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11 – 20 of over 60000
Article
Publication date: 19 June 2023

Jose Oliveros-Romero and Ajibade A. Aibinu

This study aims to develop an ex-post impact evaluation method for public-private partnership projects (PPP) that addresses one of its main difficulties: the multiplicity of…

Abstract

Purpose

This study aims to develop an ex-post impact evaluation method for public-private partnership projects (PPP) that addresses one of its main difficulties: the multiplicity of perspectives and stakeholders that exist in these projects.

Design/methodology/approach

This study first developed a conceptual evaluation framework called ‘Project Success Evaluation Pyramid Model’ (PSEPM) that was designed using a Design Science approach. Second, an impact evaluation method was designed based on the PSEPM. This evaluation method was tested and refined using three PPP projects. This article presents the refined conceptual model PSEPM, the evaluation method and one of the three tests: the PPP toll road.

Findings

The impact evaluation method describes how to evaluate the impact of an existing mega project from the perspective of multiple stakeholders and isolate the impact of the procurement method. Its application in practice is demonstrated with a PPP toll road project in Chile, in which 11 stakeholders were identified. Issues such as city segregation, deficient business model, the relevance of infrastructure availability, and deficient service-fee strategy were identified in the project. The evaluation method provides a judgement about the use of the PPP procurement method and about the overall impact of the project, reconciling the stakeholder perspectives.

Originality/value

The use of this approach could give greater clarity and legitimacy to the discussion over the use of PPPs by evaluating existing projects beyond the use of traditional time and cost measurements. Its originality is the systematic recognition and identification of stakeholder motives, purposes, and judgements over a project.

Details

Built Environment Project and Asset Management, vol. 13 no. 4
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 8 April 2014

Elizabeth Jane Wilson, Anders Bengtsson and Catharine Curran

The purpose of this paper is twofold. First, propositions in an existing conceptual framework are empirically explored to note whether and how brand meaning gaps exist for…

2664

Abstract

Purpose

The purpose of this paper is twofold. First, propositions in an existing conceptual framework are empirically explored to note whether and how brand meaning gaps exist for internal and external stakeholders of a focal brand. Second, a typology of brand meaning gaps, characterised by meaning assonance and valence, offers new insight for brand management strategy.

Design/methodology/approach

The authors use case study methods to explore the research propositions about brand meaning gaps among stakeholder groups. The focal firm is The Black Dog Company of Martha's Vineyard, Massachusetts in the USA. Data from brand owners (internal stakeholders) and consumers (external stakeholders) are collected using in-depth interviews, observation, document analysis, and an online survey that includes a picture association task. Further inductive analysis of secondary data helps develop the typology of brand meaning gaps and dynamics.

Findings

The research propositions are supported. Brand meaning gaps exist between internal and external stakeholders, and they exist among two external stakeholder groups. Brand meaning for owners, primarily defined as family heritage, is largely unknown to consumers. Among consumers, brand meaning for stakeholder group 1 is “coastal New England”; brand meaning for group 2 is “dog lovers.” Although multiple brand meanings exist for stakeholders, the meanings are relatively assonant (harmonious) and positively valenced. The findings regarding the polysemic nature of brand meaning are useful to brand managers seeking to leverage offerings to multiple target markets. These findings, along with additional secondary data, serve as the basis for a typology of brand gaps and dynamics characterized by assonance and valence. Four types of meaning gaps may lead to situations where brands are beloved, on-the-cusp, hijacked, or facing disaster.

Originality/value

This work addresses calls from the literature to empirically explore brand meaning among multiple stakeholder groups.

Details

Qualitative Market Research: An International Journal, vol. 17 no. 2
Type: Research Article
ISSN: 1352-2752

Keywords

Article
Publication date: 10 April 2017

Davide C. Orazi, Amanda Spry, Max N. Theilacker and Jessica Vredenburg

Past integrated marketing communications (IMC) frameworks have established brand contacts as important sources of information and feedback. This paper aims to discuss how the…

3974

Abstract

Purpose

Past integrated marketing communications (IMC) frameworks have established brand contacts as important sources of information and feedback. This paper aims to discuss how the presence of multiple brand stakeholders and the proliferation of digital media increase the amount of brand information generated exponentially. When a firm fails to harness this information, it risks misalignment between brand identity and brand image, which, in turn, tarnishes brand-equity.

Design/methodology/approach

Past IMC frameworks are reviewed and extended to identify specific brand contact points between multiple stakeholders that hold significant potential to dynamically reconfigure brand identity. Theoretical propositions regarding the IMC function’s role in managing these contact points to generate brand-equity are offered.

