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With the popularity of social media platforms, firms have now tangible means not only to reach out to their stakeholders, but also to closely monitor those interactions. Yet, there are limited methodological advances on how to measure a firm’s stakeholder networks, and the level of engagement firms have with these networks. Drawn upon the customer engagement and stakeholder theory literature, this study aims to propose an approach to calculate a firm’s stakeholder network engagement (SNE) index.

After deriving the SNE index formula mathematically, this study illustrates how the SNE index functions using eight firms’ online corporate social responsibility (CSR) networks across four diverse industries.

This study proposes and illustrates a new approach of capturing the SNE in a stakeholder network for use by academic and practical researchers.

Researchers can use the SNE index to assess engagement in stakeholder networks in various contexts.

Managers can use the SNE index to assess, benchmark and improve the nature and quality of their CSR strategies to derive greater return on their CSR investments.

Building on the stakeholder, communication and network analysis literatures, this study conceptualises SNE in four theoretical dimensions, namely, diffusion, accessibility, interactivity and influence. Then, an index that measures SNE is mathematically derived and empirically illustrated.

This study tracked rural network activity among regional stakeholders, including government supported agencies, educational institutes, indigenous business representatives, economic support organizations and rural community groups. It explored the relationships that exist between regional stakeholders in a collaborative rural network environment, offering insights into the relationship dynamic between stakeholder organizations.

A longitudinal case study method was utilized to identify the component elements of regional stakeholder network engagement.

Communication, resource sharing and prolonged social interaction were found to be key elements in promoting stakeholder trust. Furthermore, proactive stakeholders improve commitment to network relationships over time. A cyclical flow of these criteria is necessary for congruent understanding to develop between the stakeholders resulting in collaborative network engagement.

Limitations include stakeholder willingness to participate in the research study, potential participant and researcher bias and the possibility that certain features may be particular to the observed network.

The current research demonstrated that stakeholder engagement cannot be assumed in a rural network environment, thus the implementation of the network paradigm into national strategic plans for rural regional development is recommended.

This research contributes to the under-developed area of regional stakeholder network engagement and provides a basis from which to consider the relationships that exist between regional stakeholders in a rural network. A key outcome is the development of a Framework of Regional Stakeholder Network Engagement, which offers insight into how committed network relationships evolve and highlight the factors that promote and hinder sustainable regional stakeholder engagement.

This paper examines the accountability and governance mechanisms and the challenges in a multi-stakeholder partnership seeking to implement the Sustainable Development Goals (SDGs) in a developing country (DC), namely Tanzania.

The paper draws on work on the shift from government to governance to meta-governance to examine the SDGs framework's governance regime. The data stems from documentation, focussed group discussions and face-to-face interviews with key stakeholders involved in the localisation of SDGs in Tanzania.

Despite the emphasis given by promoters of SDGs on the need for multi-stakeholder engagement, and network and market-based governance, Tanzania's hierarchical governance framed in national legislations dominated the localisation of the SDGs. The national-level meta-governance structures were somewhat dysfunctional, partly due to a lack of well-designed coordination mechanisms for collaborative engagement with key stakeholders. The limited involvement of different meta-governors, and particularly network and market-based governance arrangements, has had severe implications for achieving the SDGs in DCs in general and Tanzania, in particular.

The paper calls for a more explicit SDG policy and strategy, alongside strengthening institutional structures and related governance arrangements in Tanzania, to promote the realisation of the SDGs. For the SDGs framework to succeed, the authors suggest that, in addition to adopting SDG friendly policies, the Tanzanian government should devise plans for financial resources, strategies for empowering and engaging with key stakeholders and promote an integrative governance system that underpins accountability at the local level.

Focussing on Tanzania, the paper sheds light on how context in DCs, interactions between state and non-state actors, modes of governance and accountability mechanisms shape the localisation of SDGs and realising the SDGs' agenda. The implementation in Tanzania focussed on priorities in the development plan, thereby neglecting some important SDGs. This raises doubts about the possibility of meeting the SDGs by 2030. The localisation of SDGs remained within the top-down governance structure, as Tanzania's government failed to enact the policy and strategy for multi-stakeholder partnership consistent with the SDGs' principle of “leave no-one behind”. Consequently, meta-governors' efforts and ability to monitor and demand accountability from the government was constrained by the political context, the governance system and regulations enacted to side-line them.

As academics, quantitative and/or qualitative methods are at the heart of the research we conduct and the insights we seek to share with the world. However, this does not always translate into impactful engagement for the stakeholders and communities we engage with, despite the evidence that indicates the potential to do so. One of the critical ways that academics can generate impact is through community and stakeholder engagement – developing networks and external partnerships that work collaboratively to generate change. Research indicates that more participatory methods of engagement where stakeholders can co-create solutions have the greatest transformational potential for impact. The key to differentiating meaningful and impactful stakeholder engagement from distinct concepts such as communication or consultation is understanding the level of influence the stakeholder will have on the decision. This chapter provides a practical guide for academics to build their practice in impactful engagement throughout their career through eight simple steps. Using the International Association for Public Participation (IAP2) spectrum of public participation, an example of how engagement methods can be selected to build impactful engagement skills throughout the academic career is illustrated. Impactful engagement has the capacity to bring diverse voices and perspectives together to shape decisions and change, and in so doing, create greater impact.

