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This chapter highlights some of the tensions and most promising points of convergence between the strategic management and stakeholder theory literatures. We briefly examine the early development of both areas, identifying some of the background assumptions and choices that informed how the fields evolved, and how these factors led the two fields to engage in scholarly pursuits that seldom intersected for a period of years, followed by a renewal of interest among strategists in themes that are central to stakeholder theory. From this discussion, we develop a larger agenda with specific topics as examples of areas that offer promise for integrative research that can advance knowledge in both fields. Our vision of the future is one in which the larger aspirations of scholars in strategy and stakeholder theory are more fully realized with human purposes, broadly defined, as the focal point.

Megaprojects are financially large and complex in scope, which require engagement of stakeholders from various institution and communities. With increased concerns from stakeholders on sustainability related issues, from environmental to socio-economic perspective, managing megaprojects has become quite challenging. Hence, there should be proactive approaches in active engagement of stakeholders from the start of the projects to overcome such issues. Currently, there is a knowledge gap on stakeholder management strategies specific to megaprojects on managing sustainability issues.

This research has adopted review of secondary data from case studies to identify stakeholder management challenges and strategies in megaprojects around Sydney area. The documents related to three different projects were reviewed and data were collected through qualitative content analysis and coding with use of NVivo software for within case analysis and was followed by thematic approach for cross case analysis.

Every case study project's sustainability-related stakeholder issues are more similar than different to others. Differences are mostly in terms of intensity of impact of any issue in a particular project, and/or intensity of impact at certain phase of any project. Moreover, significant sectors and strategies have been identified for key focus to manage environment and socioeconomic issues. Whatever be the strategies, in case of megaprojects, they need to be mostly proactive.

This research has extended the knowledge on stakeholder management, in relation to managing sustainability-related issues of megaprojects during their design, construction and operation phases. This research offers useful strategies for project teams of megaprojects to develop a proactive stakeholder management plan, addressing unavoidable sustainability challenges.

This chapter discusses emerging issues in event management with a focus on small-scale events. The author reflects on managerial approaches to stakeholder involvement and engagement, and underlines the complexity of strategy formulation for destination development planning. This contribution also provides advanced conceptual instruments for event marketing as guiding principles that permeate destination-marketing strategies. In addition, the author investigates the role and nature of sponsorship linked to enhancing the value of small-scale events and highlights fundamental issues in developing a marketing management model for place marketing and the key drivers of event management strategies involving sponsors and event participants.

Accelerating the influences of external stakeholders in any construction project is inevitable. Studies on external stakeholder influence on construction projects and literature on external stakeholder management in irrigation infrastructure projects executed with donor funds are scarce. Thus, this study aimed to investigate how to manage the external stakeholders' influence on donor-funded irrigation infrastructure projects effectively.

A mixed approach consisting of 17 semi-structured interviews and two rounds of questionnaire surveys was adopted to rank the following: the types of external stakeholders who can significantly influence irrigation infrastructure projects, significant influencing strategies used by those stakeholders, and significant strategies that can be adopted to manage external stakeholder influence on the projects.

In total, 12 of external stakeholders who can significantly influence irrigation infrastructure projects were identified; 17 significant influencing strategies used by external project stakeholders and 22 significant strategies used to manage external stakeholder influence on the projects were identified. The influencing/management strategies specific to each external stakeholder type and those that are common to all external stakeholder types were identified separately. The grievance redress mechanism should be activated for managing external stakeholder influence on donor-funded irrigation infrastructure projects.

This study contributes to theory by identifying significant strategies that can be used to manage external stakeholder influence on donor-funded irrigation infrastructure projects during the planning and design stages. The study will help project teams to handle external stakeholder influence on the projects successfully, accomplish project objectives, and make maximum utilization of the donor funds received.

The purpose of this paper is to provide a framework for analyzing stakeholder‐management strategies in supply chain collaboration. The authors aim to show how prior dyadic relations with a stakeholder and perception of situational demands on the relationship determine the choice of aggressive vs cooperative strategies in managing stakeholder relationships.

