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This paper aims to address the issue of balance of power among stakeholders in the context of destination marketing and to offer direction for managing its diverse set of stakeholders.

A qualitative approach is used to provide a clearer insight into the phenomenon of stakeholder management in the context of destination marketing. This research uses a combination of three sources of evidence – interviews, documents and physical artefacts (in the sense of the actual web site) – and is based on the in‐depth study of the case of the development of the official web site of Tourism New Zealand (www.purenz.com).

This study shows that a wide variety of organizations and even the entire population of the country who are affected by destination marketing decisions should be recognized as destination stakeholders. Tourism New Zealand's leaders' understanding of cooperation and its value emerged as a major factor having an effect on the cooperation in the purenz development. The different objectives and perspectives of key stakeholders come through clearly in the case study which suggests that different approaches for managing the diverse stakeholders in the context of destination marketing are required.

A key finding that cooperation is not uniform has several implications for national tourism organizations (NTOs) around the globe. Study shows that the expectations of a cooperative process in destination marketing differ from group to group. This provides a useful guidance for Indian NTOs and NTOs in other countries who are responsible for tourism‐related policies in their country. The study makes the clear suggestion to Indian and global tourism practitioners and policy makers that management of various stakeholders in the context of destination marketing is not a given but a strategic choice which is affected by the existing network structure and climate.

This research is based on the data from one of the world's popular tourism destinations – New Zealand – and therefore, provides very valuable and practical guidance for national tourism organizations around the globe. Besides being of immense value to global as well as Indian practitioners, this study opens an avenue for students and academics to determine if there are differences in the understanding and expectations of cooperation among stakeholders of other tourism networks and to investigate the implications of different expectations of cooperation on the balance of power issues in inter‐organizational cooperation.

The purpose of this paper is to present a 2 × 2-perspective of management–stakeholder cooperation in organizational issues. The model encompasses the perspectives of both management and stakeholder and bridges the two dominant views in stakeholder thinking, namely, the transactional and the relational view.

From a state-of-the-art elaboration of the stakeholder literature, this paper combines two separate perspectives on management–stakeholder cooperation.

The bilateral perspective stresses that the ease of this collaboration not only depends on the willingness of management to pursue cooperation, but also on that of the stakeholder. The double-motive perspective signifies that both parties can be dominantly motivated by either individual, issue-based reasons (transactional motives) or by the desire to establish lasting relationships (relational motives).

This paper presents a more elaborate picture of management–stakeholder cooperation by combining the transactional concept of stakeholder salience with the concepts “stakeholder reputation” and “management reputation” associated with the relational dimension.

This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs.

The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises.

The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance.

The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed.

The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital.

This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

Stakeholder capitalism (SC) advocates that organisations should focus on creating long-term value for all key stakeholders rather than maximising short-term profits for shareholders. This paper aims to explore whether and how business organisations have applied stakeholder capitalism principles (SCPs) during the COVID-19 pandemic and how these efforts were communicated in integrated reports.

This study is based on the content analysis of the text extracted from the integrated reports of 22 companies categorised as excellent in the 2020 EY Excellence in Integrated Reporting Award 2020. The research material consisted of paragraphs that reflected how the company observed the SCPs in practice.

The stakeholder responsibility principle was the most represented by the examined companies, followed by the principles of continuous creation, stakeholder engagement and stakeholder cooperation. The COVID-19 pandemic has propelled the necessity of implementing innovative solutions to counteract the virus's spread. It has also spurred the need for two-way digitalised communication between the executives and stakeholders. The new situation also required collaborative approaches in the forms of partnerships, joint initiatives and programmes to ensure employee safety and help communities recover from the social and economic impacts of the pandemic.

This study links SC with integrated reporting (IR) and contributes to the literature by providing new insights into how SCPs have been applied during the COVID-19 pandemic. This discussion suggests that whereas these principles determine how the companies must act to satisfy stakeholders expectations, integrating reporting may help develop a report that is stakeholder-oriented and which responds to their information needs.

