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The paper aims to examine the effect of implementing participatory school administration, leadership and management (PSALM) on the levels of empowerment among the educational stakeholders.

A mixed method approach, combining the experimental design with empirical surveys, interviews and documentary analysis, was used. Survey respondents (735 for the first survey and 603 for the second survey) were school heads, teachers, students, alumni, parents and community leaders coming from 76 public secondary schools in one provincial school division in the Philippines.

Stakeholders who implemented PSALM reported higher levels of empowerment compared with the control group; school heads and teachers felt more empowered than the other stakeholders after one year of PSALM implementation; there was a trend for the younger and 51 years + participants to feel less empowered after implementing PSALM. The stakeholders faced challenges in implementing PSALM but they overcame them by opening communication channels and manifesting supportive behaviours.

Only people who indicated willingness to implement PSALM were involved, so there was no way to determine how stakeholders who are hesitant to practice the experimental intervention would react.

It is suggested that the Philippine public schools should expedite the implementation of PSALM via school councils as a way to improve the school system.

The paper presents evidence, drawn from a management experiment, that establishes the link between PSALM and empowerment levels of stakeholders.

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.

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.

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.

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.

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.

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.

The purpose of this conceptual paper is twofold. The first objective is to introduce a multi-stakeholder power perspective to the discourse on repatriate retention, which has, to date, treated issues of career agency without considering whether other stakeholders might be capable of responding constructively. The second objective of the paper is more prescriptive, conjecturing that social media, which has also been completely overlooked by the repatriation literature, has the potential to empower repatriation stakeholders.

Following a review of the literature on repatriate turnover, this paper uses Hardy and Leiba-O’Sullivan's (1998) framework on empowerment to examine the nature and significance of powerlessness on the part of key stakeholders in the repatriation process – repatriates, HQ managers, and HQ HR professionals. It uses the same framework to investigate how social media might help to empower these stakeholders.

The analysis finds that social media has the potential to empower repatriation stakeholders in four key ways: first, by triggering expatriates’ awareness of the need to proactively manage different aspects of their own impending repatriation; second, by providing access to supportive mentoring resources; third, by strengthening access to key HR and managerial decision-making arenas; and fourth, by enabling HQ managers and HR representatives to more judiciously direct potentially scarce organizational resources (including their own time) toward key repatriation supports.

Although this conceptual paper has no empirical data, it offers considerable value to the repatriation literature by introducing the topics of power and social media and explaining their relevance to repatriation (and indeed, to the field of international HRM).

Repatriate turnover is problematic, both for repatriates who would have liked to remain with the organization that sent them on assignment, and for the organizations that would like to have retained (and utilized) repatriates’ global competencies. Thus, the main practical implication of this paper is that it offers an innovative contemporary solution (e.g. the use of social media) to this problem of repatriate turnover.

The paper demonstrates that the topic of power has been completely neglected by the repatriation literature. Similarly, the topic of social media, has also been completely overlooked by the repatriation literature. This paper introduces these two topics to the repatriation literature, and, in so doing, broadens the understanding of constraints on repatriate agency as a means of repatriate retention, and offers innovative contemporary solutions (e.g. social media).

Digital transformation has had controversial impacts on the way small retailers and stakeholders interact, make decisions, and jointly create value while also transforming the nature of relationships. This paper examines the enabling factors of digital transformation in the small retailers' context through the lens of stakeholder theory, deepening the knowledge about the implications of such transformations imposed by the COVID-19 pandemic.

The authors employed a mixed methodology based on a single case study, semi-structured interviews, focus groups and a survey to illustrate the dynamics behind and the impacts of the development of a digital platform created to support the commercial activity of 100 small retailer entrepreneurs located in Italy during the 2020 lockdowns. The platform has been developed in partnership with public and private local stakeholders with different degrees of involvement in the project.

The authors demonstrated that stakeholder relationships based on trust, engagement and empowerment are enablers of digital transformation in entrepreneurial contexts based on analogic relationships and communal sharing relational models. The authors also outlined the implications of empowerment and digital contamination among small retailers.

The authors’ findings foster the understanding of digital transformation in small entrepreneurial contexts by highlighting the potential of digital transformation as a powerful bridge between the urgent call for digitalisation and the maintenance of valuable relationships with customers by small retailer entrepreneurs, supporting the creation of entrepreneurial ecosystems.

The main issue of stakeholders’ inclusion nowadays is the establishment of relationships between policy actors and creation of a supportive environment for stakeholder participation to allow a straightforward stakeholder inclusion with a meaningful contribution to policy making. The concept of a collective identity describing how shared values, shared activities and a shared identity lead to social cohesion between a large number of people, could suggest a hint for stakeholder empowerment. We argue that a proper inclusion leads towards empowerment of stakeholders only where efforts to build collective identity are allocated. Otherwise, stakeholder inclusion is only about static participatory governance where knowledge collection predominates over knowledge sharing and co-production. The goal of the present chapter is to trace formal governance networks as a participatory governance mechanism and analyse stakeholder perspectives to be empowered to act in a formal governance network presuming that the network structure creates an environment where a collective identity is being built.

The formal governance networks of 2013 led by the Ministry of Health, Ministry of Economy and Ministry of Education and Science were reconstructed on the bases of documents available in the organisations. The structure of the governance networks of 2013 is analysed as a precondition for an organisational collective identity to form.

The structure of the governance networks leads us to the conclusion that stakeholders are expected to be knowledge providers instead of being knowledge co-producers.