To develop a blueprint for predicting collaboration strategies, literature on stakeholder theory, stakeholder management strategies, field theory, and organizational mental models was surveyed. From the literature, 31 predictors of eight stakeholder management strategies were identified. To operationalize the study's constructs, results of a national survey were analyzed to determine the significant predictors of stakeholder management strategies.

Factor analysis identified two groups of stakeholder strategies: aggressive strategies and cooperative strategies. Aggressive strategies feature some form of forceful attitude or behavior toward stakeholders in an attempt to alter other stakeholders' behavior. Cooperative strategies feature supportive attitudes or behaviors towards its stakeholders. Models were developed for these two types of stakeholder management strategies. When the level of trust among stakeholders is low, a firm that presses to complete the collaboration activity may choose aggressive strategies in dealing with its trading partners. On the other hand, a sense of interdependence, a perception that its trading partners share the urgency to collaborate, plus awareness that the collaboration activity benefits all will lead the organization to adopt cooperative strategies.

By examining the factors contributing to an organization's decision to pursue aggressive (e.g. the radio frequency identification – RFID Mandate), rather than cooperative stakeholder management strategies, this study has important implications to advocates of change (e.g. firms mandating RFID compliance), and firms at the receiving end of aggressive stakeholder strategies.

The findings have important implications for advocates of change (e.g. firms mandating RFID compliance). For trading partners to cooperate, the trading partners must be convinced of the urgency of change, that it is appropriate and right to comply with the call for change, and that they have the ability to do it correctly. To firms at the receiving end of aggressive stakeholder strategies, the approach taken by their trading partners may seem like “bullying tactics” exercised by firms in a position of power. Instead, this research suggests that firms use aggressive stakeholder management strategies because of a heightened sense of urgency, difficulty in conveying legitimacy in carrying out the collaborative undertaking to the trading partners, and lack of faith that all stakeholders will do their share to make the collaborative undertaking work.

This paper aims to provide a stakeholder analysis of the environmental management strategies and a two‐dimensional (economic and environmental) performance of an Australian energy company that seeks environmental excellence. Unlike the dominant largely positivistic studies which seek an association between environmental and financial performance, the paper aims to use the richness of a case study methodology to gain a deeper understanding of how environmental concerns are handled and what outcomes in terms of environmental and economic performance are achieved.

An in‐depth case study approach involving interviews, archival material and site visits is used in this paper. It starts with a brief engagement with the largely positivistic literature, highlighting the major deficiencies of this scholarship and then presents a more interpretive empirical analysis using an Australian energy company.

The paper finds that there are socio‐political processes that are enlisted to control, monitor, and instil discipline in the organization's pursuit of its social initiatives, which help to improve both its financial and environmental performance.

The paper provides evidence that environmental and economic performance are not always mutually exclusive, and corporate entities can excel in both simultaneously. The paper also provides evidence that the environmental strategies may be overt attempts at pushing the socio‐political agenda of the dominant stakeholder group. What seems like a win‐win situation may only represent a political‐ethical attempt to promote environmentalism in the Australian energy sector.

This paper uses a two‐stage investigation process to extend one's understanding of the relationship between corporate environmental and financial performance. First, evidence of improving environmental and financial performance of an energy company is provided, and then the paper explores why and how this relationship exists in the second stage of the analysis. The mainstream and critical accounting literature is bridged by focusing on issues that are largely the domain of one sub‐literature with a differentiated case study that is largely encouraged in the other.

The purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches into mainstream business strategy.

A top‐down and bottom‐up approach was used to develop the proposed framework. The top‐down approach focused on analyzing the main strategic management theories including social responsibility movements to identify complementary concepts and create a relevant topology. The bottom‐up approach was based on empirical research on the views of business companies on corporate social responsibility, a review of best practices and case studies mainly in Greece.

The paper describes a stakeholder‐oriented integrative strategic management framework linking the main strategic management theories across value, responsiveness and responsibility dimensions. A mathematical model is presented describing the synergistic development of advantage‐creating knowledge and advantage‐creating stakeholder relations in accordance with the criteria of the resource‐based theory.

The proposed management framework is based on the results of research projects and is not fully developed and tested. The approach will be refined, exploiting results from ongoing research including further empirical research and testing in business organizations.

