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Publication date: 26 January 2022

Guido Grunwald, Jürgen Schwill and Anne-Marie Sassenberg

Partnerships for sustainability involve the cooperation of several direct and indirect stakeholders. Direct stakeholders are project partners who can include sponsoring…

Abstract

Partnerships for sustainability involve the cooperation of several direct and indirect stakeholders. Direct stakeholders are project partners who can include sponsoring brands, manufacturers or retailers; and sponsored sports clubs or social institutions, and indirect stakeholders relate to potential customers, the general public and government agencies. The knowledge and competencies of direct and indirect stakeholders are integrated to ensure common project-based sustainability and individual goals. This integration is essentially facilitated by image transfer and self-identification effects, which strengthen stakeholder commitment and trust, and ultimately contributing to a higher relationship quality. However, sustainability partnerships experience several challenges. The challenges lie in selecting suitable partners; formulating partner requirements; determining partner contributions; evaluating and controlling partner integration and, further, enhancing cooperation and relationship quality among selected partners. To attend to these challenges requires a holistic and systematic process for stakeholder integration in sustainability projects. In this chapter, a process model for stakeholder integration for sustainability projects is developed based on the relevant theoretical and empirical research on relationship and sustainability marketing. In particular, the possibilities of digital integration are taken into account in the process. The model can be used to manage co-creation partnerships for sustainability including the selection, evaluation and controlling of stakeholder relationships to derive strategies and measures to improve relationship quality.

Article
Publication date: 15 June 2021

Guido Grunwald, Jürgen Schwill and Anne-Marie Sassenberg

This paper aims to analyze the requirements for stakeholder integration in sustainability project partnerships in times of sustainability crisis. Referring to the COVID-19…

Abstract

Purpose

This paper aims to analyze the requirements for stakeholder integration in sustainability project partnerships in times of sustainability crisis. Referring to the COVID-19 pandemic as a sustainability crisis that has sensitized consumers and other stakeholders to corporate responsibility for social and sustainability issues, a conceptual framework for stakeholder integration is developed from which implications for designing the potential, process and result quality are derived.

Design/methodology/approach

In this conceptual paper, design options for stakeholder integration are derived from open innovation and service management research. Specific crisis-related determinants of stakeholder integration are derived from current corporate social responsibility (CSR) and crisis research taking into account the opportunities and challenges of the COVID-19 pandemic. Design options and crisis-related determinants are then combined to a conceptual framework for stakeholder integration in sustainability project partnerships in times of crisis. Based on this framework, research propositions are derived that provide insights into the design of the potential, process and result quality of stakeholder integration.

Findings

This paper shows that the COVID-19 pandemic can be viewed as a sustainability crisis, which places special entrepreneurial demands on stakeholder integration in sustainability project partnerships. The pandemic offers potential for integrating a large number of stakeholders and has emphasized the need for integrating a broad range of stakeholders. Higher skepticism of stakeholders toward companies' CSR engagement in the pandemic has raised stakeholder demands for early integration. Higher skepticism and CSR involvement have rendered active forms of integration even more relevant, which, however, should still be adapted to the respective stakeholder prerequisites. The pandemic has increased the need for constant and comprehensive exchange of data on project results between stakeholders and the project leading organization. Measurement of target achievement can be promoted by establishing stakeholder commitment with regard to the target measures on the collective and relationship levels of the partnership. Finally, the pandemic has reinforced the need for more dialogical forms of communicating sustainability project results.

Originality/value

Solving problems and exploiting opportunities in times of crisis require a high degree of entrepreneurship and creative leadership in order to gain new ideas and overcome resource deficits. Sustainability project partnerships in which various stakeholders contribute resources and knowledge to collaborate on idea development and finding solutions to sustainability issues are suitable for this. However, previous approaches to stakeholder integration in open innovation and service management research largely neglect the crisis context and only a few are related to sustainability. In CSR and crisis research, stakeholder-related approaches to coping with crises tend to be underrepresented, and the comprehensive concept of stakeholder integration has so far hardly been considered as an approach to crisis management. By taking into account the COVID-19 pandemic as a sustainability crisis, this paper provides new impulses for the integration of stakeholders in sustainability project partnerships in times of crisis. Recommendations for the design of the potential, process and result quality are derived, which provide insights for project leaders and stakeholders alike. In addition, implications for public policymakers are derived, who are assigned an increasingly active role in the pandemic and who can contribute to the success of sustainability project partnerships by setting suitable framework conditions. The developed concept can be expanded to include further company-related determinants and offers a starting point for empirical analysis in the still underexplored research fields of sustainability-oriented relationship marketing and sustainability crises.

