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The purpose of this paper is to discuss whether existing organisations that seek to integrate a range of stakeholders (i.e. senior citizens, industry, academics, public authorities, civil society organisations and the media) in the field of information and communication technology (ICT) and ageing are adequately meeting the needs of each of these stakeholder groups, and to determine whether a new, or re‐organised, mechanism is needed to better meet the needs of stakeholders.

The authors identify, describe, assess and compare the adequacy of various candidate multi‐stakeholder mechanisms in order to improve stakeholder co‐operation.

The authors' principal finding is that the stakeholder co‐ordination mechanisms discussed in this paper are not adequate to foster e‐inclusion co‐operation, co‐ordination and collaboration among all different types of stakeholders.

This analysis offers direction in how a new organisation, or the expansion of an existing mechanism, could ensure that currently un‐met needs are addressed. The strengths and weaknesses of the stakeholder co‐ordination mechanisms discussed here demonstrate that some organisational types are better for performing certain tasks and for integrating particular types of stakeholder. Thus, a federated, multi‐dimensional organisation offers one possibility for addressing the needs of all different types of stakeholders.

This paper provides an avenue of response to various calls for closer stakeholder collaboration by the European Commission and other stakeholders, in order to improve the quality of life for older persons and to meet European social objectives.

This purpose of this paper is to identify principal stakeholders and needs in e‐inclusion, with particular reference to senior citizens, determining to what extent those needs are being met or could be met by other stakeholders. It considers inclusive stakeholder organisational structures that could address unmet needs.

Although the European Commission (EC), Member States, local authorities, industry, and researchers have called for greater collaboration and partnerships among stakeholders to overcome the so‐called digital divides, little attention has been giv]en to the form of collaboration. Reviewing various policy‐oriented documents, this paper compiles a list of principal stakeholders and their e‐inclusion needs, reviews existing multi‐stakeholder undertakings and partnership structures as candidates for addressing needs not already met.

Many important e‐inclusion needs are not addressed by any multi‐stakeholder undertaking. Some structured collaboration or partnership should address those needs. A new structure should not merely represent all interested stakeholders, but involve them in decision‐making processes.

This is a conceptual paper, constrained by length from producing a detailed list of needs. Similarly, although the paper identifies 12 different stakeholder categories, some could be further segmented.

Further research and analysis could be undertaken sourcing each identified need, perhaps adding others and further segmenting stakeholder categories.

The paper is of value to stakeholders involved or interested in e‐inclusion efforts. It uses a novel, straight‐forward, approach for identifying stakeholders and needs, who can meet those needs and who is addressing those needs.

The purpose of this paper is to examine the major management issues that impact on mega transportation infrastructure projects in the United Arab Emirates (UAE) and identify the factors that cause unsuccessful project completions. The paper further seeks to identify the changes that can be made to improve project success.

This is a qualitative study that involved face‐to‐face interviews with 20 key experienced transportation construction stakeholders who had been involved in a number of different projects in the UAE. This was followed by a focus group discussion involving ten key stakeholders who had been involved in the construction of a mega project – the Dubai Fujairah Highway. Analysis of the interview data was conducted using NVivo.

The findings highlight the complexity involved in managing mega transportation infrastructure projects in the UAE. Multiple stakeholders (government agencies, sponsors/clients, management firms, consultants and contractors) influence the various stages of projects. The need for effective communication, coordination, knowledge sharing and decision making amongst the stakeholders, especially during the planning and design stages, is highlighted as critical.

The main limitation is the small numbers interviewed for each stakeholder group. Nevertheless, the sample of interviews provides a good representation of the transport infrastructure construction industry in the UAE.

Three major practical implications relate to: improving communication and coordination amongst government departments and key stakeholders to streamline effective knowledge sharing and decision making, leading to successful project outcomes; improving the skills and competencies of professional staff at all levels and subsequently delegating authority to lower levels; and the adoption of global international standards to improve planning, design and construction activities.

The paper describes the first study of its kind conducted in the UAE that provides valuable insights with respect to transportation infrastructure project management.

Drawing on Adams (2017a) conceptualisation of value creation by organisations published in the Accounting, Auditing and Accountability Journal, the purpose of this paper is to develop a conceptualisation of how national governments can create value for society and the economy through their approach to the UN Sustainable Development Goals (SDGs).

An initial conceptual framework was developed from literature situated at the intersection of accountability, public policy and sustainability/sustainable development. The authors' review of extant research on national policy development on value creation, sustainability and the SDGs identified gaps in (understanding of) approaches to national accountability and national governance (by state and civil society) processes. The subsequent thematic analysis of 164 written submissions made to the Australian Senate inquiry on the SDGs between December 2017 and March 2018, together with transcripts of five public hearings where 49 individuals and organisations appeared as witnesses during the second half of 2018, focussed on addressing these gaps.

Input to the Australian Senate Inquiry on the SDGs overwhelmingly emphasised the importance of transparency and stakeholder participation in accountability systems, commenting on data gathering, measuring and communicating. There was an emphasis on the need to involve all parts of society, including business, investors and civil society, and for strong central co-ordination by the Office of the Prime Minister and Cabinet. These data allowed the authors to refine the conceptualisation of how national governments can enhance social and economic value through a focus on the UN SDGs and their approach to accounting, accountability and governance.

The findings have implications: for national governments in developing approaches to achieve sustainable development; and, for supranational bodies such as the UN in developing agreements, frameworks and guidance for national governments.

Building on the extant literature about how global governance should be engaged to improve accountability in achieving the SDGs, the conceptual framework developed through the study shifts focus to national governance and accountability, and provides a blueprint for national governments to create value for the economy and society in the face of global sustainable development issues.

