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This chapter investigates the outcome of the ongoing interactions between the Danish University College of Northern Denmark and stakeholder networks in the Italian destination Campi Flegrei. The findings of this study show that the benefits of the interactions among students, lecturers, and destination stakeholders are manifold and show that the challenge resides in strengthening the flux of knowledge sent back to destination stakeholders. Thus, the authors suggest an action- and stakeholder-oriented approach for future knowledge transfer from the educational institution to the destination stakeholders.

The importance of organizational-stakeholder relationships has been an interesting subject in the organizational literature.

In this chapter, the evolution of the concept of stakeholder and how crucial is the company’s interaction and cooperation with them to achieve common goals has been studied. Initially stakeholder was considered a synonym of shareholder but throughout the years the category has expanded including managers, employees, suppliers, and other key actors, until the current meaning: stakeholder is “any group or individuals who can affect or is affected by the achievement of the organization’s objectives” (Freeman, 1994). Hence for running successful businesses, the companies need to acknowledge the existing stakeholders and provide them expected benefits, proportionally to their relevance, which is based on their power, legitimacy, and urgency. The chapter concludes by showing us the main principles that identify the management duties to all stakeholders and the necessity of increasing their involvement in decision-making processes.

The objective of this final chapter is to summarise the entire study through an overview of each chapter, and provide an analysis of the limitations and areas of future research. Section 7.2 provides the summary, whereas Section 7.3 outlines some of the limitations of the study, including the model itself and its assumptions, the statistical measure utilised, and the problems with the survey including the response rate. Section 7.5 highlights the potential future areas of research within stakeholder theory.

The pursuit of sustainable development goals (SDGs) is the primary driver of road infrastructure development (RID), but multiple parties are involved in the process, causing confusion. To effectively manage stakeholder processes, Jeffry (2009) proposed a framework based on a preventative double-path relationship between stakeholders and institutions. Bal et al. (2013) proposed a five-stage framework for stakeholder management, which includes identifying key players and issues, conducting analysis and plans, tightening restraints on making promises, creating a plan and soliciting input from interested parties, and monitoring its effectiveness. Successful stakeholder management for sustainable road infrastructure project (SRIP) implementation has been shown to have several benefits, such as enhanced understanding of the fiscal position, improving status, building relationships, developing trust, and enduring collaborative relationships, distributing skills and practices, and recognizing and mitigating threats and vulnerabilities. Infrastructure projects involving roads include a range of complex activities, and it is essential for infrastructure projects to evaluate potential project partners prior to making a final decision. Dealing with many stakeholders and maintaining a reasonable degree of concordance between their interests is crucial for fruitful endeavours. It is important for project groups and partners to have a shared understanding of the project’s goals and solicit their input and for a precise approach to identify and manage project partners throughout the execution phase. However, RID is still in its infancy when it comes to managing stakeholders and relationships. Stakeholder management has been ad hoc due to a lack of standardized methodologies, approaches, strategies, and processes, and infrastructure development procedures should include a systematic approach to managing stakeholders. The bulk of SRIP implementation needs come from stakeholders, making project partners crucial. The sustainable development (SD) strategy emphasizes the importance of SRIP execution to stakeholders, such as architects, quantity surveyors, conservationists, environmentalists, regional managers, project managers, suppliers, subcontractors, and sustainability consultants. This section of the research addressed the omissions of previously analysed comprehensive factors in SID models and frameworks, including climate change response, public involvement, and stakeholder management. Strategies for filling these gaps were discussed. An analysis of relevant academic literature was conducted.

The purpose of this study is to examine the influence of stakeholder integration and project complexity on information technology (IT) projects in Kenya. The following research question guided our inquiry: what is the influence of project complexity and stakeholder integration on the performance of IT projects in Kenya?

To advance the current understanding of the effect of stakeholder integration and project complexity on IT projects, multiple regressions were used to predict how project complexity and stakeholder integration influence project performance. Both government-funded and privately funded IT projects from a developing country were examined.

The study found that any project’s complexity and stakeholder integration levels offer a distinctive contribution to its success. Theoretically, the study contributes to linkages between stakeholder integration and project complexity concerning IT project performance. Through the adoption of actionable research and theoretical elaboration, we have shown that the successful execution of IT projects is driven by the successful integration of stakeholders and monitoring the level of complexity at each phase of the project.

The findings of this study add to the burgeoning literature on the performance of IT projects and come with several managerial implications as well. It brings to the fore the concept of stakeholder integration as an essential element of project success. The findings suggest that the inclusion of stakeholder integration into corporate decisions, strategies and policies can be an asset to the production of sustainable competitive advantages needed during the implementation of IT projects in government entities and organisations. As shown in this study, all the above require a collaborative platform allowing for data sharing among diverse stakeholders to ameliorate distrust or lack of information.

This study aims to analyze the implications of the recent European Union Regulation 2023/1542 on the circular economy and stakeholder strategies within the electric vehicle lithium-ion battery (EV-LIB) sector. It aims to explain the policy intentions, recommend practical strategies for stakeholders and examine how the new regulation exerts pressure on stakeholders to transition from older directives to more sustainable practices and operational standards, while also highlighting policy gaps.

The research employs a dual-method approach, combining text analysis of EU legislation with semi-structured interviews of industry stakeholders. This methodology allows for a comprehensive understanding of the regulatory impacts by integrating legislative intent with practical, on-the-ground insights from key players in the EV-LIB sector.