Partnerships for sustainability involve the cooperation of several direct and indirect stakeholders. Direct stakeholders are project partners who can include sponsoring brands, manufacturers or retailers; and sponsored sports clubs or social institutions, and indirect stakeholders relate to potential customers, the general public and government agencies. The knowledge and competencies of direct and indirect stakeholders are integrated to ensure common project-based sustainability and individual goals. This integration is essentially facilitated by image transfer and self-identification effects, which strengthen stakeholder commitment and trust, and ultimately contributing to a higher relationship quality. However, sustainability partnerships experience several challenges. The challenges lie in selecting suitable partners; formulating partner requirements; determining partner contributions; evaluating and controlling partner integration and, further, enhancing cooperation and relationship quality among selected partners. To attend to these challenges requires a holistic and systematic process for stakeholder integration in sustainability projects. In this chapter, a process model for stakeholder integration for sustainability projects is developed based on the relevant theoretical and empirical research on relationship and sustainability marketing. In particular, the possibilities of digital integration are taken into account in the process. The model can be used to manage co-creation partnerships for sustainability including the selection, evaluation and controlling of stakeholder relationships to derive strategies and measures to improve relationship quality.

This study aims to investigate the relationships between the different strengths of ties (strong ties and weak ties), types of trust and project performance in megaprojects.

A questionnaire survey was conducted with various experts and professionals involved in megaprojects, and 350 valid responses were received. Data was analyzed by means of structural equation modeling.

The results show that both strong ties and weak ties have positive impacts on trust in megaprojects, but weak ties have a more significant positive effect than do strong ties. Unexpectedly, the introduction of interorganizational trust significantly weakens the effect of the strength of ties on project performance. The indirect influence of the strength of ties on performance has different paths. Weak ties have an indirect effect via calculative trust and relational trust. However, in a strong ties network, inferior stakeholders lack the information necessary to complete a megaproject, and they believe that calculative trust will not promote project performance until the megaproject is successfully delivered. Thus, the effect of calculative trust on project performance is not significant.

These findings provide evidence in regard to strength of ties governance being a part of the effective strategy in improving megaprojects’ performance. It also demonstrates the mediating function of trust and advances the current understandings of the underlying mechanism of the strength of ties on project performance, thus providing implications for researchers and practitioners. However, this study has some limitations. For example, the strength of ties and trust between organizations are a dynamic process in megaprojects. This study does not conduct in-depth analysis of the evolution mechanism and investigate the different levels of trust at different stages of the megaproject. Future research can be guided by these directions.

The main contribution of this study is fourfold. First, this study enriches the literature on strength of ties by accentuating the roles of trust in megaproject context. Second, this study contributes to the theoretical development of a conceptual model for explaining the interrelationships among strength of ties, types of trust and project performance. Third, this study responds to the call “which dimension (i.e. strong ties or weak ties) is more influential” by exploring the direct and indirect effects of strength of ties on project performance. Finally, this study breaks through the limitation of traditional cognition that megaproject management can be met by relying on rigid contracts. In other words, trust can supplement the weakness of rigid contract by forming contract flexibility with different strength of ties. Meanwhile, the specific strategies to establish and maintain trust are given, such as building information model (BIM) collaboration platform and reputation management mechanism.

The purpose is to understand the manner in which companies use management accounting and control systems (MACS) for dialogical communication in assisting collaboration and the coordination of actions. The task of the research is to answer the following questions: why is it important to support dialogical communication by MACS in the organisation? Who are the salient stakeholder(s) in a company implementing collaboration and cooperation? How does one analyse and understand the role of MACS as a medium for supporting dialogical communication? Which aspects of dialogical communication are (not) fulfilled in the implementation of MACS and why?

This study's philosophical assumptions are based on relational constructivism as a social science perspective. This study uses a participative action and observation case study as its methodology.