Small and medium hospitality organisations (SMHOs) are increasingly recognized as pivotal in the ability of destinations to benefit from tourism as well as to satisfy tourism demand. However, it is recognized that they are often marginalized from the mainstream tourism industry, owing to their inability and reluctance to utilize information technologies (ITs). This paper is based on research undertaken in peripheral SMHOs, located in rural Wales destinations, Alpine French resorts and the Greek Aegean Islands. It explores the factors determining the adaptation of ITs by examining the stakeholders of small hospitality organizations, as well as the push and pull factors they exercise. It also illustrates a number of catalysts for ITs penetration and future trends in the hospitality industry, e.g. disintermediation and mass customization. Argues that SMHOs which fail to adapt and utilize ITs will suffer competitive disadvantages and jeopardize the prosperity of destinations.

This study aims to present theory, practice and original research findings to support the proposition that broad enquiry and problem-based learning (EPBL) approaches provide an appropriate pedagogical lens for sustainability educators to develop the knowledge and skills needed to work effectively within mission-oriented innovation policy (MIP) environments.

The research study comprised four elements, each of which used different research methods. The first element involved a literature review mapping the synergies between MIP and EPBL; the second element piloted the use of EPBL for undergraduate modules related to sustainability challenges; the third element involved external stakeholders in the co-creation of a postgraduate programme that brought together innovation and sustainability, with EPBL fundamental to the design and development; the fourth element curated and comparatively analysed international cases of EPBL in the context of MIP, and sustainability challenges in particular, highlighting the versatility of EPBL and the importance of creativity in EPBL design and implementation.

The systematic literature review reveals synergies between the key features of EPBL and defining characteristics of MIP, indicating the relevance of applying EPBL to support MIP. Two in situ pilots generated 13 recommendations on the benefits and operational challenges of applying EPBL. These recommendations informed the design and development of a postgraduate programme, involving a transdisciplinary consultation process with key industrial and societal stakeholders. Comparative analysis of four international case studies describing EPBL applied in practice in different international settings show there is no “one size fits all”. Instead, the application of EPBL to different sustainability challenges and for different learner groups demonstrates the versatility of the pedagogical approach and the creativity of the sustainability educators.

A discourse around the appropriate pedagogical methods and teaching/learning practice to equip the current and future workforce with the knowledge and skills to respond to MIP and global sustainability challenges is nascent but emerging. This paper makes a scientific and practical contribution to the discourse. The authors show how EPBL can underpin the design of programmes to provide learners with the knowledge and skills to support organisations working effectively within an MIP context, especially addressing sustainability challenges. The authors provide recommendations for educators seeking to embed EPBL within their curriculum and call for external stakeholders to proactively engage with educators to co-create programmes with context-specific outcomes.

Emphasizes the need to give soft-skills training equal importance with other core subjects in Indian educational institutions to enhance students’ employability.

Illustrates with a blueprint to ensure industry – institute interaction and co-ordination from all stakeholders including educators, industry, training and placement officers and soft-skills trainers.

Highlights the need to treat soft skills like any other core subject to make students understand their importance.

Shows that soft skills will enable students to grow not only as an enlightened and empowered individuals but also as an employable and self-employable individuals.

Seeks strong support from all stakeholders, including educators, students, parents, industry, non-governmental organizations and government, to enhance employability skills in students.

Turns the spotlight on the importance of soft skills to students and the Indian economy as a whole.

Reports empirical evidence on stakeholders′ perceptions vis‐à‐vis the HRD function. Examines both internal and external HRD stakeholder groups and identifies their expectations, values, beliefs and evaluation criteria as they relate to the HRD function within the organization.

The purpose of the paper is to report on a study that investigated the critical success factors (CSFs) in the supply chain management of essential medicines in the public health-care delivery system in Malawi.

The exploratory and descriptive study followed a qualitative and quantitative research approach. Data were collected by means of semistructured interviews and a questionnaire administered to suppliers of essential medicines, regulators, donors and logistics companies in Malawi. Data was analyzed using SPSS.

The findings revealed that the significant CSFs are knowledge of disease patterns and prevalence, skills and experience of personnel, adequate financial resources, collaboration with supply chain partners and an efficient procurement and distribution system.

There were a number of limitations in this study. Although every effort was made to carefully and purposefully select the participants for the in-depth interviews in the first phase of the study and the respondents for the questionnaire in the second phase of the study, they were not randomly selected. As such, the findings cannot be generalised to all stakeholders in the pharmaceutical supply chain in Malawi. However, they can be used as a basis for further research on the topic.

No previous studies that deal with the identification of CSFs in the Malawi pharmaceutical supply chain were found. Therefore, this research makes a twofold contribution to the body of knowledge in the field. First, it identifies CSFs; second, it could assist stakeholders in the public health-care service delivery system in Malawi with regard to how they can improve the supply of essential medicines.

The purpose of this paper is to provide a detailed description of the various activities and processes undertaken by a particular national tourism organization (NTO) in carrying out its goal of developing a destination brand.

A single qualitative case study is primarily employed, though the study draws on data from multiple sources of information.

The study affirms the co‐creation and stakeholder viewpoints from having modeled the branding process and outlining the complex interaction of destination‐branding activities in the country‐level context. The study provides a critical discussion of the different approaches to branding, and the adoption of branding philosophies, in the destination context.

Though this paper is based on a single country case study, it provides a strong and empirically grounded framework for identifying, in‐depth, several key destination branding processes and activities in great detail.

The co‐creation view of brands and branding is a neglected area in destination‐branding literature. Destination‐branding research, in particular, lacks grounded models that profoundly describe branding activities. This study contributes to the lack of empirically grounded knowledge of destination branding.