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The purpose of this paper is to explore stakeholders’ expectations in utilising PPP financial models in order to ensure that each stakeholder understands the expectations of others before negotiating and reaching contract agreement by all the stakeholders.

Five common sets of 40 expectations have been identified through a systematic research approach, and their relative significances were verified based on pilot studies in India and the UK and expert opinion solicited worldwide through a structured questionnaire survey. The survey responses were evaluated by using statistical analyses.

The most important stakeholders’ expectations in utilising PPP financial models were identified at five different stages in a project. They are bankable (at the pre-proposal stage), assessment of project's ability to carry senior debt (at the contract negotiation stage), sensitivity analysis for key commercial issues (at the finance-raising stage), debt service evaluation towards cost overrun and other adverse events (at the construction stage), and assurance of secure operational cash flow (at the operation stage). Although some of the most important expectations are agreed on by all stakeholders, the disagreement of most important expectations should also be considered by the other stakeholder(s) in order to achieve effective and efficient negotiations.

The paper draws attention to stakeholders’ expectations in utilising a financial model that is arguably overlooked in evaluating PPP projects. It does so in order to speed up the negotiation process as a means of minimising cost and time expenditures on PPP contract negotiation.

The purpose of this paper is to examine the quality of service of a South East Asian country's military facilities management organisation.

An interview survey and questionnaire survey were used to obtain a description and summary of stakeholders’ expectations and the extent to which they were being satisfied by the services provided.

The method provides a useful means of identifying and prioritising varying expectations between stakeholder groups and of indicating any mismatch in expectations in the management of military facilities.

The development and use of a method to test and improve the effectiveness and efficiency of the management of military facilities helps in providing better value for money.

In addition to re‐affirming Parasuraman's overall dimensions of service expectation, the empirical summary of the stakeholders’ expectations obtained in this way is of practical value for the service provider in developing a strategy for expectation management. For the case studied, it is also apparent that although the current processes in service delivery are well understood by all involved stakeholders, there is a need for further improvement with regards to their expectation levels. It is also one of the very few reported studies on the management of military facilities.

The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined.

A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives.

In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction.

The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support.

PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction.

This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

The purpose of this paper is to explore stakeholder expectations of performance within public healthcare services from a less-developed economic context – Zambia in this case. The study emerges from extant literature indicating potential variations in stakeholder conceptions and expectations of performance within public services.

The paper draws on institutional and structuration theories to investigate cross-sectional stakeholder expectations of performance together with power relations embedded within public healthcare performance expectations. Empirical data are drawn from semi-structured interviews with 33 stakeholders including legislators, policymakers, regulators of health services, healthcare professionals and health facility managers.

The findings not only reiterate the constructed and multi-dimensional nature of performance but also highlight the hierarchical configuration of stakeholder expectations linking macro-level health outcomes with micro facility-level service delivery processes.

The study points towards the need of harmonising the national performance measurement (PM) framework to ensure that macro-level goals are suitably cascaded and translated into micro-level service delivery processes through bottom-up structuration linkages.

In addition to filling the gap of explicating public healthcare PM practices in a less-developed economic context, the paper integrates insights from institutional and structuration theories to depict stakeholder expectations of performance through a multi-level and hierarchical framework.

The purpose of this paper is to explore the reasons behind the slow adoption of mobile payment services. The expectations of the main groups of stakeholders – the mobile service providers, the retailers, and the consumers – of the service in the retail industry in Sweden are examined.

The authors use a qualitative case study of stakeholders’ expectations. The conceptual research framework is based on the theory of diffusion of innovations, the technology adoption model, and network externalities. The proposed framework was tested and validated by empirical findings.

One of the key findings of the research highlights that acceptance of a mobile payment service depends on the ability of mobile payment providers to build networks of both retailers and consumers simultaneously. The service will attract these stakeholders if it meets their expectations in the best possible way. Another finding is that mobile payment services do not meet expectations on an enhanced purchasing process. This is the area for future service improvement.

The main limitation of this study is that only a few retailers were contacted.

First of all, criteria from the developed research framework can be used as a guide for mobile payment service development. Second, when developing and providing a mobile payment service, mobile payment providers need to have a good understanding of the needs and expectations of retailers and consumers.

Stakeholders’ expectations have not been a focus for research in previous studies. This is a new research object.

