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The methods presently used for project stakeholder analysis have typically followed two distinct patterns: (1) a project-centric approach that places a project at the center, and subsequently, concentrates on dyadic relationships between the project and its stakeholders; (2) a network theory-based approach that emphasizes on the interconnections within the network of project stakeholders. The main contention of this study is built upon the premise that neither the sole analysis of dyadic relationships between a project and its stakeholders nor the stand-alone use of the network theory methods is adequate for reliable analysis of stakeholders.

This article proposes a model that bases the salience of stakeholders on their relationships with the project as well as on their interdependencies in the project. In doing so, this work explores the potential of a Fuzzy Inference System (FIS) to provide a comprehensive picture of stakeholder analysis. Using a real-world biodiversity project, this paper analyses the project stakeholders based on their possession of various attributes as well as the extent to which each individual stakeholder influences the entire connected network of all stakeholders.

A salient feature of the proposed FIS model is its ability to provide a high capacity for analyzing the results. The model is able to generate the input–output relationship surface view for stakeholder analysis. Further, unlike the traditional project stakeholder analysis methods that are linear, the proposed model is strongly nonlinear. This implies that change in the input variables of the fuzzy-based model is not expected to lead to a proportional change in the model output.

Two practical implications can be drawn from the presented stakeholder analysis model. First, confronted with mounting pressure to understand the stakeholder environment and to effectively manage stakeholders, project managers need to establish a sound stakeholder management strategy. The stakeholder analysis model developed herein casts a wider net for the critical ranking of stakeholders in a project, thereby providing a more accurate prioritization of the stakeholders. Second, while stakeholders independently require managerial attention, understanding the effect of competing and cooperative stakeholder interactions are unarguably of great importance. The presented model prompts the project managers to recognize not only the influence of key stakeholders on the project but also the interactions of multiple stakeholders within the stakeholder network.

The proposed stakeholder analysis model possesses several desirable features. First, it is not constrained to capturing only stakeholder attributes discussed in the example project provided in this study. The model is flexible and adaptable to all business and management contexts. Second, the stakeholder mapping in the model is not a function of a sole attribute but rather a cumulative effect of multiple stakeholder attributes. In fact, the power of the suggested model lies in its ability to incorporate the three aspects of stakeholder theory into a single model. Third, the presented model builds a quantitative and qualitative picture of the stakeholder salience. The suggested FIS model is capable of processing both qualitative perception of stakeholder attributes and quantitative analysis of the network of stakeholder interactions. This allows for a more comprehensive and synergistic utilization of model inputs.

The research areas of humanitarian supply chain (HSC) and disaster and humanitarian operations (DHO) have evolved through the use of managerial models. Recent studies, however, point to the need for the empirical validation of such managerial models in real-life scenarios. Therefore, the present study aims to investigate the validation of recent managerial models based on empirical data of two disasters in Haiti: the earthquake in 2010 and Hurricane Matthew in 2016.

This research developed two case studies from the perspective of the Brazilian Navy (BN), a part of the Brazilian Armed Forces that led the United Nations Mission for Stabilization in Haiti (MINUSTAH) in both disasters. The case studies focused on empirically validating managerial models for stakeholder identification, stakeholder satisfaction, response processes, strategies for collaboration and the integration of these models.

The results revealed that compared to the response to the earthquake in 2010, the response to Hurricane Matthew in 2016 was superior. The collaborative strategies of the BN and other stakeholders used after the earthquake were more reactive, while the strategies after Hurricane Matthew aimed more at planning and anticipating adverse situations.

This research reinforces the investigated managerial models and indicates their suitability as planning tools for practitioners of HSC and DHO, which is essential for the further development of academic contributions related to integrating the models into more robust solutions.

Relationship management evolves with dynamic and complex environments of megaprojects. However, studies on the longitudinal measurement of relationship management performance for each stakeholder in dynamic and complex project environments are lacking. The purpose of this research is to propose an NK-network evolution model to evaluate stakeholder performance on relationship management in the development of megaprojects.