The paper defines a novel conceptual framework extending the resource‐ and stakeholder‐based approaches by introducing two interlinked concepts: advantage‐creating knowledge and advantage‐creating stakeholder relations.

The paper aims to provide a rationale for stakeholder‐based management in developing countries. To implement the objectives, the paper contrasts the implications of agency and stakeholder theories as they apply to developing countries and highlight “total wealth creation” and “purposive adaptation” that support developmental goals of developing countries. This “purposive adaptation” also implicates the use of management accounting tools in a flexible way to meet the needs of the strategy.

The paper uses conceptual analysis and the case study approach

The Tata Steel case illustrates the normative stakeholder approach in the developing country context. Specifically, the case highlights strategy developed through “stakeholder engagement” and the application of the balanced scorecard to address stakeholder issues in implementing the strategy, illustrating the rationale underlying the stakeholder approach in addressing developmental concerns through more dispersed and larger wealth creation.

There is limited scope to use methods other than illustrating the theory using specific instances of its application, as in the case approach.

The paper illustrates long‐term implications on sustainable development.

Few papers consider contextualizing theoretical implications of management to developing countries. This is important as the theory has implications on development in such aspects as environmental costs, increasing inequality, and associated issues. The paper directs attention to the importance of identifying theory that addresses the unique management challenges in developing countries and can potentially enable further research to systematize and generalize management approaches in developing countries.

Advocates of structured stakeholder management (SM) processes have emphasized the use of the appropriate strategies as the most important process in SM. Yet, research effort in this regard in developing countries has been inadequate. The purpose of the study was to examine the SM strategies used on building projects procured by private corporate organisations in south-western Nigeria to enhance project performance.

The study used a census survey to select 30 projects managers who indicated (from 106 who responded to a first stage questionnaire) that they have participated in structured SM in the study area between 2008 and 2017. A second-stage questionnaire was designed to elicit information from the respondents. Data analysis was done with the use of frequency, percentile and mean score (MS) and analysis of variance (ANOVA).

Stakeholders with high power and high interest were managed with the use of “collaborate/partner” strategy (MS = 3.86), stakeholders with high power and low interest were “kept satisfied” (MS = 4.09), stakeholders with low power and high interest were managed by using “keep them informed regularly” strategy (MS = 4.10) and stakeholders with low power and low interest were managed using “monitor and respond when necessary” strategy (M = 3.94). Further results show that static stakeholders with high power were managed by using the “monitor constantly” strategy (MS = 4.11), stakeholders with high power, high legitimacy and high urgency were managed by adopting the “keep satisfied” strategy (MS = 4.26), to manage non-supportive stakeholders, project managers adopted the “keep satisfied” strategy (MS = 4.18) and supportive stakeholders were managed by using “involved” strategy (MS = 4.02). More results showed that there is no significant difference in the opinion of project managers on SM strategies employed irrespective of procurement method.

The study provided a guide to project managers on the appropriate SM strategies to use for future projects.

The study was an attempt to appraise the SM strategies in relation to the procurement methods and their relationship with project performance.

The purpose of this paper is twofold: first, to investigate strategies that external stakeholders can employ to affect construction project outcomes and, second, to identify essential requirements for utilising each strategy.

A new theoretical framework of stakeholder influence strategies was proposed and applied. The research design is a multi-case study, comprising four cases in the construction industry in Vietnam.

Seven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building. When possessing project inputs, stakeholders can affect a project directly via a withholding or compromising strategy. Communication is available to those who have basic communicating skills; however, direct action is only employed by groups that include a large number of members. Objectors must have common interests or goals with their potential allies for using coalition building. Conflict escalation is restricted to communities having distinctive characteristics which can be used to create new problems sensibly, while credibility building is used by parties possessing adequate resources and expertise.

This study’s generalisability may be limited by the main source of data and the types of projects in the selected cases.

This study provides directions for project managers to predict stakeholder influence by taking project inputs and utilisation requirements of the strategies into consideration.

This study is one of the first investigations on stakeholder-attributes-related requirements for utilising influence strategies in projects.