Stakeholder analysis for R&amp;D project management

Elias, Arun A.; Cavana, Robert Y.; Jackson, Laurie

doi:10.1111/1467-9310.00262

Cited by 201 publications

(220 citation statements)

References 18 publications

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“…Such definition was successively revised by Freeman [15], who defined stakeholder as "any group or individual who can affect or is affected by" the firm's objective. Since the Stanford Research Institute's seminal work, stakeholder related research was carried out in the field of organization theory, corporate planning, corporate social responsibility, and system theory [16]. Particularly relevant to the development of stakeholder theory were the studies carried out by Freeman [15], who stressed the importance of the strategic dimension of the relationships with stakeholders, and Donaldson and Preston [6], who justified the essential content and significance of the theory and discussed it under a managerial perspective.…”

Section: Stakeholder Engagementmentioning

confidence: 99%

Capturing the Stakeholders’ View in Sustainability Reporting: A Novel Approach

2016

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Sustainability reporting is the process by which companies describe how they deal with their own economic, environmental, and social impacts, thus making stakeholders able to recognize the value of sustainable practices. As stressed in the Global Reporting Initiative guidelines, which act as a de facto standard for sustainability reporting, sustainable reports should take into account the stakeholders' view. In particular, engaging stakeholders is essential to carry out the materiality analysis, by which organizations can identify their own more relevant sustainability aspects. Yet, on the one hand, the existing guidelines do not provide specific indications on how to get stakeholders actually engaged; on the other hand, research on quantitative techniques to support stakeholder engagement in materiality analysis is scarce. Therefore, the purpose of this paper is the development of a quantitative structured approach based on multi-attribute group decision-making techniques to effectively and reliably support stakeholder engagement during materiality analysis in sustainability reporting. As it more strictly guides the reporting process, the proposed approach at the same time simplifies materiality analysis and makes it more reliable. Though any company can adopt the approach, small-and medium-sized enterprises (SMEs) are expected to particularly benefit from it, due to the quite limited implementation effort that is required. With this respect, the approach has been validated on a sample of Italian SMEs belonging to different sectors.

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Section: Stakeholder Engagementmentioning

confidence: 99%

Capturing the Stakeholders’ View in Sustainability Reporting: A Novel Approach

2016

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“…Mason and Mitroff (1981) propose a four-stage approach: (1) identification, (2) generation of assumption about stakeholder expectations, (3) evaluation of the assumptions and (4) selection of strategies based on the evaluated assumptions, while Elias et al (2002), Schmeer (1999) and, more recently, Enserink et al (2010) have also developed staged models for a systematic stakeholder analysis, proposing a six-stage analysis approach consisting of (1) problem formulation, (2) inventory of the stakeholders involved, (3) development of a chart to illustrate the stakeholders' formal tasks, authorities, relations and current legislation, (4) identification of interests, objectives and problems, (5) identification of the interdependencies between stakeholders and, finally, (6) identification of the consequences with regard to the problem formulated initially.…”

Section: The Concept Of Stakeholder Analysismentioning

confidence: 99%

Dynamic stakeholder interaction analysis: Innovative smart living design cases

2013

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In order to become more innovative, companies that operate in the Smart Living domain increasingly initiate and participate in networked business environments that transcend industry boundaries. Inter-organizational collaboration is often characterized by conflicting strategic interests and incoherent operational business processes and procedures. Although many scholars and practitioners use stakeholder analysis to gain insight into the actors' relationships and interactions, existing literature on stakeholder analysis focuses mainly on high-level strategic analysis, often limited to a conceptual and static understanding of stakeholder interests. In this paper, it is argued that a 'true' understanding of stakeholders can be achieved by looking at their interactions and interdependencies at a more detailed level. This study uses a conceptual framework from the service innovation and business model domain, the VIP framework, to extend stakeholder analysis by including an analysis of their dynamic interactions and processes. The qualitative evaluation of the framework's application in illustrative design cases shows that this extension provides additional insights into stakeholders, and their potential operational conflicts and critical dependencies. By making these conflicts and interdependencies explicit, products and services are potentially easier to implement and commercialize.

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“…According to him, in reality stakeholders and their influence change over time, and this depends on the strategic issue under consideration. Dynamics of stakeholder is a very interesting and important aspect of the stakeholder concept (Elias et al 2002). The uncertainty caused by stakeholders includes "who the stakeholders are", the influence of them, their needs, and the implications of relationships among stakeholders (Ward and Chapman 2008).…”

Section: Analyzing the Change Of Stakeholdersmentioning

confidence: 99%

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

Yang

Shen

et al. 2009

Journal of Civil Engineering and Management

194

121

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Abstract. With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were "managing stakeholders with social responsibilities", "assessing the stakeholders' needs and constraints to the project", and "communicating with stakeholders properly and frequently". Using factor analysis and considering the high importance of the factor "managing stakeholders with social responsibilities", the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement.

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Stakeholder analysis for R&D project management

Cited by 201 publications

References 18 publications

Capturing the Stakeholders’ View in Sustainability Reporting: A Novel Approach

Capturing the Stakeholders’ View in Sustainability Reporting: A Novel Approach

Dynamic stakeholder interaction analysis: Innovative smart living design cases

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

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