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The purpose of this paper is to examine the effect of sharia, social and financial disclosure on stakeholders’ loyalty towards Islamic banks (IBs). The paper also aims to examine the extent to which trust and satisfaction mediate this effect.

It uses data collected from 600 respondents to survey questionnaires disseminated to stakeholders from 15 countries dealing with IBs. Structural equation modelling is adopted with a partial least square approach.

The results indicate that there is a significant impact of disclosure on stakeholders’ trust, satisfaction, and loyalty. The results also indicate that there is a partial mediating effect of trust and satisfaction in the relationship between disclosure and loyalty. This paper is one of the first studies examining the effect of disclosure on stakeholders’ loyalty. The authors provide novel findings, which have theoretical and practical implications for disclosure in IBs and their relationship with stakeholders.

The analysis offers a novel contribution to the Islamic banking literature by offering the first evidence on the impact of disclosure on stakeholders’ trust, satisfaction, and loyalty.

Public-Private Partnership (PPP) model still contains the obstacle in partnership, which can lead to different satisfaction between project participants. Therefore, project managers need to consider stakeholder satisfaction to ensure success in PPP implementation. However, this problem is limited in the previous studies in developing countries. The purpose of this study is to evaluate stakeholder satisfaction of PPP transport projects in developing countries.

A total of 15 satisfaction factors were identified and four main groupings were introduced by a review of the literature and expert interview rounds, including satisfaction of general public, satisfaction of private sector, satisfaction of government and satisfaction of end-users. A PPP expressway project in Vietnam was used to illustrate for this analysis. Data were collected through a questionnaire survey with 31 validated responses. The fuzzy synthetic evaluation method was then applied to evaluate satisfaction index for the stakeholder satisfaction of PPP transport projects in Vietnam as a developing country.

The analyzed result showed that the project participants are basically satisfied with gained outcomes of the experimental project with the satisfaction index = 3.46. Specifically, the general public expressed that they are “satisfied” with satisfaction index = 4.08. Meanwhile, end-users, government and private sector are “basically satisfied” with the project outcome (the satisfaction index of 3.31, 3.16 and 3.04, respectively).

This study provides more depth understanding of the satisfaction factor with transport infrastructure service in developing countries through PPP procurement. In addition, the decision-makers might utilize this evaluation model for rating the stakeholder satisfaction of real PPP projects to ensure project success.

The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs).

Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package.

The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP.

The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective.

The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.

This paper aims to examine the relationship between stakeholders’ perceived benefits and happiness of small and medium-sized enterprises (SMEs) that follow Thai’s corporate sustainability practices, called sufficiency economy, and their impact on stakeholder–company relationship quality and firm performance outcomes.

Derived from the literature, a structural model, expressing the relationship between stakeholders’ perceived benefits and happiness of SMEs and their impact on stakeholder–company relationship quality and firm performance outcomes, was developed. A questionnaire survey was conducted with 636 stakeholders from sufficiency economy SMEs in Thailand. Structural equation modeling was used to test the model.

Results indicate that utilitarian benefits, and hedonic and eudaimonic happiness impact enhanced stakeholder–company relationship quality with the firm to varying degrees. Different levels of relationship quality also impact perceived corporate reputation and perceived brand equity differently.

This study is among the first that identifies the positive impact of happiness on corporate sustainability performance.

The purpose of this paper is to develop a model for producing an objective and holistic assessment of organisational decision-making to measure the procurement success of built facilities from the perspective of six key stakeholder groups (i.e. company, staff, customers, community, government and the environment).

This research is based on grounded theory. The methodology comprises a number of sequenced but interdependent steps. The first step involves reviewing the underpinning literature, whereas the second and third steps involve a detailed case study of actual practice and identification of stakeholder models that have been previously published, respectively. A knowledge gap is then highlighted from which a conceptual framework using a six-star rating algorithm as an integration metric is developed. The final steps seek an expert panel to validate the framework through focus group discussion ultimately leading to suggestions for further improvements.

It is found that the developed stakeholder satisfaction model is capable of assessing the sustainable procurement of built infrastructure using a generic six-star rating algorithm. The overall rating can be used to compare and rank performance across a range of portfolio assets, although some modification is required for non-built assets.

This research makes a contribution to knowledge through the presentation of a model, grounded in practice, that combines the economic, social and environmental performance of organisational decision-making from a stakeholder satisfaction perspective. It is acknowledged that there are a number of techniques that could be used to assess each stakeholder group, although the ones chosen in this research are mostly drawn from existing approaches developed and validated by others.

