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Book part
Publication date: 28 March 2022

Arun A. Elias

The Sustainable Development Goal 12 (SDG 12) that aims at ensuring sustainable consumption and production patterns is dependent on efficient and effective transport…

Abstract

The Sustainable Development Goal 12 (SDG 12) that aims at ensuring sustainable consumption and production patterns is dependent on efficient and effective transport infrastructure. But many new transport infrastructure projects are delayed due to complex conflicts between multiple stakeholders with different stakes. This chapter illustrates how a multi-stakeholder participation process based on systems thinking can be used to generate a shared mental model of stakeholders in conflict. Using the systems thinking and modelling methodology, the complex problem situation is first structured by identifying and analysing the stakeholders. Then a participative approach is employed to develop a systems model that captures the underlying structure responsible for the problem situation. Finally, three strategic interventions are formulated by the stakeholders to improve the system behaviour in the long term. In this chapter, both quantitative and qualitative data were collected using structured interviews, focus groups and secondary sources. Using a New Zealand transport infrastructure project, the chapter shows that effective multi-stakeholder participation, capable of leading to some form of multi-stakeholder partnership, can help reduce delays in a transport infrastructure project. Practically, the chapter provides a framework that can reach an accommodation between conflicting stakeholders. Overall, this chapter contributes New Zealand–based empirical research to the literature on multi-stakeholder participation for achieving SDG 12 within the context of Agenda 2030.

Details

Environmental Sustainability and Agenda 2030
Type: Book
ISBN: 978-1-80262-879-1

Keywords

Article
Publication date: 11 August 2010

Andreas Rasche

This paper aims to explore how existing collaborative governance arrangements in the context of corporate responsibility (e.g. the Global Reporting Initiative and Social

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Abstract

Purpose

This paper aims to explore how existing collaborative governance arrangements in the context of corporate responsibility (e.g. the Global Reporting Initiative and Social Accountability 8000) need to collaborate more directly in order to enhance their impact. The objective of this paper is twofold: primarily, to explore existing and potential linkages between multi‐stakeholder standards; but, at the same time, to explore the potential for standard convergence.

Design/methodology/approach

The paper follows a conceptual approach that is supported by a variety of case examples. First, the nature and benefits as well as shortcomings of multi‐stakeholder standards are explored. Second, a categorization scheme for the availability of such standards is developed. Third, linkages between the different standard categories are explored and discussed. Last but not least, the paper outlines practical implications.

Findings

A variety of linkages between existing multi‐stakeholder standards exist. These linkages need to be strengthened, as the market for corporate responsibility is unlikely to support a great variety of partly competing and overlapping initiatives.

Originality/value

The paper offers a structured discussion of potential linkages between multi‐stakeholder standards and thus complements the literature where such initiatives are discussed (usually without much mention of linkages). Practitioners will find the discussion useful to explore how their participation in a variety of initiatives can be better coordinated.

Details

Corporate Governance: The international journal of business in society, vol. 10 no. 4
Type: Research Article
ISSN: 1472-0701

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Book part
Publication date: 19 July 2018

Urša Golob and Anita Hrast

This chapter examines Slovenia’s failed attempt to develop a national corporate social responsibility (CSR) policy via multi-stakeholder partnership. It also discusses the…

Abstract

Purpose

This chapter examines Slovenia’s failed attempt to develop a national corporate social responsibility (CSR) policy via multi-stakeholder partnership. It also discusses the potential reasons for this failure.

Design/methodology/approach

This research is grounded in the idea of CSR as a ‘politicised’ concept, acknowledging the importance of the institutional setting and institutional support in diffusing CSR. This empirical research is based on a descriptive case study approach and a qualitative thematic analysis of the data. The data sources are IRDO institute documents, the minutes of the Partnership for National CSR Strategy provided by the Network for Social Responsibility of Slovenia and semi-structured interviews with various actors such as government and local representatives, non-governmental organisations (NGOs), companies and journalists.

Findings

Although the multi-stakeholder Partnership for National CSR Strategy, which was initiated by NGOs and other stakeholders, existed from 2011 to 2013, it later fell apart due to various factors, the most important being a complete lack of support on the governmental side, with the government being the actor with the executive power to implement and promote CSR policies at the national level.

Social implications

The chapter provides an insight into the drawbacks of attempting to set a national CSR policy agenda and discusses the reasons for these drawbacks.

Originality/value

This chapter discusses the importance of the economic, political, and social context in which multi-stakeholder networks can foster the national CSR debate. It recognises the role of CSR in co-regulating public policies and the importance of strong engagement among relevant stakeholders and public authorities.

Details

The Critical State of Corporate Social Responsibility in Europe
Type: Book
ISBN: 978-1-78756-149-6

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Article
Publication date: 27 January 2022

Sarah George Lauwo, John De-Clerk Azure and Trevor Hopper

This paper examines the accountability and governance mechanisms and the challenges in a multi-stakeholder partnership seeking to implement the Sustainable Development…

Abstract

Purpose

This paper examines the accountability and governance mechanisms and the challenges in a multi-stakeholder partnership seeking to implement the Sustainable Development Goals (SDGs) in a developing country (DC), namely Tanzania.

