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1 – 4 of 4Vicki Antonia Oliveri, Glenn Porter, Chris Davies and Pamela James
In 2020, mining activity by Rio Tinto destroyed rock caves in Western Australia's Juukan Gorge that are considered sacred sites by the First Nation Peoples of that area, the Puutu…
Abstract
Purpose
In 2020, mining activity by Rio Tinto destroyed rock caves in Western Australia's Juukan Gorge that are considered sacred sites by the First Nation Peoples of that area, the Puutu Kunti Kurrama and Pinikura (PKKP) Peoples. This paper examines the public response to the damage caused at this culturally sensitive site and identifies cultural heritage protection strategies that emerged in the aftermath of this catastrophic event.
Design/methodology/approach
This research applies a qualitative case study method and analysis of open-sourced official policy documents, media reports and published institutional statements.
Findings
The research identified specific cultural heritage protection strategies, including stakeholder-driven advocacy and shared values approach to business practices to help foster a greater appreciation of the connections between people, objects and lands. Whilst the mining activities were considered lawful, significant gaps in the legislation to protect heritage sites were also exposed.
Originality/value
Using a recent case that occurred in 2020, this paper unpacks how the motivations for accessing minerals can override cultural sensibilities and legal/ethical frameworks established to protect cultural heritage. This paper brings to light the liabilities associated with the mining industry when operating in a culturally significant environment where appropriate due diligence to manage cultural heritage is not thoroughly applied. The paper highlights the role the community can play in demanding improved corporate social responsibility which can, in turn, act as a strategy for cultural heritage protection.
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Vladislav Valentinov and Constantine Iliopoulos
Transaction cost economics sees a broad spectrum of governance structures spanned by two types of economic adaptation: autonomous and cooperative. Stakeholder theorists have drawn…
Abstract
Purpose
Transaction cost economics sees a broad spectrum of governance structures spanned by two types of economic adaptation: autonomous and cooperative. Stakeholder theorists have drawn much inspiration from transaction cost economics but have not paid explicit attention to the centrality of the idea of adaptation in this literature. This study aims to address this gap.
Design/methodology/approach
The authors develop a novel conceptual framework applying the distinction between the two types of economic adaptation to stakeholder theory.
Findings
The authors argue that the idea of cooperative adaptation is particularly useful for describing the firm’s collaboration with primary stakeholders in the joint value creation process. In contrast, autonomous adaptation is more relevant for firms interacting with secondary stakeholders who are not directly engaged in joint value creation and may not have formal contractual relationships with the firm. Accordingly, cooperative adaptation can be seen as vital for resolving team production problems affecting joint value creation, whereas autonomous adaptation addresses how the firm maintains legitimacy within the larger stakeholder environment.
Originality/value
Similar to its significance for transaction cost economics, the distinction between the two types of adaptation equips stakeholder theory with a new systematic understanding of a potentially broad spectrum of firm–stakeholder collaboration forms.
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De-Graft Owusu-Manu, Emmanuel Ofori-Yeboah, Edward Badu, Augustine Senanu Komla Kukah and David John Edwards
This study aims to investigate the effects of moral hazard on quality and satisfaction of public–private–partnership (PPP) construction projects in Ghana.
Abstract
Purpose
This study aims to investigate the effects of moral hazard on quality and satisfaction of public–private–partnership (PPP) construction projects in Ghana.
Design/methodology/approach
After undertaking a literature review, questionnaires were used to elicit responses from respondents. Population consisted of quantity surveyors, project managers, procurement officers, consultants, public agency officers involved in PPP projects, private partners and contractors. A total of 211 questionnaires were received from 250 distributed. Purposive and snowballing sampling techniques were adopted. Analytical tools were Cronbach’s alpha for testing reliability, regression, mean score ranking and relative importance index.
Findings
Reduced mutual trust and respect, poor clarity of project objectives; consequence on decision-making; less effective construction process; and increased construction risks were the significant effects of moral hazard on satisfaction of PPP construction projects. Value-based effects; manufacturer-based effects; product-based effects; user-based effects; and transcendent-based effects were the significant effects of moral hazard on quality of PPP construction projects.
Practical implications
Construction stakeholders involved in delivering PPP projects ought to take note of the findings and recommendations arising. Further studies should explore the effects on other project performance indicators apart from satisfaction and quality.
Originality/value
This paper extends knowledge in the area of exploring the effects of moral hazard on PPP project satisfaction and quality. The findings are beneficial to both academia and industry practitioners.
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The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.
Abstract
Purpose
The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.
Design/methodology/approach
An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.
Findings
The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.
Research limitations/implications
This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.
Practical implications
The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.
Originality/value
This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.
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