Gesellschaftliche Verantwortung und Stakeholdermanagement

Altenburger, Reinhard

doi:10.1007/978-3-662-46560-8_2

Cited by 6 publications

(3 citation statements)

References 20 publications

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“…Modes of an integration deal with how stakeholders are involved in sustainability co‐creation depending on their skills (Grunwald & Schwill, 2018b:187–188). In principle, stakeholders can be included in various forms using various concepts, methods and (digital) tools that enable more or less active vs passive forms of integration (Altenburger, 2016:22). Examples are consultations on critical sustainability issues, research collaborations to solve specific sustainability problems, joint employee exchange programs and continuous dialogues with selected stakeholders.…”

Section: Input–process–output Framework Of Sustainability Co‐creationmentioning

confidence: 99%

“…Particularly highly involved lead stakeholders with profound knowledge of sustainability issues could be integrated early in the process. By involving lead stakeholders as early as possible, there is also the opportunity to identify new and future important sustainability issues at an early stage (Altenburger, 2016:32). Early integration is also advisable for critical stakeholders or stakeholder groups.…”

Section: Managerial Challenges and Implicationsmentioning

confidence: 99%

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Sustainability co‐creation in digitalized global value chains

Grunwald¹

2022

Strategic Change

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Increased attention to sustainability issues and advancing digitalization motivate organizations to collaborate on sustainability issues in projects with various stakeholders in and around global value chains. In sustainability co‐creation, stakeholders' specific knowledge and competencies will be combined to achieve common sustainability goals more effectively while better targeting individual goals. However, sustainability co‐creation can pose various challenges that affect the possible input factors (e.g., insufficient or unequal digital resources, skills, motivation), the process of cooperation (e.g., conflicting goals, inappropriate timing and methods) and the output (e.g., lack of commitment about target achievement and communication). This paper proposes a conceptual input–process–output framework of sustainability co‐creation in the context of digitalized global value chains. It highlights major managerial challenges and implications drawing on relationship marketing research. Recommendations and practical examples for designing sustainability co‐creation's input, process, and output are provided, useful for managers. Besides, avenues for future research are derived.

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Section: Input–process–output Framework Of Sustainability Co‐creationmentioning

confidence: 99%

Section: Managerial Challenges and Implicationsmentioning

confidence: 99%

Sustainability co‐creation in digitalized global value chains

Grunwald¹

2022

Strategic Change

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“…“UN Global Compact,” “World Business Council for Sustainable Development”) that focus on sustainability issues. They provide valuable impulses for new solutions to problems on a competitive basis and identify new and future sustainability issues at an early stage (Altenburger, 2016) that allow partners to timely initiate sustainable measures. The focus of critical stakeholders is not only on consumer and environmental issues.…”

Section: Design Options Of Stakeholder Integrationmentioning

confidence: 99%

Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

Grunwald

Schwill

Sassenberg

2021

JEPP

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PurposeThis 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/approachIn 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.FindingsThis 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/valueSolving 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.

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CSR-orientierte Unternehmensführung der Biogena-Gruppe entlang des 3. nachhaltigen Entwicklungsziels

Schmidbauer

Ganglbauer

2017

CSR Und Geschäftsmodelle

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Gesellschaftliche Verantwortung und Stakeholdermanagement

Cited by 6 publications

References 20 publications

Sustainability co‐creation in digitalized global value chains

Sustainability co‐creation in digitalized global value chains

Sustainability project partnerships in times of crisis: conceptual framework and implications for stakeholder integration

CSR-orientierte Unternehmensführung der Biogena-Gruppe entlang des 3. nachhaltigen Entwicklungsziels

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