Stakeholder-Management im Netzwerk politischer Kommunikation: Forschung für ein integriertes Führungsmodell im öffentlichen Sektor

Abstract

Die Voraussetzungen für das Management der Beziehungen zwischen öffentlichen Organisationen und ihren Stakeholdern haben sich in den letzten Jahrzehnten tiefgreifend verändert. In der "Welt-Kommunikationsgesellschaft" und ihrer Public Governance ist vernetzte Kommunikation zum Schlüssel des Erfolgs im Stakeholder-Management geworden. Praktische Verfahrensweisen halten mit den Herausforderungen aber nicht Schritt. Zugänge der transdisziplinären Forschung könnten genutzt werden, um ein integriertes Führungsmodell in diesem Bereich zu entwickeln.

21 Exploring and analyzing linguistic environments

“…The results are interpreted and weighed by relating them to situational discourse genealogy and individual findings. This results in a multilayered discursive network that explains and interprets interesting phenomena of language use in relation to other phenomena of language use (Dreesen et al in press;Spitzmüller and Warnke 2011;Stücheli-Herlach et al 2017). In addition, qualitative methods from interdisciplinary discourse studies are used (see Angermuller et al 2014;Keller and Truschkat 2013).…”

“…By understanding the theoretical assumptions of discourse analysis, the organizational tasks change: value creation is dependent on successful stakeholder man-agement (Post, Preston, and Sachs 2002) and communication with stakeholders is a means of organization leadership (Freeman et al 2010). Stakeholders have different communicative practices and are connected in dynamic ways, which need to be identified first (Stücheli-Herlach et al 2017), e. g., through discourse network analysis (see Section 5.3 "simulation" and Section 6 of this chapter). Stakeholder networks are the result of communication.…”

“…This is also described as "research about, for and with" practitioners (Cameron et al 1992: 14-22). From a practitioner's perspective, these problems are highly complex, such as "policy analysis", "agenda setting", "issue monitoring", or "stakeholder analysis" (see Stücheli-Herlach et al 2015). DIA focuses on actors involved in social and especially professional practice (on professionality see Mieg 2003), e. g., as represented by a larger organizational unit with professional management.…”

“…Value creation is directly dependent on successful communication between the inside and outside (Theis-Berglmair 2013: 34) and management can be seen as a bundle of communicative tasks. Value creation thus is directly dependent on successful communication between the inside and outside (Stücheli-Herlach et al 2017). Management is therefore a communicative practice that is implemented in a specific way in relation to the environment, more precisely, the various spheres of environment (Rüegg-Stürm and Grand 2015).…”