial competence, technical competence, transparency, and identification) will be relevant to which stakeholder type. We test the predictions of our framework using original survey data from 1,298 respondents across four stakeholder groups from four different organizations. The results reveal that the relevant dimensions of trustworthiness vary systematically across different stakeholder types and provide strong support for the validity of the depth and locus dimensions.
Project portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behavior and stakeholder management are key ...success factors for project portfolios. Furthermore, stakeholder management must not only focus on single stakeholders but also account for stakeholders influencing one another in fairly complex interactions of multiple and potentially interdependent stakeholders.
Our quantitative study of internal key stakeholders' engagement in the PPM process is based on a survey using 223 project portfolios from medium to large firms in Austria, Germany, and Switzerland. We investigate the intensity of stakeholders' engagement in the three phases of the PPM process compared with expectations from PPM standards and role descriptions. Further, we analyze the interdependencies between the levels of stakeholder engagement and identify patterns of stakeholder behavior.
Our study assists in explaining the relevance of stakeholders to PPM. We further integrate stakeholder theory with a highly relevant management approach (PPM) and thus enhance the explanatory value of stakeholder theory. Finally, the current findings enable managers to address stakeholders more effectively through an increased understanding of stakeholder behavior and its consequences.
The stakeholders' view represents one of the key dimensions that affect companies' performance, directly impacting the managerial decision-making process. However, despite many theoretical studies ...that suppose the relevant role covered by the stakeholders' perception in the value creation process of organizations, no empirical evidence on whether and how it affects companies' profitability has been produced. In this context, by focussing on a sample of 141 firm-year observations over the period 2017-2019, this paper uses a linear regression model to investigate and fill this gap. Findings significantly show that a high stakeholders' perception score (SPS) increases firms' profitability, providing insights that implementing a strategy oriented to stakeholders' engagement affects a company's economic performance. It is suggested that practitioners integrate stakeholders' perception into performance management system (PMS) processes to achieve economically and environmentally-oriented performance.
Este estudo investigou o impacto das práticas ambientáis na alavancagem de empresas corn açôes comercializadas na B3 em 2022, utilizando urna amostra de 326 empresas com dados financeiros disponíveis ...no Economatica. A análise de regressâo logística revelou uma relaçao negativa entre a alavancagem e as práticas ambientáis, isso sugere que as empresas que adotam essas práticas podem reduzir seus niveis de endividamento. Este estudo contribui para o apro fundamento da compreensao das interaçôes entre práticas ambientáis e estrutura de capital das empresas, fornecendo informaçoes importantes para pesquisas futuras nesse campo.
The need to use Building Information Modelling (BIM) for Construction and Demolition Waste (CDW) minimisation is well documented but most of the existing CDW management tools still lack BIM ...functionality. This study therefore assesses the expectations of stakeholders on how BIM could be employed for CDW management. After a review of extant literature to assess the limitations of existing CDW management tools, qualitative Focus Group Interviews (FGIs) were conducted with professionals who are familiar with the use of BIM to understand their expectations on the use of BIM for CDW management. The 22 factors identified from the qualitative data analyses were then developed into a questionnaire survey. The exploratory factor analysis of the responses reveals five major groups of BIM expectations for CDW management, which are: (i) BIM-based collaboration for waste management, (ii) waste-driven design process and solutions, (iii) waste analysis throughout building lifecycle, (iv) innovative technologies for waste intelligence and analytics, and (v) improved documentation for waste management. Considering these groups of factors is key to meeting the needs of the stakeholders regarding the use of BIM for CDW management. These groups of factors are important considerations for the implementation and acceptance of BIM-based tools and practices for CDW management within the construction industry.
This article introduces the business models for sustainability innovation (BMfSI) framework to study how business models mediate between sustainability innovations and business cases for ...sustainability. The BMfSI framework integrates two major perspectives (implicitly) found in the sustainable business model literature. The first is the agency perspective. It takes into consideration that some form of agency is needed, that is, “someone” who takes decisions and acts. Sustainable entrepreneurs are discussed as those agents who align their new or existing business models with sustainability innovations in order to be successful in business and to create value with and for stakeholders. The second perspective is the systems perspective, which acknowledges that business models are always embedded within sociotechnical contexts through which, for example, public policies, private financing, or stakeholder interests influence whether and how business models can be developed. The agency and systems perspectives are integrated in the so-called business model mediation space. This theoretical notion embraces the decisions and activities pursued by sustainable entrepreneurs as they align their business models with sustainability innovations on the one hand and the influence of environmental contingencies, barriers, and stakeholders from the sociotechnical context on the other hand. The paper concludes with propositions for future research derived from the BMfSI framework.
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