Article
Publication date: 8 March 2022

Diana Ominde, Edward G. Ochieng and Vincent O. Omwenga

The aim of this study was to appraise the delivery of information communication technology (ICT) projects and identify key determinants for stakeholder integration.

Abstract

Purpose

The aim of this study was to appraise the delivery of information communication technology (ICT) projects and identify key determinants for stakeholder integration.

Design/methodology/approach

Given that empirically, little was known about stakeholder integration in the ICT sector and its influence or effect on project delivery; qualitative method was used. Forty-seven semi-structured interviews were carried out to derive senior project practitioners and policymakers' constructs of stakeholder integration and infrastructure performance improvement of ICT projects. The verification and validation of the proposed assessment tool were achieved through the use of focus group discussion.

Findings

As established in this research study, there is a need for project delivery teams to evaluate the level of stakeholder integration, the formulation of a project business case, the project processes and issues of compliance and regulation in ICT projects. What is evident in the findings of the study is that the management model adopted for the stakeholders in the Kenyan ICT sector ought to make communication the fulcrum of their engagement.

Originality/value

The inferences made herein are critical in contributing to knowledge regarding the ICT infrastructure project management terrain in developing countries. There is evidence in the study to conclude that the concept of stakeholder management and integration has implications for the sustainability of ICT projects. One of the issues that predominantly featured in the research was the input of stakeholder integration in terms of project sustainability.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 26 October 2012

Jenna M. Evans and G. Ross Baker

Health service organizations and professionals are under increasing pressure to work together to deliver integrated patient care. A common understanding of integration

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Abstract

Purpose

Health service organizations and professionals are under increasing pressure to work together to deliver integrated patient care. A common understanding of integration strategies may facilitate the delivery of integrated care across inter‐organizational and inter‐professional boundaries. This paper aims to build a framework for exploring and potentially aligning multiple stakeholder perspectives of systems integration.

Design/methodology/approach

The authors draw from the literature on shared mental models, strategic management and change, framing, stakeholder management, and systems theory to develop a new construct, Mental Models of Integrated Care (MMIC), which consists of three types of mental models, i.e. integration‐task, system‐role, and integration‐belief.

Findings

The MMIC construct encompasses many of the known barriers and enablers to integrating care while also providing a comprehensive, theory‐based framework of psychological factors that may influence inter‐organizational and inter‐professional relations. While the existing literature on integration focuses on optimizing structures and processes, the MMIC construct emphasizes the convergence and divergence of stakeholders' knowledge and beliefs, and how these underlying cognitions influence interactions (or lack thereof) across the continuum of care.

Practical implications

MMIC may help to: explain what differentiates effective from ineffective integration initiatives; determine system readiness to integrate; diagnose integration problems; and develop interventions for enhancing integrative processes and ultimately the delivery of integrated care.

Originality/value

Global interest and ongoing challenges in integrating care underline the need for research on the mental models that characterize the behaviors of actors within health systems; the proposed framework offers a starting point for applying a cognitive perspective to health systems integration.

Details

Journal of Health Organization and Management, vol. 26 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 6 September 2013

Aki Aapaoja, Maila Herrala, Aki Pekuri and Harri Haapasalo

Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities…

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Abstract

Purpose

Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects.

Design/methodology/approach

This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study.

Findings

This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known.

Practical implications

The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry.

Originality/value

Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.