Findings

The brand contacts described and their successful integration into a firm’s brand-equity strategy extend current IMC-based brand-equity models and suggest fruitful, novel avenues for creating brand-equity. Further, these brand contacts offer practical examples of how the scope of marketing communications can be redefined.

Originality/value

This paper contributes to the body of research on the elevation of IMC to a strategic level function. In addition to the synergistic communication of the brand offering, IMC needs to play a pivotal role in coordinating the contacts between the brand and stakeholders, and in extrapolating relevant brand insights from these contacts.

Details

European Journal of Marketing, vol. 51 no. 3
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 27 January 2023

Lalitha Ukwatte, Tehmina Khan, Pavithra Siriwardhane and Sarath Lal Ukwatte Jalathge

The purpose of this paper is to explore issues relating to imposing a ban on the importation of asbestos-contaminated building materials (ACBMs) in the Australian context to…

Abstract

Purpose

The purpose of this paper is to explore issues relating to imposing a ban on the importation of asbestos-contaminated building materials (ACBMs) in the Australian context to better understand the multiple accountabilities and consequences.

Design/methodology/approach

This study undertakes a qualitative content analysis of the multiple accountabilities and stakeholder expectations using the lens of actor–network theory. This study further explores the weaknesses and complexities associated with implementing a complete ban on asbestos, ensuring that only asbestos-free building materials are imported to Australia. This study uses data collected from 15 semi-structured interviews with stakeholders, responses from the Australian Border Force to a questionnaire and 215 counter accounts from the media, the Australian Government, industry organizations, non-governmental organizations and social group websites during the period from 2003 to 2021.

Findings

This study reveals that stakeholders' expectations of zero tolerance for asbestos have not been met. This assertion has been backed by evidence of asbestos contamination in imported building materials throughout recent years. Stakeholders say that the complete prevention of the importation of ACBMs has been delayed because of issues in policy implementations, opaque supply chain activities, lack of transparency and non-adherence to mandatory and self-regulated guidelines.

Practical implications

Stakeholders expect public and private sector organizations to meet their accountabilities through mandatory adoption of the given policy framework.

Originality/value

This research provides a road map to identify the multiple accountabilities, their related weaknesses and the lack of implementation of the necessary protocol, which prevents a critical aspect of legislation from being effectively implemented.

Details

Meditari Accountancy Research, vol. 32 no. 1
Type: Research Article
ISSN: 2049-372X

Keywords

Article
Publication date: 13 February 2019

Hui-Ju Wang

With society’s growing environmental concern, developing a green brand identity provides cities with opportunities to enhance their competitiveness. Nevertheless, few studies have…

1620

Abstract

Purpose

With society’s growing environmental concern, developing a green brand identity provides cities with opportunities to enhance their competitiveness. Nevertheless, few studies have explored green city branding and specifically considered the diverse perceptions of multiple stakeholders. Accordingly, this study aims to explore green city branding from the perceptions of multiple stakeholders.

Design/methodology/approach

Based on associative network theory, the study uses brand concept maps and network analysis approaches to construct and analyze the content and structure of mental models among local residents and foreign tourists for a green city brand. This study further seeks empirical support for the findings via a survey, using the sample case of Yilan County in Taiwan.

Findings

The results of this study reveal that foreign tourists possess a more diverse and heterogeneous brand perception than local residents. Additionally, the study uncovers significant green city brand associations regarding their influences on the behavioral decisions of local residents and foreign tourists.

Originality/value

This research is the first attempt to advance the knowledge of green city branding by empirically exploring the green city brand perceptions of multiple stakeholders based on associative network theory. The results provide brand researchers with different analytical perspectives on the existing knowledge about city brand perceptions and offer strategic information for city managers.

Details

Journal of Product & Brand Management, vol. 28 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 12 July 2023

Laura Reynolds, Heike Doering, Nicole Koenig-Lewis and Ken Peattie

Drawing on the service-dominant logic and taking a multi-stakeholder brand value co-creation perspective, this paper aims to investigate whether positioning a place brand around…

Abstract

Purpose

Drawing on the service-dominant logic and taking a multi-stakeholder brand value co-creation perspective, this paper aims to investigate whether positioning a place brand around sustainability helps or hinders stakeholders’ ability to co-create value for themselves and the brand.

Design/methodology/approach

This paper is based on a case study of Bristol’s city branding following its award of European Green Capital, drawing on 29 in-depth interviews with key informants from multiple stakeholder groups. These interviews are supported by secondary material and field observations.