Design/methodology/approach

The paper draws on work on the shift from government to governance to meta-governance to examine the SDGs framework's governance regime. The data stems from documentation, focussed group discussions and face-to-face interviews with key stakeholders involved in the localisation of SDGs in Tanzania.

Findings

Despite the emphasis given by promoters of SDGs on the need for multi-stakeholder engagement, and network and market-based governance, Tanzania's hierarchical governance framed in national legislations dominated the localisation of the SDGs. The national-level meta-governance structures were somewhat dysfunctional, partly due to a lack of well-designed coordination mechanisms for collaborative engagement with key stakeholders. The limited involvement of different meta-governors, and particularly network and market-based governance arrangements, has had severe implications for achieving the SDGs in DCs in general and Tanzania, in particular.

Practical implications

The paper calls for a more explicit SDG policy and strategy, alongside strengthening institutional structures and related governance arrangements in Tanzania, to promote the realisation of the SDGs. For the SDGs framework to succeed, the authors suggest that, in addition to adopting SDG friendly policies, the Tanzanian government should devise plans for financial resources, strategies for empowering and engaging with key stakeholders and promote an integrative governance system that underpins accountability at the local level.

Originality/value

Focussing on Tanzania, the paper sheds light on how context in DCs, interactions between state and non-state actors, modes of governance and accountability mechanisms shape the localisation of SDGs and realising the SDGs' agenda. The implementation in Tanzania focussed on priorities in the development plan, thereby neglecting some important SDGs. This raises doubts about the possibility of meeting the SDGs by 2030. The localisation of SDGs remained within the top-down governance structure, as Tanzania's government failed to enact the policy and strategy for multi-stakeholder partnership consistent with the SDGs' principle of “leave no-one behind”. Consequently, meta-governors' efforts and ability to monitor and demand accountability from the government was constrained by the political context, the governance system and regulations enacted to side-line them.

Details

Accounting, Auditing & Accountability Journal, vol. 35 no. 6
Type: Research Article
ISSN: 0951-3574

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Article
Publication date: 15 July 2020

Gabriel Eweje, Aymen Sajjad, Shobod Deba Nath and Kazunori Kobayashi

The purpose of this paper is to critically examine the concept of multi-stakeholder partnerships in relation to the United Nations' sustainable development goals and…

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Abstract

Purpose

The purpose of this paper is to critically examine the concept of multi-stakeholder partnerships in relation to the United Nations' sustainable development goals and propose a renewed multi-stakeholder partnerships framework that enables the implementation of the sustainable development goals.

Design/methodology/approach

This paper employs an integrative review methodology to assess, critique and synthesize the extant literature on the multi-stakeholder partnerships and sustainable development goals.

Findings

We propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.

Research limitations/implications

We propose a conceptual framework of multi-stakeholder partnerships to support the sustainable development goals implementation. Thus, this paper contributes to the conceptual understanding of the multi-stakeholder partnerships mechanism that enhances the sustainable development goals implementation.

Originality/value

We contend that this is one of the few early papers that contributes to the conceptual development of a collaborative multi-stakeholder partnerships paradigm by which such partnerships are formed and institutionalized among multiple interacting sectors to achieve the sustainable development goals.

Details

Marketing Intelligence & Planning, vol. 39 no. 2
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 4 March 2014

Richard Hill

The purpose of this article is to provide an overview of key issues and concepts related to discussions of the internet, its governance, and its multi-stakeholder model.

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Abstract

Purpose

The purpose of this article is to provide an overview of key issues and concepts related to discussions of the internet, its governance, and its multi-stakeholder model.

Design/methodology/approach

The method adopted is to discuss definitions of internet, to identify the key characteristics of internet, to define the multi-stakeholder approach, and to discuss the results it has achieved.

Findings

The article finds that the internet is different from other networks, albeit not exactly in the ways that are commonly mentioned, and it finds that the internet's current governance mechanisms can be improved, in particular by increasing the role of more traditional governance mechanisms such as intergovernmental organizations.

Originality/value

The analysis and conclusions are not found in previous literature, and they are meant to provoke further research and discussion.

Details

Info, vol. 16 no. 2
Type: Research Article
ISSN: 1463-6697

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Article
Publication date: 3 August 2012

Roger W. Hutt

The purpose of this paper is to determine whether CEOs use multi‐stakeholder communications in their annual report letters and to describe any patterns observed in those…

1089

Abstract

Purpose

The purpose of this paper is to determine whether CEOs use multi‐stakeholder communications in their annual report letters and to describe any patterns observed in those communications.

Design/methodology/approach

Annual report letters of the ten largest US companies were examined using content and text analysis procedures.