Details

International Journal of Managing Projects in Business, vol. 6 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 3 October 2016

Milad Abdelnabi Salem, Fekri Ali Shawtari, Mohd Farid Shamsudin and Hafezali Iqbal Hussain

This paper aims to explain the relationships between three dimensions of stakeholdersintegration and competitiveness focusing on 226 industrial corporations. It aims to…

Abstract

Purpose

This paper aims to explain the relationships between three dimensions of stakeholdersintegration and competitiveness focusing on 226 industrial corporations. It aims to investigate the influences of stakeholdersintegration on three dimensions of competitiveness.

Design/methodology/approach

The study adopts a cross-sectional study using a self-reported questionnaire. The collected data are analysed using structural equation modelling technique based on AMOS.

Findings

The results revealed that knowledge of the stakeholders per se will not provide any contribution to the different dimensions of competitiveness. Companies should extend their focus to adapt behaviours in line with stakeholders’ interests to gain competitive advantages. The data showed that in line with the stakeholders’ theory concept, adaptive behaviour dimension positively affects the three dimensions of competitiveness.

Research limitations/implications

There are several limitations that should be taken into consideration. First, the study used a self-reported questionnaire filled in by managers in the study sample; therefore, survey data might be subject to social desirability bias. Second, this study was conducted in Libya, which is considered a developing country, and, thus, caution should be taken when generalizing the results of the study.

Originality/value

To date, there is no an empirical evidence on how environmental stakeholdersintegration might affect firm competitiveness. Previous literature has investigated this issue using different environmental practices. However, none have used stakeholdersintegration in the environmental domain as a predictor to competitiveness. Therefore, the paper contributes to the body of knowledge by stating and testing the potential contributions of stakeholdersintegration to the multidimensional approach of competitiveness.

Details

Social Responsibility Journal, vol. 12 no. 4
Type: Research Article
ISSN: 1747-1117

Keywords

Open Access
Article
Publication date: 10 July 2020

Emilio Passetti, Massimo Battaglia, Francesco Testa and Iñaki Heras-Saizarbitoria

This paper aims to analyse the extent to which health and safety action controls, results controls and informal controls affect the integration of health and safety issues…

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Abstract

Purpose

This paper aims to analyse the extent to which health and safety action controls, results controls and informal controls affect the integration of health and safety issues into management actions, which in turn leads to improve health and safety performance. It also investigates the extent to which those health and safety control mechanisms contribute complementarily to the integration of health and safety issues.

Design/methodology/approach

A survey of 108 Italian non-listed firms tests a set of hypotheses based on complementarity theory and object of control framework.

Findings

Not all the health and safety control mechanisms positively influence the integration of health and safety issues into business practices and external stakeholder relations. Complementarity between health and safety control mechanisms is significant only for higher health and safety performance companies, indicating that the health and safety control mechanisms operate as a package.

Research limitations/implications

The health and safety performance measure could be replaced in future research by improved inter-subjectively testable information, although collecting health and safety quantitative data is difficult. An additional limitation is the response rate.

Practical implications

The findings encourage companies to design and use a comprehensive set of health and safety control mechanisms to promote a healthy workplace.

Originality/value

The paper contributes to the management control, sustainability management control and health and safety accounting literature. The paper provides an in-depth interdisciplinary analysis of the effectiveness of different control mechanisms in the context of health and safety that hitherto has rarely been investigated despite the multiple importance of the topic.

Details

Accounting, Auditing & Accountability Journal, vol. 33 no. 7
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 2 March 2015

Chee Yew Wong, Christina WY Wong and Sakun Boon-itt

The need to integrate environmental management into supply chains has been recognized recently. Yet, there is a lack of theoretical ground and conceptual framework guiding…

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Abstract

Purpose

The need to integrate environmental management into supply chains has been recognized recently. Yet, there is a lack of theoretical ground and conceptual framework guiding such efforts to leverage resources and capabilities across supply chain partners. Grounded on stakeholder and resource orchestration theories, the purpose of this paper is to map the emerging practices, develops a theoretical framework, and proposes future research for understanding an emerging best-practice called “green supply chain integration” (GSCI).

Design/methodology/approach

A systematic literature review of 142 academic articles is conducted to ensure the process of framework development is auditable and repeatable. The article selection criteria are aligned with the review question ensuring that related theories and practices are identified and evaluated.