The networks demonstrate that the process of sharing knowledge and values is not recognised as an important element of participatory groups and efforts made to build a collective identity are too scarce.

This chapter aims to determine the extent of stakeholder engagement in the sustainability accounting and reporting process in three Australian local councils. The frameworks of Arnstein (1969) and Friedman and Miles (2006) and the case study methodology are used to assess the stakeholder engagement practices of three best practice Australian local councils. The findings highlight the existence of five levels of stakeholder engagement ranging from informing to empowering. However, the extent of stakeholder engagement varied depending on the nature and purpose of engagement. This study adds to the limited literature on stakeholder engagement in sustainability accounting and reporting, especially in a public sector context. This study provides practical insights into engagement with stakeholders and is useful to both organizations and their stakeholders. Although focused on a public sector and Australian context, the findings of this study have implications for stakeholder engagement in various local and global contexts.

This paper aims to provide empirical insights about the economic benefits as well as the useful strategies to preserve and conserve heritage sites in Southeast Asia. The benefits of heritage tourism include high tourist arrivals and receipts, the multiplier effects within the industry and creation of employment opportunities for the local community.

This paper used systematic literature review of secondary data to discover the benefits and strategies for preserving and conserving heritage sites. The data were obtained from peer-review journals, documentary analysis, industrial report, working paper and books.

This paper provides empirical insights about the economic benefits as well as the useful strategies to preserve and conserve heritage sites in Southeast Asia. The benefits of heritage tourism include high tourist arrivals and receipts, the multiplier effects within the industry and creation of employment opportunities for the local community. The strategies proposed include stakeholder collaboration and involvement, stakeholder empowerment and the adaptive reuse approach.

This research is useful for sites’ managers as local stakeholders are highly motivated in participating in the decision-making process on the future development of heritage sites. Involving and empowering stakeholders in heritage management programs increase the stakeholders’ values and willingness to participate in heritage preservation program. In addition, the implementation of adaptive reuse approach enables the conservation of heritage originality and values.

This paper has discovered three benefits and three strategies toward positive heritage management. Stakeholders’ involvement and collaboration is the easiest way to promote heritage management programs and empower stakeholders. Finally, adaptive reuse program is the hardest approach, but the most beneficial approach in maintaining the value and rejuvenating the heritage sites.

The 2019 coronavirus disease (COVID-19) pandemic has significantly disrupted the traditional ways for organizations to function, mandating their prompt adaptation and reaction to issues related to employees, operations, and communication. Therefore, the purpose of this research is to report on a total quality management (TQM) implementation as a sample motivational case to support the need for a new work from anywhere (WFA) stakeholder framework that can be used by other companies as they build, maintain, and continuously improve a WFA culture and environment for successful Quality 4.0 and COVID-19 initiatives.

Quality 4.0 that specifies an adaptive quality environment can help organizations quickly identify and respond to problems during the COVID-19 pandemic. Analyzing a Lean Six Sigma implementation through the lens of Quality 4.0 in a case study, the authors propose a new stakeholder engagement framework for companies to build, maintain, and continuously improve the culture and environment for facilitating social interactions.

The authors’ proposed framework consists of three major phases: (1) identify and plan stakeholder management, (2) manage stakeholder engagement, and (3) sustain stakeholder engagement. The first phase entails organizations supporting a culture of trust, engaging, and empowering stakeholders, identifying stakeholders, planning for stakeholder management, and inquiring about problems in the process. The second phase requires engaging stakeholders via participatory buy-in. The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans.

This study bears some valuable implications for practitioners. First, the stakeholder management process should be established upon a culture that promotes trust, engagement, and empowerment. Second, the authors identify tools that can assist in the execution of WFA activities. Third, the organizational team needs to actively manage the WFA stakeholders and then sustain the stakeholder relationships. Finally, the implementation of the framework herein can be supported and strengthened by tools and techniques that promote participation and buy-in from stakeholders to ensure the project team hears, trusts, and values their contributions.

This study contributes to the existing literature and provides practical guidance for managers to effectively manage the workforce and engage stakeholders.

The article aims to use the globalization theory and the implications of democratization for social policy to analyze the school governance reforms in Taiwan and South Korea.

The article describes the main features of decentralization policy in the school sectors in the two societies with a historical review of their democratic transition and educational reforms during the 1990s. It then classifies decentralization into two categories, namely managerial decentralization and societal decentralization, by conceptualizing their context, rationales and policy instruments. It closes by considering the implications of Taiwan's and South Korea's experiences for educational decentralization and education reforms.

It is found that in Taiwan there is a comprehensive and institutionalized empowerment of teachers and parents but full institutionalization of involvement of the school community is still in progress in South Korea.

This article reviews and compares the development and major changes of school governance in Taiwan and South Korea.

Mental health services have changed significantly in the past few decades. Currently, our services are transforming from one that was biomedically led to one that encompasses a recovery orientation. Additionally, a new field of study as it related to mental health care is emerging that of trauma-informed care. In this chapter, we explore briefly what we mean by the terms trauma and trauma-informed care. This is followed by a critical examination of how co-production and servant leadership can work together to support individuals through their trauma towards recovery and well-being. From which, we suggest that peer support workers are suitable candidates to co-produce trauma-informed services as they embody the connecting principles of choice and empowerment needed for all three concepts to converge and work together to enhance recovery and well-being. While I focus on using co-production in the mental health space in this chapter, the principles and practices can equally apply to other health and social care services.