This mixed-method study aims to contribute to the scholarly debate by outlining an individual-level theoretical framework for public value creation and evaluation that builds upon a social exchange perspective. It provides insights into the normative frames of primary stakeholders in the Dutch care at home sector, that is professionals, managers, clients and informal care providers.

A mixed-method design comprising a customized survey among 349 stakeholders, preceded by 31 in-depth interviews was used.

This empirical work shows differences and similarities in the stakeholders' normative frames revealed via three dimensions of expectations regarding the process of care delivery: personal contact, impact of rules and procedures and communication.

These differences in interpretation have implications for the measurement and evaluation of public value creation.

By statistically and methodologically exploring the different expectations' scales that are developed, we intend to work toward a measure for public value creation, which can be used in future empirical work.

Discusses stakeholder theory (ST) in the context of developing environmental marketing strategy. ST has not been utilized extensively in the marketing literature. Discusses how environmental marketing strategy can be improved by following the four‐step stakeholder management process. This process involves: identifying the relevant stakeholder groups; determining the stake of each group; determining how effectively the “expectations” of each group are met; and developing corporate objectives and priorities that consider the stakeholder′s interests. Through understanding and attempting to socialize key stakeholders, environmental marketing strategy can be made more effective. Provides some examples of the stakeholder socialization process.

In addition to financial returns, German housing companies are expected to achieve social and ecological outcomes. This achievement is challenging for management, as expectations from different stakeholders are only partly apparent and often conflicting. The paper aims to discuss these issues.

This paper presents a process model that supports the management of housing companies to systematically explore, evaluate, and integrate stakeholders’ interests into the company’s strategic targets.

The integrated process model improves sustainable value creation, as stakeholders’ interests are transparent and can thus be better satisfied.

Due to the action research design, further research cycles and empirical testing with other companies are needed before findings can be generalised.

The process enables housing companies to focus on value-generating activities, to react timely to changing needs, and to improve their relationships with stakeholders. Management benefits from increased clarity and legitimacy for strategic decisions as stakeholder demands are made transparent and integrated into the strategic targets.

Compared to common participation approaches, all stakeholder groups are consulted, and their expectations are documented transparently within the suggested process model. This results in a better foundation for sustainable management planning and decisions.

The purpose of this study is to improve the understanding of stakeholder engagement in the context of sustainability reporting (SR) for higher education institutions (HEIs), together with the materiality principle and stakeholder expectations.

This research uses an exploratory approach based on content analysis, a case study and descriptive and inferential statistics.

Three key findings come out of this research. First, the results indicate that HEIs use diverse criteria for grouping stakeholders and that stakeholder engagement is a heterogeneous process. Second, the expectations of internal stakeholders align with the material aspects of SR. Finally, among internal stakeholders, students and academics disagree on the prioritisation of some sustainability aspects, with non-academic staff adopting an intermediate position.

This analysis improves our knowledge of stakeholder engagement in HEIs. It helps to identify the relevant impacts of stakeholder engagement, enhances the quality of reporting and encourages a real dialogue with stakeholders.

The study examines stakeholder engagement and how the materiality principle is adopted by HEIs through SR. Furthermore, it compares these results with stakeholder expectations, considering the discrepancies between stakeholders. The results open the way to future research to explore the potential conflicts and collaborations between and within stakeholders to advance towards more sustainable institutions in the higher education sector.

Organizations put their reputations at risk when they misunderstand what their stakeholders expect from them. People expect specific behavior from an organization regarding societal issues or questions, and when an organization ignores or denigrates issues and in the worst case contributes to making conditions worse, stakeholders will react. The purpose of this paper is to propose the PZB model of service quality as a tool that organizations can use to align expectations and perceptions with organizational behavior and communication.

The paper provides two cases of the use of CSR communication as a marketing mechanism to position an entity as environmentally friendly. In both instances, the messages were declared illegal and had to be removed. The PZB model of service and the co‐orientation model are used to illustrate the principles discussed.

The cases illustrate the need for organizations to not only be more aware of the expectations of their stakeholders but also to implement organizational practices that ensure they are abreast of expectations and operate accordingly.

The value of the paper is that it provides organizations with a proven tool that can be used not only for customers but for other stakeholders as well. Its real strength, however, is that it provides guidelines for internally‐ as well as externally oriented behavior and communication.

The paper extends the PZB model to a more stakeholder approach and demonstrates its usefulness when it comes to a deeper understanding of legitimacy by organizations.