Findings

The paper illustrates how stakeholder and resource orchestration theories can be used to explain an integrative approach of environmental management in supply chains. The paper identifies four GSCI practices – internal, supplier, customer, and stakeholder GSCI. A theoretical framework and proposition also provide for new directions of research.

Research limitations/implications

The results of this paper are drawn from an extensive review of the existing literature and novel practices that have not been revealed and could have been missed. The emerging practices and theoretical framework can be used for further empirical investigation.

Originality/value

This paper integrates theoretical concepts and empirical findings from the disparate literature and identifies four emerging practices of environmental management by developing a theoretical framework and proposition for future research.

Details

International Journal of Physical Distribution & Logistics Management, vol. 45 no. 1/2
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 3 August 2012

Trine Susanne Johansen and Sophie Esmann Andersen

Integration is a key component within marketing‐ and corporate communication. Benefits include synergetic representations, increased credibility and transparency. However…

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Abstract

Purpose

Integration is a key component within marketing‐ and corporate communication. Benefits include synergetic representations, increased credibility and transparency. However, integration may be problematic. With the purpose of re‐conceptualizing integration, this paper aims to discuss how organizational self‐understanding and self‐presentation are challenged by consumer resistance as integrative communication practices prevent organizations from fully engaging in meaningful stakeholder dialogue.

Design/methodology/approach

Framed by a cross‐disciplinary review of integration as a concept, Arla Foods' “ONE” is analyzed by way of a qualitative content analysis as an exemplary case of integrated communication. Subsequently, the case is approached from a critical consumer perspective, drawing on empirical studies of consumer responses to and conversations with Arla Foods.

Findings

An alternative approach to integration is presented replacing the notion of “one voice, one sound, one story” with an emersion of the organization into consumer narratives and market cultures. Integration is re‐conceptualized as moving from an intra‐organizational perspective towards a co‐creative perspective.

Research limitations/implications

There is a need for further re‐conceptualization of integrated communication in order to develop a theoretical framework and definition that articulates a co‐creative view on integration.

Practical implications

Re‐articulating integration based on co‐creation carries different potential consequences for communication management, e.g. listening to consumer voices, self‐reflection and co‐development.

Originality/value

The original contribution lies in re‐conceptualizing integration as moving from an intra‐organizational perspective towards a co‐creative perspective with both practical and research implications.

Details

Corporate Communications: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 10 April 2017

Christina Öberg

The literature has described knowledge transfer in terms of how companies advance their merger and acquisition activities through experience. This indicates a knowledge…

Abstract

Purpose

The literature has described knowledge transfer in terms of how companies advance their merger and acquisition activities through experience. This indicates a knowledge transfer from one acquisition to the next, with the acquiring party being the carrier of such knowledge. The present paper aims to add to this view through pointing out how knowledge on how to acquire and how to integrate, follows also from other parties and their experiences. The paper discusses and classifies sources, directions and outcomes of knowledge transfer on acquisitions from a stakeholder point of view. Focus is on external stakeholders and knowledge is divided between knowledge on acquiring and knowledge on integrating, thus dealing with the pre- and post-merger stages of acquisitions.

Design/methodology/approach

The paper adopts a multiple case study research design to illustrate its point. While the individual acquisitions are interconnected through the acquirer or acquired party being the same company, indications are that knowledge on how, when and what party to acquire and how to integrate (degree, direction, timing and function) follows from external stakeholders and their previous experiences.

Findings

The findings suggest that knowledge on acquiring follows from general knowledge on sector levels, while specific parties – including customers, competitors and the acquired party – are the sources of knowledge on integration. Knowledge on acquiring is imitative, while knowledge on integrating rests more on the external stakeholders’ failures.

Originality/value

The paper provides a research design contribution to acquisition studies, as most such studies adopt a quantitative, secondary data approach. The main contribution is though the focus on external stakeholders as sources of knowledge on acquiring and integrating. The previous literature seems to suggest that it is the experience accumulated through the acquirer’s previous acquisitions that provides the acquisition knowledge. The paper’s perspective, which includes several external stakeholders, provides a rather unique piece of research on stakeholders in mergers and acquisitions.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 15 no. 1
Type: Research Article
ISSN: 1536-5433

Keywords

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