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This research investigates how the value creation interests and activities of different stakeholder groups within one open source software (OSS) project influence the project's development over time.

The authors conducted a case study of OpenSimulator using textual and thematic analyses of the initial four years of OpenSimulator developer mailing list to identify each stakeholder group and guide our analysis of their interests and value creation activities over time.

The analysis revealed that while each stakeholder group was active within the OSS project's development, the different groups possessed complementary interests that enabled the project to evolve. In the formative period, entrepreneurs were interested in the software's strategic direction in the market, academics and SMEs in software functionality and large firms and hobbyists in software testing. Each group retained its primary interest in the maturing period with academics and SMEs separating into server- and client-side usability. The analysis shed light on how the different stakeholder groups overcame tensions amongst themselves and took specific actions to sustain the project.

The authors extend stakeholder theory by reconceptualizing the focal organization and its stakeholders for OSS projects. To date, OSS research has primarily focused on examining one project relative to its marketplace. Using stakeholder theory, we identified stakeholder groups within a single OSS project to demonstrate their distinct interests and how these interests influence their value creation activities over time. Collectively, these interests enable the project's long-term development.

The concept of the balanced company refers to a company that is in good relations with its internal and external constituencies. Establishing such a balanced company largely depends on the corporate governance of the firm. The paper, therefore, aims to develop new insights into the appropriate design of corporate governance that fits with the notion of the balanced company.

The paper is conceptual and integrates various perspectives from stakeholder as well as norm theories to substantiate the appropriate governance system of a balanced company.

The proposed system of corporate governance rules that the interests of multiple stakeholders have to be considered and adequately balanced when corporate decisions are made. In this system, the interest of the enterprise provides the ultimate criterion to evaluate corporate decisions rather than the interest of one single group of constituencies. Corporate decisions have accordingly to serve the interest of the enterprise and to ensure its sustainable creation of value. This requires a principle based balancing of competing interests when the stakes of diverse constituencies collide.

The paper explicates the notion of the interest of the enterprise, explores the corresponding responsibilities of the board, and explains how competing interests of various constituencies have to be balanced.

The purpose of this paper is to introduce and test a portfolio view of a firm’s corporate social responsibility (CSR) activities. Drawing from stakeholder theory and the dynamic capabilities literature, the authors introduce CSR portfolio diversity and dynamism as key portfolio characteristics that have differential impacts across short- and long-term performance contexts.

The study draws from the Kinder, Lydenberg and Domini database to examine CSR portfolio diversity and dynamism across seven dimensions of CSR activities. The authors test the direct and indirect relationships between CSR portfolio characteristics and both short- and long-term performance outcomes to assess the opportunities and challenges associated with managing a diverse and dynamic CSR portfolio.

The findings suggest that a diverse portfolio of CSR activities positively impacts long-term performance; however, CSR portfolio diversity yields negative performance outcomes in the short-term. The authors also find that CSR portfolio dynamism moderates the relationship between CSR level and firm performance, such that a dynamic portfolio of CSR positively moderates the relationship between a firm’s CSR level and long-term performance; however, it negatively moderates the relationship between CSR level and short-term performance.

This study integrates insights from the literature that examine the independent effects of individual CSR activities and the broader perspective that assesses the aggregated summation of CSR activities in relation to firm performance. By taking a portfolio perspective, the present study provides a unique integration of these two research streams to examine the performance implications of engaging in a diverse and dynamic range of CSR activities.

The purpose of this paper is to offer insights and lessons learned about how to successfully balance the interests of the many competing stakeholders who can or do influence the CVB's strategy for marketing a destination.

The study uses a qualitative case study approach utilizing an extensive interview as the method for data collection. A series of structured questions specifically designed to focus the interview on the topic of interest was used to facilitate data collection.

The paper presents insights from Mr William C. Peeper, the person largely responsible for building the Orlando Orange County Convention and Visitors Bureau from a two‐person organization into the multi million‐dollar operation it became by the time he retired 25 years later. Since the focus of the paper is on how to successfully balance the differing goals of stakeholders to achieve organizational goals, this interview offers a number of lessons learned that can be used by any organizational leader seeking to balance the interests of diverse stakeholders.