Our findings show that the three aggregated dimensions of operational sustainability, R&D and new technologies and collaborative dynamics are the key dynamics underlying the intended outcomes. The findings also highlight the policy’s historical development, the stakeholder categories, the implications for each and practical recommendations in responding to the policy requirements. Additionally, the findings identify policy gaps, such as weak incentives and broad economic operator classifications, with examples from international markets. The regulation creates proactive stakeholders driving innovation and collaboration and reactive ones adapting to changes, where static implicit implications may affect their viability by imposing unequal burdens.

To the best of the authors’ knowledge, this paper is the first to analyze the new EU Regulation 2023/1542, offering novel insights into the strategic responses required by stakeholders to adapt to the regulatory pressures. By focusing on the latest regulatory framework and its practical implications, the study bridges the gap between policy and practice, providing valuable guidance for industry players navigating the evolving regulatory environment.

• (1)

  EU’s policy shift from Directive to Regulation (EU) 2023/1542 has extended implications on the Electric Vehicles battery sector.

• (2)

  Duel qualitative methods of text analysis and semi-structured interviews validated three aggregate dimensions and policy gaps.

• (3)

  R&D with advancing technology, Operational sustainability and safety and Collaboration dynamics are dominating the scene.

• (4)

  Emergence of Proactive vs Reactive stakeholder dynamics.

• (5)

  The broad classification of “economic operators” and insufficiently detailed incentives, hinting at potential competitive imbalances and underexplored roles of end-users in achieving circular economy goals are appearing policy’ gaps.

EU’s policy shift from Directive to Regulation (EU) 2023/1542 has extended implications on the Electric Vehicles battery sector.

Duel qualitative methods of text analysis and semi-structured interviews validated three aggregate dimensions and policy gaps.

R&D with advancing technology, Operational sustainability and safety and Collaboration dynamics are dominating the scene.

Emergence of Proactive vs Reactive stakeholder dynamics.

The broad classification of “economic operators” and insufficiently detailed incentives, hinting at potential competitive imbalances and underexplored roles of end-users in achieving circular economy goals are appearing policy’ gaps.

Anchored in the theories of brand gestalt and stakeholder perspectives, this study aims to undertake a comprehensive examination of the brand gestalt concept, emphasizing its multidimensional nature and the process of co-creation.

Focused within the context of the Wonderful Indonesia brand, the research draws upon a rich qualitative data set derived from in-depth interviews conducted with 18 international tourists, supplemented by netnography (or internet ethnography) of websites, social media and online articles related to Wonderful Indonesia. Using grounded theory methodology, the qualitative data undergo rigorous analysis to identify emergent themes and patterns.

The research elucidates the four dimensions (4S) comprising brand gestalt: storyscapes, sensescapes, servicescapes and stakeholderscapes. Each dimension is further delineated into essential categories, providing a comprehensive understanding of brand gestalt. This study highlights the collaborative nature of brand gestalt, emphasizing the involvement of multiple stakeholders in shaping the brand's identity and perception. Consumer perceptions of co-creation are identified as significant contributors to brand gestalt, enhancing the brand's value proposition.

Destination management and practitioners can use the insights from the research to refine their brand management and marketing strategies by leveraging the dimensions of brand gestalt. Recognizing the collaborative construct of brand gestalt can guide businesses in fostering meaningful relationships with stakeholders and aligning branding efforts with collective visions. Understanding the role of consumer co-creation in brand development can inform strategies aimed at enhancing brand equity and fostering consumer loyalty.

This study extends existing literature on brand gestalt by providing a comprehensive examination of its four dimensions and essential categories. By emphasizing the collaborative nature of brand gestalt, this study contributes to advancing the understanding of brand co-creation paradigms. The identification of consumer perceptions of co-creation as a significant factor in brand gestalt adds novel insights to the literature, offering valuable implications for brand management and marketing strategies.

This study aims to investigate the causal relationships among environmental, social and governance reporting (ESGR), stakeholder sustainability awareness, use of artificial intelligence (AI), sustainability culture, innovation performance and climate resilience of organizations across diverse sectors in Sri Lanka.

A survey was conducted among 327 respondents, including senior accounting professionals, operations managers and functional heads to gather company-level data in various industries in Sri Lanka. A disjoint two-stage approach validated the measurement model, and the partial least squares structural equation model (SEM) was used to test the proposed hypotheses.

The analysis evidences the mediating role of stakeholders' sustainability awareness on the relationship between ESGR and sustainability culture. Furthermore, it emphasizes the role of sustainability culture in driving climate resilience. Innovation performance acts as a moderator, strengthening the relationship between the use of AI and sustainability culture.

The study suggests that organizations should strategically use ESGR, integrate AI and prioritize stakeholder engagement to strengthen their commitment to sustainability. These provide insight for decision-making in organizations seeking to align with sustainable business practices.

It explores the use of AI to enhance ESGR and sustainability culture, providing a broader understanding of how organizations manage AI and stakeholders in sustainability issues.

Stakeholder interests are complex, sensitive and highly uncertain and may influence the development of net zero carbon building (NZCB). However, this study aims to conduct a systematic literature review to explore the stakeholder interests towards achieving NZCB.

A total of 62 articles were identified from the Scopus database and thoroughly reviewed to extract relevant information on stakeholders' interest towards achieving NZCB.

A total of 28 stakeholder interests influencing the development of NZCB were identified from the literature and were classified into six major groups according to their uniqueness (economic, social, environmental, technological, political, regulatory and legal).

The findings of this study provide insight into the specific stakeholder interests towards achieving NZCB. Thus, the findings of this study could serve as a guide for future research, policy formulation and implementation to expedite the practice of building towards net zero carbon (NZC). Empirical studies are suggested in future studies to test and consolidate the theoretical claims of this study.

This paper undertakes a comprehensive systematic review of studies on stakeholder interests towards achieving NZCB, which is the least investigated in the literature.