Based on this case study, it can be concluded that most of the assumptions that dialogue could take place were fulfilled in departments in need of changes for competition and economic reasons. In the departments that did not need changes, assumptions of mutual openness, mutual confirmation and non-manipulation were not fulfilled – information from MACS was hidden and censored. The open dialogue by MACS between ground and senior groups was prevented resulting in a lack of information on different practices at the organisational level. One assumption that was problematic even in departments in need of changes was the assumption of non-evaluation. There is a paradox or contradiction between the contemporary business environment needing innovativeness and creativity, which means free and open communication without evaluation, and the coordination and control function which is a common part of MACS.

In this study, the data collection, documentation and analysis were carefully conducted and several methods applied to deal with possible bias. Nevertheless, the problem of the observer bias cannot be entirely eliminated since an individual researcher can never be separated from his or her background, philosophical views and experiences.

The paper makes a strong practical contribution. Based on this case study, it has been demonstrated that MACS could be a medium to support dialogue between senior and ground levels if: senior management sees the need for dialogue between organisational members; management and other organisational members support and believe in dialogue which could be mediated by MACS.

The conceptual novelty of the research lies in tying the concept of dialogue in the environment of stakeholder capitalism with the MACS framework. The contribution of this research is to shed more light on the role of MACS as one option of mediums for supporting dialogue between top and ground-level managers.

Cooperatives play a dominant role in the European dairy sector. The aim of the study is to define a sustainable business model of dairy cooperatives and explore how stakeholders can contribute to innovation processes generated in this ecosystem.

Starting from theoretical assumption and investigation of three major cooperatives located in an ecological agricultural Poland region, known also as “Green Lungs of Poland,” the authors propose a sustainable business model where the role stakeholders in the value co-creation is emphasized.

The findings of this paper show how the involvement of various stakeholders by the cooperatives contributes to the development of innovations that meet customer expectations, thereby concurring to the creation of social, environmental and economic value.

This paper formulates a business model integrating theoretical assumptions from the literature review with empirical evidence by exploring the roles of stakeholders that contribute and incorporate innovation, responsibility and sustainability into the core of activities of cooperatives.

The development of tourism is emerging in some places of the world’s destinations and the problem of overtourism is an expression of the mechanisms and behaviours of entities in the public space that is a city or region. For many years, on the practical and theoretical ground, various ways of describing these phenomena have been sought. These include the theory of stakeholders that combines approaches that refer to strategic management, value-chain theory, resource-based theory, CSR concepts or those embedded in the institutional concept, game theory and the theory of property rights. The paper aims to discuss these issues.

The paper discusses the overtourism problem from the point of view of selected aspects of stakeholder theory on the example of one of the most popular cities in the world – Krakow, where for several years there has been a discussion about overtourism and the effects of this phenomenon for residents, enterprises and other stakeholders. It can be hypothesised that the stakeholder theory and co-management can be an inspiration to seek a solution to this growing problem.

The result of the discussed problems is the indication of the role of stakeholders in the appearance of the ovetourism phenomenon and the protection of activities aimed at implementing the co-management concept at the local and international level.

Here are not many research results and the empirical data describing the problem from point of view stakeholder theory connected with overtourism. It is also the problem of overlapping different approach and theories. This shows possibilities to grow of research in this field.

Stakeholders theory help to solve many problems in corporate management as well as in public institutions. It gives the possibilities to include in analysis different social groups and entities. This kind of research and approach could be used for creating of the regional policies and sustainable development. An important role to play in the process of creating co-operative structures between stakeholders has co-managerial and academic environments. They can be a place for both discussions, conducting research and a meeting place for thematic groups solving specific problems.

Overtourism is a problem concerning various areas of functioning of historical cities. They are obliged to provide and protect the cultural heritage of all humanity. The theory of stakeholders and the co-management concept create the possibility of managing the ovetourism phenomenon. They have, therefore, an important social aspect. Their goal is to cooperate and integrate activities around key social and economic problems at the local, national and international levels.

It is an adaptation and searching of methods for describing the new phenomena in tourism and cities development. It is an attempt at a holistic approach to problems related to the common space and resources owned by various stakeholders.