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.

This paper aims to contribute to theory concerning collaborative innovation through stakeholder engagement with reference to Glasgow City Marketing Bureau’s (GCMB’s) management strategies, which represent UK best practice in events procurement, leveraging and destination branding.

The research adopts a case study design to facilitate an in-depth evaluation of the destination marketing organisation’s (DMO’s) critical success factors. Multiple perspectives on GCMB’s collaborative innovation are achieved through semi-structured interviews with senior managers from the bureau, key stakeholders and other DMOs.

GCMB’s success results from long-term, extensive, collaborative engagement, a unique institutional structure and sustained political and financial support through to transformational leadership, strategic event selection and targeted marketing through “earned” distribution channels.

The study takes a single case study approach and focusses on GCMB’s event-led branding strategy. Given the importance but relative neglect of long-term inter-personal relationships in collaborative innovation, future research should focus on the development of social capital and adopt a longitudinal perspective.

The paper provides insights into the collaborative innovation process with a range of stakeholders, which underpins GCMB’s events strategy and its leveraging of the city brand. In particular, the study highlights the need for entrepreneurial leadership and the development of long-term relationships for effective engagement with stakeholders.

Previous research has focussed on outcomes and neglected pre-requisites and the process of collaborative innovation between destination stakeholders. This study examines this issue from the perspective of a successful DMO and presents a conceptual framework and new engagement dimensions that address this gap in knowledge.

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.

This chapter presents a case study of a community engagement project that was established in 2013, between the International Business School of Hanze University of Applied Sciences (UAS), Groningen, the Netherlands, and various communities within Mombasa County, Kenya. From an educational point of view, this engagement helped enrich the curriculum, in terms of learning how business is conducted in a different cultural setting, and how classroom knowledge can be applied within the field. From a community perspective, this engagement acted as a facilitator to knowledge and resource access. The authors highlight aspects that have explicitly added value to the projects, whilst simultaneously presenting engaging dissonance arising from the implementation of the project as well as discussing factors that could be addressed to improve this type of community engagement. The recommendations would be most applicable to projects within similar cultural settings and/or with a similar geographical distance.

The purpose of this study is to address a significant gap in the understanding of entrepreneurship at the microfoundation level. It focuses on how individual entrepreneurs, specifically Hongbang entrepreneurs in China from 1896 to 1949, shape and transform their contexts. The aim is to provide a deeper understanding of the mechanisms that facilitate entrepreneurial success.

The study adopts a microhistorical approach, investigating the case of Hongbang entrepreneurs in China during 1896-1949. It involves an in-depth examination of historical records to explore the strategic interactions between these entrepreneurs and core stakeholders such as consumers, financial intermediaries, government regulators, and human resources. The research methodology emphasizes a process-oriented view, examining the evolution of personalized networks into extensive connections.

The research reveals that Hongbang entrepreneurs successfully reshaped their unfavorable embedded contexts by strategically collaborating with key stakeholders. They influenced consumer tastes, allied with financial intermediaries, negotiated with governments on regulation policies, and developed human resource stocks. The transformation was facilitated by the evolution of their networks from personalized to extensive connections. These findings highlight the localized strategies such as cronyism in resource acquisition within China’s private property development industry.

This study contributes to the field by offering insights into entrepreneurial contextualization and networking. It sheds light on the complex interplay between entrepreneurs and their contexts, providing a nuanced understanding of localized strategies in the Chinese context. The findings add value to the discourse on entrepreneurship by elucidating the strategic and processual acts through which entrepreneurs engage with stakeholders and reshape their environments.

This paper aims to understand stakeholders' sentiments with respect to company policies in the water utilities (WU) sector and to explore if and how these sentiments could be a source for organisational learning.

This study investigates the use of social media in WUs’ and stakeholders’ reactions as a source of data for organisational learning. This paper relies on a mixed-methods approach based on sentiment analysis of Facebook (FB) pages and semi-structured interviews with sustainability managers from a sample of Italian WUs.

Findings show that WUs increasingly use FB mainly to promote and disclose environmental issues and as a source of information for organisational learning. A longitudinal analysis of environmental disclosure via FB reveals a growing trend of both companies’ posts and stakeholder interactions and significant differences among organisations in their ways of using information and knowledge obtained from social media.

Theoretically, this paper builds an original link between disclosure via social media and organisational learning processes. Empirically, to the best of the authors’ knowledge, this is one of the first studies to identify the quantity and quality of environmental disclosure via FB and the related stakeholders’ reactions.