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The continuation of rapid changes in Web 2.0 has transformed the practice of business communication and stakeholders’ expectations. This paper aims to paramount one issue facing corporate communicators is stakeholders’ social media fatigue that leads to online disengagement and social media strategy ineffectiveness.

A systematic review of research literature and a deep dive in the professional reports regarding corporate communication and social media strategies are conducted.

To tackle the challenge of stakeholder social media fatigue, a conceptual model is provided to guide the development of alternative social media strategies that capitalize on the impact of vicarious interaction and reenergize stakeholders via trialogue based on the corporate-influencer-stakeholder (parasocial) relationships.

A model for overcoming stakeholder social media fatigue via optimizing corporate-influencer-stakeholder (parasocial) relationship is proposed and elaborated, with actionable social media strategies recommended for corporate communicators to use.

The purpose of this study is to examine, drawing on organization studies and stakeholder theories, the organizational configuration that enables the social enterprise to succeed by combining social and economic imperatives in a sustainable way.

The research project is based on the analysis of a multiple cross-national case study consisting of seven social enterprises that are active in the drug rehabilitation context. Multiple rounds of data gathering and analysis combined with within-case analysis and cross-case comparison enabled the authors to evaluate the perceived, declared and subjective organizational perspectives.

Results suggest that organizational performance – measured as the ability to achieve social goals, generate resources and pursue sustainability over time – depends on the implementation of a participative organizational configuration defined by the interaction of six organizational components (i.e. time and space designed for collective activities, low degree of formalization, social control, centralized decision-making processes, transformational leadership style and a workforce structure based on social stakeholders as workers). The involvement of social stakeholders emerges as a distinctive feature in the social enterprise domain.

The study contributes to extending the configuration approach to the social enterprise domain, also as a fruitful method to manage social stakeholders and to advance the discussion on hybrid organizations.

There are still many different theoretical approaches and practical interpretations about what an integrated report is. Starting from this premise, the overall purpose of this chapter is to critically analyze the relationship between integrated reporting (IR) and social/sustainability disclosure. Indeed, although some scholars considered IR as a tool to improve the sustainability approach of the companies allowing to disclose more relevant social information, others are more critical about the potentiality of IR to improve social disclosure. Therefore, the general research question is: Is there a natural link between IR and social disclosure (true love) or is the IR a practice to “normalize” the social disclosure and accounting (forced marriage)?

In the attempt to provide a preliminary answer to the research question, the chapter analyzes what is the approach of three categories: (1) academics; (2) soft-regulators; and (3) companies. From the methodological point of view, a mixed method of analysis has been adopted.

From the analysis of the three different points of view, IR can be considered as a “contested concept” because of the heterogeneous and sometimes conflicting interpretations and implementation that are done on this type of report. This leads to relevant theoretical and practical implications.

In this study, the strategies of companies regarding social media and stakeholder dialogue and engagement are central. Based on insights from previous studies, it showed that organizations used little opportunities for stakeholder dialogue on social media. Since dialogue is a condition to create engagement, it is of importance for a follow-up study. Therefore, 10 respondents from leading European companies were interviewed and asked about strategies regarding stakeholder dialogue and related topics. From the results, we can conclude that engaging in dialogue with stakeholders on social media is still underdeveloped. Organizations are not only missing opportunities but also take risk not pursuing the opportunities social media offer.

The purpose of this paper is to investigate the adoption of sustainability practices by small and medium‐sized manufacturing (SMM) firms, the ways these firms work with their stakeholders for social and environmental purposes, and the relationships between the adoption of sustainability practices, stakeholder interaction, and product and process innovation.

This paper uses data from telephone interviews with 296 companies, a sustainability typology, and descriptive and statistical regression analysis.

The majority of the firms are adopting sustainability practices at least to some degree, stakeholders such as community advocacy groups, employees, suppliers, customers, and the local media are influencing the adoption of sustainability practices, and firms with high adoption rates of environmental practices are more successful in product and process innovation.

The results of this research can help firms and stakeholder groups with their joint efforts to develop sustainability strategies. Community advocacy groups, employees, suppliers, customers, and the local media are capable of motivating firms to give something back to the communities in which they conduct their business.

This paper contributes new understanding of the adoption of sustainability practices by SMM firms, the ways these firms work with their stakeholders for social and environmental purposes, and the relationships between the adoption of sustainability practices, stakeholder interaction, and product and process innovation.

Managers of megaprojects face social risk management challenges throughout the various design, construction, and operation stages, owing to the various conflicts of interest among stakeholders, public skepticism, and opposition. However, most existing studies have not focused on the dynamic analysis of integrating social risks in these stages. This study developed a dynamic analysis approach to explore the dynamics of critical social risk factors and related stakeholders of megaprojects and built the managerial maps for various stakeholders.

Based on the social analysis network (SNA), a dynamic network analysis approach for understanding the dynamics of social risk and related stakeholders has been developed by literature and case analysis. The approach comprises the following steps: (1) generating social risk–stakeholder networks in different stages; (2) analysis of the critical stakeholders and social risk factors; (3) dynamic analysis of social risk factors; and (4) developing social risk management maps for various stakeholders. To verify the feasibility and effectiveness of the approach, 40 megaprojects from China were analyzed.

According to the results, the local government is a critical stakeholder during all stages, inadequate information promotion (IIP) and imperfect communication and coordination mechanism (ICCM) are key social risk sources throughout the megaproject life cycle. Furthermore, the management maps for government organizations, project implementation groups, and external stakeholders were constructed.