Findings

The findings evidence a “tale of two cities”. When sustainability is used as a positioning device, tensions are identified across three elements of brand co-creation: brand meanings; extraordinary versus mundane brand performances; and empowerment and disempowerment in branding governance. These tensions create stakeholder experiences of both engagement and estrangement.

Research limitations/implications

This paper is based on one case study and evaluates face-to-face stakeholder interactions. Future research could access further stakeholders, across multiple cities and also examine their digital engagement.

Practical implications

Positioning a brand as sustainable (i.e. green) requires strong commitment to other ethical principles in practice. Brand practitioners and marketers may benefit from advancing stakeholders’ everyday brand performances to reduce disillusionment.

Originality/value

Rallying around virtuous associations, i.e. sustainability, does not in itself facilitate the generation of value for stakeholders and the brand, but instead can illuminate power imbalances and tensions in stakeholder interactions that result in a co-destruction of value.

Details

European Journal of Marketing, vol. 57 no. 9
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 22 December 2022

Humera Amin, Helana Scheepers and Mohsin Malik

This paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency…

Abstract

Purpose

This paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency theory to examine the specific role M&E plays in improving ID project impact.

Design/methodology/approach

Qualitative data comprising of in-depth interviews were collected from ID project stakeholders such as project donors, implementing partners and steering committee members.

Findings

Results of the study show that project M&E activities can serve multiple purposes including the collection of data for the assessment of inputs, outputs, outcomes and impact. This information is shared with stakeholders to assist in evidence-based decision-making to improve project impact on community. This study shows that M&E activities strengthen the relationship between stakeholders by involving multiple stakeholders at different stages of ID projects to identify community needs and to demonstrate the positive community impact. Agency issues such as goal incongruence, information asymmetry and risk-sharing affect the relationship between the stakeholders. Investing in different M&E activities can reduce these issues, ultimately leading to a positive impact at the community level.

Originality/value

There has been limited research that explores the principal-agent relationship between project stakeholders of ID projects through the lens of agency theory. The role of M&E to collect project data and address agency issues between project stakeholders to improve project impact is the novel contribution of this paper.

Details

International Journal of Managing Projects in Business, vol. 16 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 4 September 2020

Craig R. Carter, Lutz Kaufmann and David J. Ketchen

The purpose of this paper is to develop a theorization of the unintended consequences of sustainable supply chain management (SSCM).

1609

Abstract

Purpose

The purpose of this paper is to develop a theorization of the unintended consequences of sustainable supply chain management (SSCM).

Design/methodology/approach

The authors integrate extant theory of unintended consequences, sustainable supply chain management and paradox theory to develop a typology of the unintended consequences of SSCM initiatives and a conceptual model of the antecedents of these unintended consequences.

Findings

The authors advance a mutually exclusive and collectively exhaustive typology of the unintended consequences of SSCM initiatives. These unintended consequences include trade-offs as well as synergies in the form of positive spillover. The authors’ conceptual model identifies multiple levels of stakeholders, multiple performance dimensions, multiple time horizons and the interplay with social construction as antecedents to the unintended consequences of SSCM initiatives.

Practical implications

The authors’ typology suggests that managers must move beyond simply assessing whether the intended consequences of an SSCM initiative have been achieved. Managers must also, to the extent they can, assess the potential for unintended consequences to arise. The authors’ typology provides an initial roadmap for managers to continue, discontinue or further consider an SSCM initiative, based on the resulting unintended consequences. The authors’ theorization also provides guidance about how managers can more successfully bring SSCM initiatives to fruition and start cycles of learning.

Originality/value

There largely has been a focus in the operations and supply chain management literature on trade-offs between economic performance on the one hand and social or environmental performance on the other. The authors advocate that this focus needs to shift to interactions within and between social and environmental performance. Further, trade-offs are only one type of unintended consequence. By developing a mutually exclusive and collectively exhaustive typology, the authors introduce a much clearer conceptualization of the unintended consequences of an SSCM initiative and a much better understanding of how to manage SSCM initiatives, both prior to and postimplementation.

Details

International Journal of Operations & Production Management, vol. 40 no. 12
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 9 November 2023

Sadhna Sargam and Ashish Pandey

Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign…

Abstract

Purpose

Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.

Design/methodology/approach

The authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.

Findings

The authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.

Originality/value

Contrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.

Details

Cross Cultural & Strategic Management, vol. 30 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

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 how…

3239

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

11 – 20 of over 60000