The model input includes the stakeholder-associated issues and stakeholders' relational strategies, the co-effects of which determine the internal effects of relationship management in megaprojects. The model processing simulates the stakeholder performance of relationship management under the dynamic and complex nature of megaprojects. The NK model shows the dynamic stakeholder interactions on relationship management, whereas the network model presents the complex stakeholder structures of the relationships between stakeholders and relevant issues. The model output is the evolution graph to reveal the weak stakeholder performance on relationship management in the timeline of the project duration.

The research finding reveals that all stakeholders experience the plunge of stakeholder performance of relationship management at the decision-making moment of the planning stage. Construction, environmental and pressure groups may experience the hardship of relationship management at the start of the construction stage. The government is likely to suffer difficulties in relationship management in the late construction stage. Local industry groups would face challenges in relationship management in the middle of the construction stage and handover stage.

The research provides a useful approach to measuring weak moments of relationship management for each stakeholder in various project phases, considering the dynamic and complex environments of megaprojects. The proposed model extends the current knowledge body on how to make project stakeholder analysis by modelling dynamic and complex environments of megaprojects, with bridging the knowledge domains of evolution modeling techniques and network methods.

The purpose of this paper is to examine to what extent the conventional stakeholder model mirrors managerial perceptions of the stakeholder environment in the Swedish fashion industry. The authors aim to adopt a novel approach to stakeholder measurement, as the traditional stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm’s stakeholder universe.

Empirically, the paper is based on findings from a survey among 492 Swedish fashion manufacturers and retailers.

The paper reports significant discrepancy between the conventional stakeholder model and the perceptions of real-life managers of the stakeholder environment. On the surface, their understanding is more in line with the managerial model of the firm from which the stakeholder literature originally departs. It is argued, however, that the discrepancy may be rooted in technology rather than theory as the stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm’s stakeholder universe. The paper, therefore, introduces an animated alternative to the conventional stakeholder model that provides a richer graphical representation of a firm’s stakeholder universe.

The paper refers to the open-ended questions in the survey in terms of descriptive statistics, and not the entire quantitative measures in the survey. This is because these questions are crucial to the authors’ approach to the suggested new stakeholder model, which is not tested quantitatively, but should be perceived as explorative – as a qualitative outcome of the survey. The survey is conducted through the web in the Swedish fashion industry only; thus; the authors’ suggested model needs further quantitative qualification, which the authors plead for in future research.

The originality of the paper is its novel approach to stakeholder measurement based on the perceptions of real-life managers of the stakeholder environment of the Swedish fashion industry. The traditional stakeholder model is constrained by its static two-dimensional nature, which the paper’s animated three-dimensional alternative provides a richer graphical representation of a firm’s stakeholder universe.

Discrete event simulation (DES) application is not as widely perceived as being useful for problem solving in the health‐care arena as in other application areas. Suggests that this might be due to the way DES is applied in health‐care modelling, as it follows a traditionally based‐on‐engineering approach. This may not be a problem in itself; however, health‐care systems are often complex in that they involve multiple decision‐makers and thus understanding and communication between the various stakeholders are potentially problematic. Thinks that problem understanding and efficient communication tools largely contribute to the solution; consequently, proposes a modelling approach to enhance stakeholder understanding and communication. The approach is based on participation of stakeholders; it is also iterative rather than step‐based. To demonstrate this approach, gives an example, aiming to show how this approach has been used successfully to facilitate the understanding process, concluding that involving stakeholders throughout not only helps them to understand their problem better, but also enables them to more fully appreciate the findings resulting from the model. This approach thus serves usefully to enrich the communication between the stakeholders.

This paper looks at a number of approaches to health informatics that support decision‐making relevant to the integrated development and management of information systems with clinical and managerial practices in healthcare. Its main aim is to explore three such approaches for integrated development, the soft information systems and technologies methodology, participative simulation modelling and stakeholder analysis. A description of the health informatics research and development environment in the UK is given as necessary background to the paper. Organisational and social aspects are examined through these approaches including information and clinical process development, telemedicine, ethical issues of drug use and management, health policies and information management and strategies, tele‐education and modelling structures. In the conclusion the synergies between the three approaches are discussed and some principles are extracted for future research and development in integrated approaches to health informatics research.

This paper aims to develop a new model of stakeholder classification and a model for explaining the relationship between the organization and its respective stakeholders.

