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The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory.

In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model.

The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model.

This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation.

This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

The purpose of this paper is to build a framework that intends to help organizations define, implement and control their corporate social responsibility (CSR) strategies. Based on the stakeholder perspective, this paper proposes a sustainability management control system (SMCS) specifically made for the definition and implementation of CSR strategy, by linking the firm’s material topics to its key stakeholders, thus, allowing our model to be dynamic to different business environments.

In this paper, the authors constructed their model based on a review of selective relevant studies about CSR and SMCSs. This paper also went through different practical concepts from leading sustainability guidelines and stakeholder’s engagement manuals, discussing the stakeholder identification and prioritization, to re-center the debate to the strategic importance of the stakeholder perspective in defining and implementing CSR strategy, as well as its importance in how organizations can define proxies to assess the performance of their CSR initiatives.

Adopting the stakeholder theory as a key lens to re-frame, organize and guide the debate over the performance consequences of CSR has the potential to overcome the simplistic and (eventual) misleading conceptions of CSR strategy implementation, thus fostering the move toward more effective and efficient CSR strategies, by developing management control system (MCS) typical for CSR issues.

The full process of the model outlined in this paper aims to provide a comprehensive and forward-looking tool for CSR and sustainability strategy implementation and assessment. Our model could help companies to gain an overview and an understanding of the relative importance of the material topics of their business activities that should be addressed and how they are related to the key stakeholders, thus, eventually leading to more equitable and sustainable social development by giving those who have a right to be heard the opportunity to be considered in the sustainability decision-making and strategy processes, in the aim of making valuable contributions to social, economic and environmental spheres.

The paper answers the call for research for developing novel theoretical foundations to design MCSs for CSR implementation. Therefore, the paper suggests an innovative model of SMCS for CSR strategy definition, development and implementation and helping organizations to define and develop key sustainability indicators specific to their business environment. The model also presents an opportunity to rethink and advance the understanding of how managers can prioritize competing stakeholders’ claims, which are constrained by the company’s business activities impacts.

Safety in construction projects is essential and requires more attention towards minimizing the accident rate. Problems concerning awareness of safety risks, procedures and practices still exist in the industry, which indicate a shortfall in diffusion of safety-related knowledge in construction industry. Also, there is dearth of studies on knowledge management strategies to prevent reoccurrence of accidents and thereby improve safety culture in construction industry. This study attempts to unveil aspects of knowledge management that are ignored in considering safety culture and discern the differences in the perception of key stakeholders of construction industry. Therefore, the objective of this study is to identify and measure knowledge-based safety culture elements.

In this paper, the focus is on the application of a reliable, valid and sensitive knowledge-based safety culture assessment tool on key stakeholders operational in construction industry. Research method adopted is a questionnaire-based survey to seek responses from industry professionals. A total of 199 responses were obtained from 106 different companies operational in Indian construction industry. Statistical analyses including ranking analysis, t-test, correlation analysis, and ANOVA test are utilized for comparing and identifying the differences in view of stakeholder's perceptions concerning workplace safety.

This study helps to identify and rank critical knowledge-based safety culture elements from the perspective of key stakeholders of construction industry. This contributes in identifying the most critical and neglected variables among the key stakeholders regarding aspects of safety culture. Also, the study shows the importance of knowledge dimension in developing overall safety culture in construction industry.

Results of this study offer valuable insight in enabling key stakeholders of construction industry to examine and enhance their safety performance. The implications of this study contribute new knowledge in assessing conditions that will improve worker safety in the construction industry. The paper should be of interest to researchers and practitioners in the area of occupational health and safety management.

Globally, inadequate resources, skills deficiency and poor infrastructure have necessitated public-private partnerships (PPPs) as investment initiative for public sector projects. The purpose of this paper is to evaluate the key constructs for improved stakeholder management (SM) success in curbing PPP projects’ failure in developing countries to fill the research gap. Pre-stakeholder identification (PSI); implementation, monitoring and feedback (IMF) factors impact on PPP projects’ success in Ghana were examined.

In total, 16 models were studied as part of literature review followed by a qualitative three-round Delphi survey for SM key factors and validated using a quantitative questionnaire survey. The findings were analysed using structural equation modelling and a model fit test.

PSI, IMF factors directly influence PPP SM success model hence are key constructs. Furthermore, stakeholder consideration, a clear statement of objectives, adopting design and build are variables established as influencing PPP projects failures. Stakeholder identification, engagement, communication and analysis are generic factors.

Project managers can achieve stakeholder satisfaction and improve PPP projects delivery by considering the innovative PPP SM model. Furthermore, considering the identified factors and variables in holistic models will enhance stakeholder involvement thereby curbing PPP projects failure.

Reducing PPP projects’ failure will enhance socio-economic growth.

PSI; IMF factors have never been included in holistic PPP SM model. They are proposed to curb PPP projects’ failure.

This study aims to examine the state and extent of disclosures on stakeholder engagement in sustainability reporting in Australian local councils.

Content analysis was used to analyse 23 sustainability/state of environment/annual reports out of a total of 563 local councils (city, shire, district, borough and regional) in Australia for the year 2009-2010 – those found to be using stakeholder engagement in the development of sustainability reports. A stakeholder engagement index was developed on the basis of the literature review to examine the extent of disclosures on stakeholder engagement.

This study identifies: the Australian local councils that are engaging with their stakeholders in the development of sustainability reports; key stakeholders for sustainability reports; extent of engagement; media and approaches used for engagement; and difficulties in the engagement process. The results suggest that stakeholder engagement is an essential component in the development of sustainability reporting as it informs reporters of material concerns, issues and aspirations of key stakeholders.

