Stakeholder interaction for sustainability in seaports. Analysing the implementation and its linkages to overarching interaction efforts

Abstract

Purpose This study aims to analyse how and to what extent stakeholder interaction for sustainability is implemented in organisations and the linkages to the overarching interaction efforts. Design/methodology/approach This study was conducted in the context of seaports. To examine interaction activities with stakeholders for sustainability and how they are implemented, the study uses content analysis of sustainability reports. Findings The results show that the majority of ports recognise the importance of stakeholder interaction to create value and guide organisational sustainability; however, it is implemented to varying levels and degrees, which affects the form and extent of the overarching interaction efforts. The paper proposes four categories of implementing stakeholder interaction, showing the linkages to the number of stakeholder groups involved, sustainability dimensions covered and interaction approaches used. Originality/value This paper contributes to sustainability, stakeholder and management literature by highlighting different levels of implementation of stakeholder interaction for sustainability and its linkages to overarching efforts that may affect the sustainable development of an organisation. The results of this study provide a better understanding of stakeholder interaction within organisational sustainability approaches and implementation in sustainability-oriented business models. As organisations seek to increase their sustainability performance, these insights may be useful for both academia and practice.

Stakeholder engagement in business models for sustainability: The stakeholder value flow model for sustainable development

“…Traditional and sustainability‐oriented business model concepts have been defined in various ways, from various theoretical perspectives, for example, taking a stakeholder, activity, building block or value flow perspective. The relation among company and its stakeholders is even stronger when it goes beyond the practice and becomes the foundation of the organizational sustainability strategy (Fobbe & Hilletofth, 2021) and the business model.…”

Value Creation for Sustainability in Port: Perspectives of Analysis and Future Research Directions

“…The boundaries of this network (in terms of time, space, and actors) determine which stakeholders are directly or indirectly involved and affected along value creation processes at different levels (from local markets to global ecosystems). In this regard, the company can interact differently with stakeholder groups, varying the degree of engagement from reactive to more proactive [55,56]:…”

“…Fobbe and Hilletofth [56] proposed a theoretical framework for the implementation of sustainability-oriented business models. Based on the analysis of sustainability reporting, the study highlights that port authorities recognize the importance of stakeholders' relationships.…”

“…However, there are other stakeholders' groups with and for whom value can be created rather than just focusing on customers and suppliers [10]. These can include shareholders and financial stakeholders, employees, government, NGOs, local communities, knowledge institutions, port organizations (including port service providers, lease and concession holders, and shipping lines), and other ports [56]. In this study, stakeholder categories are defined according to the port business operator's perspective.…”

“…Social stakeholders are increasingly studied in the sustainability-oriented business model stream [81] as they contribute to sustainable value creation, particularly with regards to the environmental and societal impacts. Some port authorities were able to integrate social values in their sustainability practices through dialogue and participation of the local community in decision making processes [56]. Sustainability reporting has been increasingly used by port authorities to disclose sustainability-related information in order to foster trusting relations, loyalty, and confidence of different stakeholders [7].…”