The new proposed model is based on an empirical study that comprises an exploratory study based on 15 interviews and a confirmatory study based on 684 questionnaires answered by staff of 11 public universities. The main variable deployed is the stakeholder's respective level of influence from the organization's management perspective, that is, their level of legitimacy, power and urgency.

The new model proposes six stakeholder types (regulator, controller, partner, passive, dependent and non‐stakeholder). To explain the relationship between the stakeholder and the organization, the traditional needs‐satisfaction vision was expanded. The variables of relevance, mutual influence and participation were found to be important in explaining the organization and stakeholder relationship. This study contributes both in simplifying stakeholder classification and in explaining the relationships between parties.

The study proposes a new model for stakeholder classification based on empirical research carried out with public organizations, therefore it is advisable to test this new classification scheme with other types of organizations.

This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.

This paper aims to examine the governance structures and models adopted by diverse types of social enterprises (SEs) in China, a rarely studied topic of theoretical and practical importance.

The analysis is based on a comparative case study of 38 typical social enterprises. Empirical data are drawn from secondary sources (bylaws, annual reports, board meeting minutes and other relevant documents) and in-depth interviews with multiple stakeholders (founders, board members, general managers and beneficiaries).

Although SEs in China are registered in various forms, their ownership frameworks nevertheless commonly lack a legislatively defined community or multi-stakeholder orientation. According to their registration status and the participation of their multiple stakeholders, SEs normally adopt three forms of governance structures: government-supervised, shareholder-controlled and member-regulated. Currently, the hybrid of stewardship and co-optation or stakeholder approach is becoming the predominant governance model among SEs in China.

This paper is based primarily on the qualitative case method to make a preliminary assessment of the governance dynamics of SEs in China. Compared with large-N quantitative methods, case studies may have limitations in terms of insufficient quantification, objectivity and generalisability of findings.

The paper sheds light on the governance issues of SEs in China, emphasising contextual effects specific to China and providing an empirical base to extend and refine previous theoretical perspectives on the governance of SEs.

The purpose of this paper is to examine the development, extension and use of the “six markets” model and to outline a framework for analysing stakeholder relationships and planning stakeholder strategy.

The “six markets” stakeholder model is examined. Refinement of the model and improved understanding as a result of field‐based research is described. A stakeholder relationship planning framework is proposed.

The paper examines the use of the “six markets” model in a wide range of organisational contexts utilizing a range of research approaches. A stakeholder relationship planning model is developed consisting of four inter‐related elements, i.e. stakeholder value propositions, value delivery design, stakeholder relationship marketing plans, and measurement and feedback.

The article suggests a number of areas for future research, including the development of planning approaches for different classes of stakeholders and more detailed testing of the stakeholder model and planning framework in specific market sectors.

The research suggests that managers find that the development and implementation of relationship plans for the key stakeholder markets generates valuable new knowledge and insights into stakeholder conditions, constraints and opportunities.

This article contributes to knowledge in the relationship marketing and stakeholder theory areas through the development, refinement and use of a planning model that addresses the complexity of stakeholder relationships and networks. The stakeholder planning approach that is developed represents a means by which managers can achieve greater transparency of stakeholders' interests and improved rigour in planning relationships with stakeholders.

The management of stakeholder involvement within innovation projects is a task of growing importance. The purpose of this paper is to present a method for the first challenge in stakeholder management: the identification of those stakeholders to be involved in innovation projects.

Analysis of stakeholder literature leads to the conclusion that stakeholder identification is considered a problem of classification. Although the availability of a classification model is necessary, it is argued that for a classification model to be of use in identifying stakeholders, such a model needs to be supplemented with an identification procedure for identifying real world parties. Furthermore, a classification model should fit the context the stakeholders are identified for, in this case for innovation projects. These insights have led to the development of a classification model fitting the innovation context, and to the embedding of this model, along with a matching identification procedure, in an identification method.

A partial and integral evaluation of the method on four cases showed its efficacy in the managerial practice of identifying stakeholders within innovation projects.

The method as proposed in the paper can be used for identifying stakeholders in innovation projects. The method can be considered a first step in managing stakeholder involvement.