The focus of this paper is the state of disclosures on stakeholder engagement in sustainability reporting. The findings of the paper are limited to only one level of governance of the public sector, that is, local councils.

International standards such as Global Reporting Initiative and AccountAbility (AA) 1000 have signified the role of stakeholder engagement in the development of sustainability reports. However, there has been a little research that demonstrates whether or not organisations engage with their stakeholders for reporting purposes. This paper provides evidence of stakeholder engagement in sustainability reporting in Australian local councils.

The aim of this paper is to conduct an initial exploratory investigation to systematically identify and classify the stakeholders associated with the mining sector in West Africa into key and non-key stakeholders through the use of the comprehensive project stakeholder management tools and processes. The results can be used as an initial identification and classification of stakeholders associated with a typical mining project and can also be used as a basis for confirmation analysis to develop further knowledge and an improved understanding of the management of multiple stakeholders in mining sector projects.

This exploratory work used mine managers from West Africa, asking them to identify stakeholders that are of importance to a typical open pit mining project and also to make some objective assessments of their attitudes and influence of the stakeholders identified. From this, a stakeholder power/interest grid was developed to classify stakeholders into key and non-key stakeholders.

The findings present an initial exploratory result indicating that the key stakeholders for a mining project are the Environmental Protection Agency, Minerals Commission, Geological Survey Department, Member of Parliament, the Ministry in charge of mining, Forestry Commission, farmers, Lands Commission, non-governmental organizations, Department of Feeder Roads, traditional chiefs, district or municipal assembly and youth associations within the concession area.

The research was limited to only respondents working in the mining sector in three West African countries.

Practically, this study highlights for mining companies and operators, some preliminary understanding of stakeholders that are critical for engagements to be successful in their operations.

This study, essentially, reveals the importance of the various stakeholder groups interested in a mining project and the level of influence.

This study contributes to the debate on project stakeholder management in the mining sector, especially from a developing country’s point of view.

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.

University–industry projects provide special challenges in understanding and expressing the values required of project management (PM) in delivering stakeholder benefits. This paper presents a framework for understanding, identifying and managing the values of PM in major university–industry R&D projects.

The value framework identifies for each of the key stakeholders, the key PM values that may require to be managed and are largely derived from research literature. Empirical research then explores, prioritises and selects key PM values that need to be managed for a specific project. A large case study is used involving one university and one industry collaborating on a multi-million Euro initiative over six years. Empirical research was conducted by researchers who observed at close quarters, the challenges and successes of managing the competing values of key stakeholders.

The value framework takes a stakeholders' perspective by identifying the respective PM values for each of six stakeholders: university–industry consortium, university, industry, R&D external entities, funding entity and society.

The research was performed using only one case study which limits the generalisability of its findings; however, the findings are presented as a decision support aid for project consortia in developing values for their own collaboration.

Guidance and decision support are provided to multi-stakeholder research consortia when selecting values that need to be managed for achieving tangible and intangible project benefits.

The paper demonstrates a proposed framework for designing and managing the value of PM in large multi-stakeholder university–industry R&D projects.

The civil aviation sector in Dubai has been contributing to its economic development by enhancing transportation services, allowing for the establishment of trade links, promoting tourism and providing job opportunities. Despite being a thriving sector of economic activity (Dubai was the third busiest airport in the world in 2018), a common understanding among the stakeholders on the sector’s long-term sustainability strategy is missing. The purpose of this paper is to contribute to the identification of important sustainability indicators in the civil aviation sector in Dubai.

This study uses the stakeholder theory to identify sustainability indicators. It deploys a qualitative research design that collects data through multiple focus groups, and it accounts for the stakeholders’ views toward key sustainability indicators. This research classified stakeholders completely in a separate matrix preventing their integration and therefore the confounding of their views. The study addresses the complexity of sustainability in the sector and identifies key indicators based on comprehensive and valid data from different stakeholders. The study focuses separately on the three pillars of sustainability: social, economic and environmental sustainability and identifies sustainability indicators for each pillar from the views of stakeholders. The study uses thematic analysis to produce results by identifying themes according to the collected data.

The study finds that there is a lack of sustainability knowledge and awareness in the civil aviation sector in Dubai despite its buoyant growth and expansion. The results show that stakeholders highlight the importance of social sustainability indicators that value equitable development in the pursuit of business goals. They also value economic sustainability indicators that focus on changing consumption patterns and increasing preservation. They finally focus on environmental sustainability indicators that promote eco-efficiency and renewable energy. However, considerable differences exist among stakeholders regarding the importance and priority of their suggested indicators.

The implications of the study are theoretical and practical. In the case of the former, it would contribute toward the reduction of uncertainty in the civil aviation sector in Dubai regarding the policy actions required to improve the sector’s sustainability. It is done by identifying the stakeholders’ views on the key sustainability indicators for each pillar of sustainability. In the case of practical implications, the outcomes of the study highlight specific directions that policy actions should take. Although the results are local, they can have tentative global policy implications. Finally, the results of the study are instrumental in addressing the sustainability debate within the civil aviation sector not only in Dubai but also globally.

The study extends existing research efforts to identify sustainability indicators in the civil aviation sector by considering the three different pillars of sustainability and by accounting for the diverse stakeholders’ views on the identification of key sustainability indicators. The study should be extended to account for the role of technological readiness in the region of other innovative approaches in the current civil aviation sectors.