Companies are increasing the amount of their voluntary disclosures to inform stakeholders about organisational performance. Despite criticism that these are simply “public relations” exercises, there has been little formal evaluation of stakeholder reporting, especially in Australia. In addition, the important aspect of stakeholder reciprocity, where not only stakeholder satisfaction but also their contribution to the organisation is evaluated and reported, has not been examined. This study aims to examine both of these issues.

The study was conducted using the non‐financial performance indicators of Australia's top five banks, as available in both annual reports and web sites, to examine the nature of stakeholder reporting and the extent to which stakeholder reciprocity is disclosed.

The results of the study indicate that there is neither consistency in the reporting of key performance indicators, nor is there consistency in reporting across both stakeholder satisfaction and stakeholder contribution. Stakeholder satisfaction dominates and little effort has been directed to evaluate and report on stakeholder contribution. The study also indicates that, other than shareholders, the top five Australian banks have identified customers and employees as their primary key stakeholders.

Despite widespread acknowledgement of the importance of stakeholder dialogue for the enhancement of stakeholder relationships, stakeholder reciprocity and the extent to which it is disclosed is an area that has been insufficiently examined. Thus, the originality and value of the study lie in its examination of corporate disclosures of stakeholder reciprocity.

The purpose of this study is to investigate ways in which the performance management at different school management levels contributes to the performance of public schools in the Estonian general education system.

The study is based on the balanced performance management approach and focuses on performance management patterns in Estonian general education schools. At the individual, operational, and strategic performance management levels, the primary performance determinants are analysed. The study uses empirical survey data gathered from 164 schools providing upper secondary education in Estonia.

The research shows that a pupil's academic performance as the most common indicator of a school's performance influences individual goals, such as satisfaction with the quality of education and teaching in the school and the pupils' further choices and opportunities in education. The satisfaction of other interested parties such as teachers and parents is influenced by the school's strategic as well as operational performance management measures. Therefore, a school's performance management system must operate as a balanced system integrating the individual, operational and strategic performance management levels of the school.

The general limitations of survey‐based research have to be considered – the study is static in nature, although the longitudinal approach would allow assessing the dynamic aspects of performance management in public schools. In addition, it is necessary to further explore a wider set of individual, operational and strategic performance management indicators and their interconnections in the implementation of performance management in public schools.

The research findings have two main implications. First, the paper contributes to the limited knowledge about the implementation of performance management practices in public schools. Second, due to the fact that the Estonian education system is firmly based on approaches that have proven to be performance‐enhancing, the analysis provides an overview of and information about the countries that have not gone to such lengths in the restructuring of their education system.

The purpose of this paper is to investigate the leadership and management practices that positively affect stakeholder satisfaction, an under-studied area important for both academic researchers and leaders. Relationships between 23 leadership and management practices and overall stakeholder satisfaction (OSS) were examined.

Avery and Bergsteiner ' s (2010, 2011a) sustainable leadership (SL) model provided the theoretical framework for a cross-sectional survey research design used to gather empirical data from 439 managers of small- and medium-sized enterprises (SMEs) in Thailand.

Results show all SL practices except financial market orientation were significantly related to OSS, and the more an organisation adopts significant SL practices, the higher the OSS is likely to be. The particular SL practices that positively predicted enhanced OSS were amicable labour relations, staff retention, strong and shared vision, strategic and systemic innovation, and high staff engagement and quality.

Future research should further examine relationships between SL practices and a range of organisational performance outcomes in different contexts, as well as the relationship between SL practices and sustainable human resource management (SHRM), and between SHRM and stakeholder satisfaction.

The findings provide guidance on which SL practices to adopt for managers of SMEs in Thailand and possibly in other countries, who wish to improve their stakeholder satisfaction and sustain their business success.

Policy makers may gain insights into practices that drive performance in SMEs, a strong force in many economies.

This study extends current knowledge of leadership and management practices that positively predict enhanced stakeholder satisfaction, an area in which empirical evidence has to date been largely lacking.

Organizational vision is a generally accepted necessity for organizational success in the 1990s. Specifically, stakeholder attitude toward the vision is believed to improve performance and enhance efforts toward increased quality. To date, little empirical research has proven that attitude toward the organizational vision yields any measurable organizational outcomes. The purpose of this exploratory study was to determine if stakeholder satisfaction with organizational vision was associated with overall job satisfaction and perceived effort. A sample of 709 cruise line managers responded to the 31‐item questionnaire and a service effort scale developed for this study. Both exploratory and confirmatory factor analyses were conducted to define the constructs and establish the measurement properties of the structural equation model tested. Results indicated that satisfaction with vision accounted for 33 per cent and 21 per cent of the variance in job satisfaction and service efforts respectively. Conceptual and theoretical implications of the results are discussed.