Planning for sustainable stakeholder engagement based on the assessment of conflicting interests in projects

Bahadorestani, Amir; Naderpajouh, Nader; Sadiq, Rehan

doi:10.1016/j.jclepro.2019.118402

Cited by 92 publications

(66 citation statements)

References 105 publications

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“…However, if not done, it can put organisations in moral dilemmas for accountability. The study by Bahadorestani et al (2020), which provided a link to using a theoretical framework based on stakeholder theory, confirms the significant role of stakeholders in assessing the project performance. However, the performance assessment lacks strategic and sustainable focus means they are more concerned with the short-term as stakeholders are not fully engaged.…”

Section: Assessment Of Performance On Short Term Basismentioning

confidence: 55%

Accountability Complexities in Non-governmental Organisation: A Reflection of Practical Mechanisms for Instilling Accountability in Selected Tanzania's Non-governmental Organisations

Sikira

2021

int.jour.sci.res.mana.

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Non-governmental Organisations are key development partners who receive funds and other support from various stakeholders for supporting human development. Receiving funds and other supports require a well-established accountability framework to which most NGOs do not adhere. The downward and upward accountability phenomena seem overly complicated for NGOs to strike a balance as they have diverse and antagonistic interests. Given that scenario, it was imperative to examine how the existing mechanisms, influence the accountability of NGOs with the bias of ANSAF, UCS and HAWA. The study used Dar es Salaam as the case study employing the case study research design with a sample size of 30. Data were gathered through interviews and semi-structured questionnaires and analysed through content analysis for qualitative data. Quantitative data were analysed through simple descriptive statistics. This study aims to examine the mechanisms selected NGOs employ to instil accountability in Tanzania. The study found that the selected NGOs apply various accountability mechanisms, while the most used one is performance assessment based on a short-term basis, followed by disclosure of funding sources. The study concludes that upward and downward accountabilities are overly complex phenomena in actual practice. Thus, NGOs need a proper dedicated balance between the two.

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Section: Assessment Of Performance On Short Term Basismentioning

confidence: 55%

Accountability Complexities in Non-governmental Organisation: A Reflection of Practical Mechanisms for Instilling Accountability in Selected Tanzania's Non-governmental Organisations

Sikira

2021

int.jour.sci.res.mana.

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“…Existing literature is unanimous regarding the benefits of public and stakeholder engagement in assessing sustainability projects. Such engagement, when conducted in an open and participatory manner, enables systematically ranking the potential conflicts and considering and combining multiple viewpoints of stakeholders (Bahadorestani et al ., 2020), allows sensitivity to issues of values, plurality and local knowledge (Brown, 2009).…”

Section: Accounting Technologies For a Climate‐friendly Stimulus Packagementioning

confidence: 99%

Recovery from Covid‐19 towards a low‐carbon economy: a role for accounting technologies in designing, implementing and assessing stimulus packages

Bui

Villiers

2021

Accounting & Finance

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Accounting technologies can be used to help stimulus packages achieve the twin goals of economic stimulus and climate mitigation. Utilising an institutional logic perspective, we show that despite the massive financial consequences of climate change, the current climate response is dominated by the economising logic that justifies limited action. Further, despite its strong potential, accounting technologies are not extensively used in the design of stimulus packages. We develop a framework to explicitly integrate accounting technologies in the design, delivery and review of stimulus packages, thereby simultaneously enabling economic growth and social equity whilst addressing the climate crisis.

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“…Stakeholders with high salience will be given additional attention, and, in the case of conflicting interests between stakeholders, the project values come first [60]. This approach can also be defined as "absolute attention to project values" [61], given that stakeholders are valued according to project contribution, and (2) the management for stakeholders approach, which allows managers to treat stakeholders based on their rights, and not exclusively by the values they contribute to the specific project. Identified also as an approach that gives "absolute attention to stakeholders' values" [61], it allows stakeholders to draw the attention of managers based on the interest they have in the project [62].…”

Section: Stakeholder Influence Strategiesmentioning

confidence: 99%

“…This approach can also be defined as "absolute attention to project values" [61], given that stakeholders are valued according to project contribution, and (2) the management for stakeholders approach, which allows managers to treat stakeholders based on their rights, and not exclusively by the values they contribute to the specific project. Identified also as an approach that gives "absolute attention to stakeholders' values" [61], it allows stakeholders to draw the attention of managers based on the interest they have in the project [62]. The management for stakeholders approach means that managers should welcome all stakeholders and treat them equally, whether they have the potential to harm or help the project [25].…”

Section: Stakeholder Influence Strategiesmentioning

confidence: 99%

Stakeholder Management and Project Sustainability—A Throw of the Dice

2021

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The aim of this study was to analyze the strategies that external stakeholders apply to influence sustainable projects. In order to investigate this phenomenon, we employed a qualitative case study approach considering the Serbian small hydro power plant project. For the purpose of this research, we developed a theoretical framework consisting of four types of different influence strategies, which were identified and then applied to our case. The results show that external stakeholders utilized all four strategies interchangeably, with the goal to influence the project and decision-makers. The case of the small hydro power plant project revealed certain relationships between influence strategies, as well as the intensity and direction of these relationships. It also revealed that external stakeholders were highly motivated by negative impacts on the environment. Five propositions were derived as a result of our research. This paper contributes not just to the project and stakeholder management literature but also to the practical knowledge of project managers. Understanding stakeholder actions and influence is essential to achieving project goals.

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Planning for sustainable stakeholder engagement based on the assessment of conflicting interests in projects

Cited by 92 publications

References 105 publications

Accountability Complexities in Non-governmental Organisation: A Reflection of Practical Mechanisms for Instilling Accountability in Selected Tanzania's Non-governmental Organisations

Accountability Complexities in Non-governmental Organisation: A Reflection of Practical Mechanisms for Instilling Accountability in Selected Tanzania's Non-governmental Organisations

Recovery from Covid‐19 towards a low‐carbon economy: a role for accounting technologies in designing, implementing and assessing stimulus packages

Stakeholder Management and Project Sustainability—A Throw of the Dice

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