Findings

CEOs made little use of multi‐stakeholder communications in their annual letters. Some variations were found among the sample companies' letters, including differences in word counts, reading ease scores, and number of word types.

Research limitations/implications

A small sample of companies and one medium of communication were used in carrying out the study. Increasing the sample size, the array of industries represented, and the variety of media may yield more robust results.

Practical implications

Recommendations for communicating with a multi‐stakeholder audience are proposed.

Originality/value

The paper examines how stakeholders relate both to the organization and to one another, a focus not examined in great depth elsewhere in the literature.

Details

Corporate Communications: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 30 September 2014

Laura Galuppo, Mara Gorli, Giuseppe Scaratti and Cesare Kaneklin

The aim of the paper is to investigate social sustainability by focussing on the stakeholder theory and by presenting specific levers and capabilities for building more…

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Abstract

Purpose

The aim of the paper is to investigate social sustainability by focussing on the stakeholder theory and by presenting specific levers and capabilities for building more socially sustainable organizations.

Design/methodology/approach

The paper is based on the analysis of recent academic and managerial literature. Through comparing theoretical and methodological perspectives from multiple authors, a specific theoretical and methodological viewpoint based on the stakeholder theory is proposed.

Findings

The paper discusses the idea that building socially sustainable organisations requires the management of multi-stakeholder processes that are physiologically conflicting and that often create paradoxical tensions. Participative settings of action and reflection and capabilities as reflexivity and “paradoxical thinking” are proposed as key levers for dealing with multi-stakeholders processes towards a more socially sustainable organizing.

Research limitations/implications

This paper raises reflections focussed on the “social pillar” of sustainability and does not consider different types of organizations in different multi-stakeholders processes. Such a perspective does not exhaust the variety of cases and research studies that could be considered in the field and further developed.

Originality/value

The value of the paper is in its construction of a framework for both research and practical purposes in the domain of management and sustainability. The work also attempts to link the concepts of reflexivity and paradox to a methodological proposal for leading the organizational journey towards social sustainability.

Details

Social Responsibility Journal, vol. 10 no. 4
Type: Research Article
ISSN: 1747-1117

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Open Access
Article
Publication date: 25 August 2021

Daniele Leone, Francesco Schiavone and Michele Simoni

The present study aims to contribute to the growing stream of literature about the network perspective of value co-creation via key account management (KAM) by exploring…

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Abstract

Purpose

The present study aims to contribute to the growing stream of literature about the network perspective of value co-creation via key account management (KAM) by exploring how firms, in complex industrial markets, use key account strategies to create value, not only for buyers and sellers of industrial products/services but also, more widely, for larger ecosystems of stakeholders. The research question this paper seeks to address is how the KAM approach promotes value co-creation in multi-stakeholder ecosystem.

Design/methodology/approach

To answer this research question, this study uses a qualitative research approach based on data triangulation. This study focuses on the market access (MA) strategies implemented by a multinational UK-based pharmaceutical company within the Italian multi-stakeholder health-care ecosystem over several years.

Findings

The results show that KAM in complex networks acts as a catalyst for value creation, through multiple interactions with different actors and an ad hoc configuration of five strategic levers: product performance, economic impact, institutional relationships, commercial organization and communication. These levers are able to unlock the appropriate value drivers and form a specific “market access mix” implemented by the firm to both promote the adoption of the firm’s products and generate value for all market stakeholders.

Originality/value

The study offers an innovative and comprehensive evidence-based model for designing specific MA strategies aimed at co-creating value within multi-stakeholder ecosystems. The proposed MA mix outlines the fact that knowledge, relationships and innovation are not unique factors that can be leveraged by stakeholders to co-create value.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 24 February 2020

Mohamed Mousa, Hala A. Abdelgaffar, Walid Chaouali and Mohammed Aboramadan

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level…

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Abstract

Purpose

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the influence of organizational learning (OL) on the level of organizational resilience of academics with and without the mediating effect of a multi-stakeholder network.

Design/methodology/approach

The authors used a comprehensive count sampling in which every academic was handed a questionnaire form to fill. This led to a decrease in the likelihood of research bias. In total, the authors distributed 960 questionnaire forms and collected 576 completed questionnaires, which is almost more than 60% of the total population. The authors used structural equation to determine the effect of OL on academics’ level of organizational resilience. The same equation was later used to assess the mediating role of the multi-stakeholder network on the aforementioned relationship.

Findings

The findings highlight a statistically significant influence of OL on academics’ level of organizational resilience. Moreover, the results revealed the significant role of the multi-stakeholder network in mediating the relationship between OL and organizational resilience.

Originality/value

This paper contributes by filling a gap in human resource management and organization literature in the higher education sector, in which empirical studies on the relationship between OL, multi-stakeholder networks and organizational resilience have been limited until now.

Details

Journal of Workplace Learning, vol. 32 no. 3
Type: Research Article
ISSN: 1366-5626

Keywords

1 – 10 of over 3000