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1 – 4 of 4Fran Ackermann, Colin Eden and Peter McKiernan
Conventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do?
Abstract
Purpose
Conventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do?
Design/methodology/approach
An in-depth exploration of five deep case studies where senior executives embarked upon strategy development. Analysis revealed five significant factors for managing stakeholders effectively.
Findings
These findings include: determining the nature of a stakeholder, separating those who care about the strategy and its implementation from those who do not but still could impact it; addressing stakeholders at an appropriate level; considering internal as well as external stakeholders and attending to the stakeholders’ responses to proposed strategies and the consequent dynamics created.
Research limitations/implications
(1) The research was conducted with senior managers, and the authors detail the difficulties involved in doing so within the introduction and (2) The research was specific to the healthcare sector, but has relevance to all strategy makers.
Practical implications
This paper explores five factors and their implications and suggests techniques to address them that are well established and available to promote the effective strategic management of stakeholders.
Originality/value
Empirical research in strategy formation with elites is rare because it is difficult to gain access and trust. Empirical research in stakeholder studies is even rarer. By combining the two elements, the authors gather and interpret a unique dataset.
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Keywords
Timo Meynhardt, Pepe Strathoff, Jessica Bardeli and Steven Brieger
In public management research, the focus in the public value debate has been on public administration organizations’ broader societal outcomes. Public value describes how public…
Abstract
Purpose
In public management research, the focus in the public value debate has been on public administration organizations’ broader societal outcomes. Public value describes how public administrations form a vital part of the social context in which people develop and grow. However, there has not yet been an analysis of how public administration contributes to happiness in society.
Design/methodology/approach
In this study, we empirically analyze the relationship between people’s happiness and the public value of public administration. Our approach is based on a unique Swiss survey dataset comprising 870 individuals.
Findings
We find a positive relationship between public administration’s public value and happiness. We also find preliminary evidence with a moderation analysis that the relationship between a value-creating public administration sector and self-reported happiness is stronger for public administration employees.
Research limitations/implications
While correlation studies cannot claim causal explanations and common method bias may additionally limit any research in social science, we took a number of measures to mitigate related problem. We tested our model in two samples and took both several procedural techniques and a survey design minimizing common method bias.
Practical implications
The paper discusses implications for public sector performance measurement for public management and practitioners.
Social implications
This study calls for a more positive view on the multiple functions public administration performs for society. After an era of critical voices, our study helps reclaim public administration as a positive force for society at large in times of grand challenges, such as climate crisis, demographics and digitization.
Originality/value
This study has highlighted the importance between public administration’s public value and happiness in Swiss public service organizations. The study also showed that an employment in the public administration contributes to the happiness of individuals and beyond to society.
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Abdulrazaq Kayode AbdulKareem, Kazeem Adebayo Oladimeji, Abdulrasaq Ajadi Ishola, Muhammed Lawan Bello, Abubakar Yaru Umar and Abdulhakeem Adejumo
This study examines the adoption of information and communication technologies (ICT) for e-recruitment and its impacts on public value outcomes.
Abstract
Purpose
This study examines the adoption of information and communication technologies (ICT) for e-recruitment and its impacts on public value outcomes.
Design/methodology/approach
A survey was conducted with 213 public sector employees in the federal civil service using a questionnaire to test a conceptual model integrating the Technology Acceptance Model, Media Richness Theory and Public Value Theory using PLS-SEM analysis.
Findings
Results validate significant positive relationships between ICT adoption, social media use for e-recruitment and public value creation. Internet self-efficacy positively moderates public value outcomes.
Research limitations/implications
While this study makes valuable contributions, avenues remain to further expand generalizability, strengthen validity and incorporate additional institutional factors in the framework.
Practical implications
The study provides insights to guide policies and interventions aimed at improving ICT adoption success and public value gains from e-government investments in developing countries.
Originality/value
The research makes key contributions by operationalizing and empirically assessing the public value impacts of e-government innovations and examining adoption issues in an understudied developing country context.
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