This research has three contributions. First, a dynamic analysis approach of stakeholder-associated social risks in megaprojects is developed, which enriches the social risk management theory of megaprojects and provides inspiration for future research focus. Second, the social risk–stakeholder networks and critical social risks in different stages are confirmed to provide a more valid and accurate picture of social risk management in megaprojects. Third, the social risk managerial maps for different stakeholders built in this research will be beneficial for governments, project implementation groups, and external stakeholders to optimize management strategies.

Based on the perspective of stakeholders, this paper aims to construct the corporate social responsibility (CSR) evaluation system, aiming at encouraging enterprises to actively undertake social responsibility, formulating targeted countermeasures to improve the performance level of social responsibility and realizing its sustainable development.

The study uses data from 2014 to 2018 of pharmaceutical companies in China to estimate the CSR system. Based on the analytic hierarchy process, the coefficient of variation uses to determine the weight of each index. Moreover, the cloud model uses for empirical evaluation.

The results reveal that social responsibility evaluation of pharmaceutical companies is poor to average to good and it maintains a good development trend. The order of the weight of corporate stakeholders is shareholders, employees, consumers, creditors, suppliers and government. The importance of internal stakeholders is higher than that of external stakeholders. The comprehensive cloud evaluation value of the social responsibility evaluation of pharmaceutical companies are “ordinary,” and the effect of comprehensive social responsibility performance is not good.

The current study not only considers the uncertainty of the concept of CSR but also reflects the connection between the randomness of pharmaceutical companies and the ambiguity of CSR. Moreover, this study develops a three-dimensional evaluation of “enterprise-year-indicator” by studying the data of multiple companies in different years. In terms of the modeling concept, the two-way cognition between the connotation and conceptual extension of the cloud model is fully used to realize the uncertainty mapping between the evaluation set and the indicator set.

Most of the existing studies on the evolution of emergency topics in social media focused on the emergency information demand of fixed user type in emergency while ignoring the changing roles of stakeholders during the emergency. Thus in this study, a three-dimensional dynamic topic evolution model is proposed, in which fine grained division of time, dynamic identification of stakeholders in the emergency, and emergency topic evolution based on both timeline and stakeholder's type are all considered.

Particularly the relevance between the tweets posted and the topic of emergency, the influence on the social network, and the attention of emergency topic are as well taken into account to quantitatively calculate the weight and ranking of stakeholders at different stages of the emergency. To verify the proposed model, an experimental demonstration was carried out under an emergency event posted on social media.

The results show that (1) based on the three-dimensional dynamic topic evolution model, the composition and ranking of stakeholders have obvious differences at different stages; (2) the emergency information needs and the sharing behavior of stakeholders on emergency information also indicate different preferences where the topic concerns of stakeholders at different stages have a strong relationship with their weight ranking; (3) the emergency topic evolution considering both the dynamics of emergency stakeholders and emergency information demand could more accurately reflect the changing regularity of social media users' attention to information in emergency events.

This study is one of first to investigate the emergency topic evaluation on social media by considering the dynamic changes of various stakeholders in emergency. It could not only theoretically provide more accurate method to understand how users share and search emergency information in social media, but also practically signify an information recommendation way in social media for emergency tracking.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-02-2021-0098.

The purpose of this paper is to describe the development of a collaborative framework for balancing stakeholder power and social responsibilities in construction projects. To resolve the problems of unclear responsibility that is common in construction projects, the framework is designed to help stakeholders identify their roles in various issues and to facilitate collaborative endeavours by elucidating their responsibilities.

The framework is designed using a scientific approach based on a problem-solution paradigm. It is developed as a model that would provide strategies for responding to various issues and that would also balance stakeholder responsibilities with power. A case study is conducted to validate the framework in an ongoing real estate project in China.

The effectiveness of the framework is validated from the case study, which found that the engagement of stakeholders is improved by adopting the framework. It is also found that use of the framework led to enhancement of communication and trust, and better collaboration through a collective form of responsibility.

The study provides valuable insights into stakeholder collaboration on social responsibility issues in construction projects. The dynamic nature of stakeholders is addressed, and an easy-to-follow framework is offered for use in construction projects.

The purpose of this paper is to investigate the measurement and monitoring of social responsibility within the management control system (MCS) of an organisation that subscribes to a stakeholder and social responsibility approach and to propose a framework that provides for the integration of the MCS with social accounting and social responsibility aspects.

The paper is based on a case study of a small privately owned New Zealand manufacturing business that subscribes to social responsibility and stakeholder principles.

Overall, the paper finds that the MCS of the case organisation did not measure or monitor social responsibility. Building on the case findings and the literature examined, a framework is proposed that provides for the integration of the MCS with social responsibility. A significant finding is that both formal measurement and informal control are key aspects in developing a MCS that incorporates social responsibility considerations.

The findings relate to a single manufacturing organisation based in New Zealand. Future research could examine different settings (i.e. country, organisation type, etc.) and investigate application of the proposed framework in relation to particular performance measures and controls that organisations may possibly adopt.

Organisations following a stakeholder and social responsibility approach should also consider the design of their MCS.

This paper helps to fill a gap in the literature concerning knowledge about the design and operation of MCSs in relation to stakeholder and social responsibility issues. Few studies in this area have been based on a case study approach. The paper further contributes to the literature by proposing a framework that provides for the integration of the MCS with social responsibility aspects.