This study provides fresh ideas and new insights into how to successfully manage an organization's stakeholders in ways that make it possible to achieve an organization's mission across time. The success Mr Peeper had in gaining sustained support for the mission and goals of the Orlando CVB provides important lessons on how to manage all stakeholders especially the corporate governance structure that is pertinent to any organization that has to accommodate many diverse viewpoints and interests. There is little existing knowledge on managing stakeholders across time as their interests and needs change and the management of them must also adapt.

This paper aims to propose a framework that puts the stakeholders at the forefront of achieving sustainability in the social context. This research, thus, argues that the social sustainability outcomes in construction are best achieved by taking into account the satisfactions of the stakeholders.

Based on sustainability and equity theories, a dynamic assessment model has been developed to evaluate the contributions of projects in a social context. Multiple stakeholders and their differing interests associated with the construction projects have been integrated using social network analysis. The mapping of the relationships between the project stakeholders, with respect to their relative stakes and seven social core functions, have been integrated in the assessment model.

The findings of this research suggest that the degree of satisfying the needs of diverse stakeholders is highly significant in achieving social sustainability performance of projects. Using a case study from Saudi Arabia, the applicability and significance of the assessment model has been demonstrated. The application of the model provides the opportunity to identify any problems and to enhance the overall performance of projects in the social context.

The functionality and efficacy of the model need to be further tested outside the Saudi Arabian region.

The research is original in the sense that for the first time, a novel approach has been developed, putting the stakeholders at the forefront of achieving sustainability outcomes in construction projects.

The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined.

A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives.

In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction.

The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support.

PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction.

This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs).

Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package.

The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP.

The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective.

The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.

Corporate leadership and environmental, social and governance (ESG) performance are closely intertwined, as effective corporate leadership can facilitate the achievement of strong ESG performance. Thus, the purpose of the study is to investigate the impact of corporate board leadership on the ESG performance of listed firms.

The sample has been taken from the listed firms of the Nifty 500 index spanning the period of 10 years from 2012 to 2022. Dynamic panel data estimations are applied through a fixed effect model.

The findings of this study revealed that board size, board independence and board qualification have a significant positive influence on ESG performance. It is evident that good corporate governance practices can positively influence ESG performance by fostering accountability, transparency and ethical behavior, as well as better integrating ESG considerations into their decision-making processes and ensuring that ESG issues are prioritized at the highest levels of management. Further findings also revealed that chief executive officer (CEO) duality has a significant negative relationship with ESG performance, which goes against the belief of stakeholder theory.

It has practical implications for policymakers, as they can enact new regulations pertaining to the CEO’s position in the organizations to make corporate governance responsible for improved sustainability and ESG performance.

There are very few studies analyzing the impact of corporate board structure on ESG performance related to emerging markets. Thus, this study contributes to that literature by using the methodology GMM panel data for the first time as per our knowledge

Currently trending as a practical approach to promote urban and seismic resilience, the adaptive reuse of historical buildings relies on expertise from various professional backgrounds ranging from conservation, urban planning, construction management, architecture, engineering to interior design. This paper explores the applicability of a performance-based multiple criteria decision assessment (MCDA) framework to prioritise underutilised historical buildings for adaptive reuse in Auckland, New Zealand while balancing the diverse interest of all relevant stakeholders.

A focus group workshop was conducted for relevant adaptive stakeholders in Auckland, New Zealand, to test the applicability of the performance-based MCDA framework developed by Aigwi et al. (2020) and prioritise four underutilised historical building alternatives for adaptive reuse interventions in Auckland, New Zealand.

Findings from this study revealed the significant potentials of the performance-based MCDA framework, both as an evidence-based measurement tool to prioritise underutilised earthquake-prone historical buildings in Auckland's central business district and as an effective decision-making strategy. Also, the framework allowed the inclusion of diverse stakeholders through the integration of collaborative rationality, ensuring consistency and transparency in the decision-making process.

The successful validation of the existing performance-based MCDA framework in Auckland, New Zealand, using multiple historical building alternatives, further strengthens its preceding validation by Aigwi et al. (2019) using only two historical buildings in Whanganui, New Zealand. The findings provide a theoretical platform for urban planning researchers to advance performance-based planning for adaptive reuse to other locations and fields. There are also interesting implications for local councils, heritage agencies, architects, urban planners, policymakers, building owners and developers in Auckland, New Zealand, as a guide to improving their understandings of: (1) the intangible values of optimal historical buildings perceived by the community as worthy of protection through adaptive reuse; and (2) the targeted needs of communities in the new functions of an optimal alternative from a group of representative historical building alternatives.