Stakeholder Management Strategies: The Special Case of Universities

Chan, Germaine

doi:10.5539/ies.v14n7p12

Cited by 5 publications

(7 citation statements)

References 43 publications

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“…The Restaurant Manager is not asked for input or task progress information during execution due to their direct involvement in strategic tasks ensuring operational success and positive reception from the entire restaurant team and customers. The Academician's role is focused on providing technical consultation and knowledge covering all aspects of project planning [26]. Although not directly responsible for task execution, the Academician makes essential contributions, especially in technical analysis and the selection of waste processing technology.…”

Section: Table 1 Raci Matrix In the Development Project Of The "Kampu...mentioning

confidence: 99%

Stakeholder Management in Developing a Sustainable Tourism Village Based on Renewable Energy Using RACI Matrix

Ma'arif,

Putrianti,

Indraswari

et al. 2023

JISEM

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The tourism village offers cultural, natural, and authentic culinary experiences, but the growth of tourism villages must be managed sustainably to address adverse environmental impacts. Stakeholder management becomes a critical factor in planning a sustainable energy-based tourism village development project. This research aims to identify key stakeholders in the development project of the "Kampung Emas" tourism village based on renewable energy, understand their roles and responsibilities, and formulate stakeholder management strategies. The research was conducted by interviewing key stakeholders in the project and analyzing the results using the RACI Matrix table. The analysis identified four main stakeholders: the Village Head, the Tourism Awareness Group Chair, the Restaurant Manager, and the Academician. The Village Head plays a strategic role as the information disseminator at the village level; the Tourism Awareness Group Chair is fully responsible for the critical phases of the project, the Restaurant Manager has responsibilities in technical and strategic tasks, and the Academician contributes significantly to the analysis of each task. The proposed stakeholder management strategy positions the Village Head as an information disseminator, the Tourism Awareness Group Chair as the primary spokesperson, the Restaurant Manager in strategic decision-making, and the Academician as a consultative partner. This approach is expected to support successfully implementing the renewable energy-based tourism village development project.

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Section: Table 1 Raci Matrix In the Development Project Of The "Kampu...mentioning

confidence: 99%

Stakeholder Management in Developing a Sustainable Tourism Village Based on Renewable Energy Using RACI Matrix

Ma'arif,

Putrianti,

Indraswari

et al. 2023

JISEM

View full text Add to dashboard Cite

show abstract

“…The term also refers to groups or individuals related to the organisation's objectives (Usadolo and Caldwell, 2016;Silva and de Campos, 2020). As a result, stakeholder engagement has become a critical aspect to consider in policy-making processes in HEIs (Chan, 2021). The policy-making process requires the involvement of groups of stakeholders who affect and are affected by the policy being formulated.…”

Section: Introductionmentioning

confidence: 99%

“…The policy-making process requires the involvement of groups of stakeholders who affect and are affected by the policy being formulated. Scholars such as Khanyile (2018) and Chan (2021) have expressed the need for universities to engage with their diverse stakeholders in the policy-making process. E-learning, defined as using technologies in teaching and learning, is supported by online teaching environments in learning management systems (LMS).…”

Section: Introductionmentioning

confidence: 99%

“…As primary stakeholders in e-learning, students also have preferences and challenges to consider when delivering e-learning. As a result of this complexity, management needs to develop strategies that can harmonise conflicting viewpoints and interests (Chan, 2021). Non-supportive stakeholders with a high potential for threat and a low potential for cooperation are of particular concern to organisations.…”

Section: Introductionmentioning

confidence: 99%

“…Analysing the interaction among stakeholders in a university during the e-learning policy formulation process may provide valuable insights into stakeholder interests, perceptions, conflicts and preferred policy responses that could foster or hinder the innovative use of ICTs in teaching and learning. Very little research on stakeholder management strategies is employed in HEIs (Khanyile, 2018;Chan, 2021).…”

Section: Introductionmentioning

confidence: 99%

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An Analysis of Stakeholder Engagement in the E-Learning Policy-Making Process at a Higher Education Institution in South Africa

Makwambeni,

Usadolo

2023

AJIMS

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Over the past two decades, Higher Education Institutions (HEIs) in South Africa have been formulating e-learning policies to assist them to realise the full potential of using ICTs in teaching and learning. E-learning policies serve as guiding frameworks that create enabling environments for embedding ICTs in teaching and learning. The development of e-learning policies has attracted various stakeholders and actors with varied interests, views, priorities, influence and power. Consequently, stakeholder engagement is now an essential factor in the policy process. The efficacy of an e-learning policy can therefore be judged based on the multiple perspectives that it includes and the inclusion of those it affects in the policy-making process. In light of this background, this paper examined stakeholder engagement that characterised the e-learning policy formulation process at a University of Technology in South Africa (UoT). How stakeholders were engaged in the policy-making process using stakeholder engagement as its analytical framework, the stakeholders and actors involved in the policy formulation process and the nature of the dialogue that informed the policy formulation process were examined. The qualitative study gathered evidence using semi-structured interviews and document analysis. The study's findings show that the policy-making process at the UoT followed a bureaucratic process dominated by one actor, the policy delegate. Key stakeholders were excluded during the policy formulation process and were only consulted at the drafting stage. As a result, stakeholder engagement in the policy formulation process was low, resulting in key stakeholders and actors lacking policy ownership. Our findings also show that the exclusion of key stakeholders in the policy formulation process resulted in a policy that exclusively focuses on the Learner Management System and overlooks other technologies that play a crucial role in teaching and learning. These findings suggest the need to include all critical stakeholders and actors affected and interested in the e-learning policy at every stage of the policy formulation process.

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The Impact of Globalization on the Ethiopian Higher Education: Classroom Instruction in Focus

Taye

Desta

2022

SSRN Journal

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Stakeholder Management Strategies: The Special Case of Universities

Cited by 5 publications

References 43 publications

Stakeholder Management in Developing a Sustainable Tourism Village Based on Renewable Energy Using RACI Matrix

Stakeholder Management in Developing a Sustainable Tourism Village Based on Renewable Energy Using RACI Matrix

An Analysis of Stakeholder Engagement in the E-Learning Policy-Making Process at a Higher Education Institution in South Africa

The Impact of Globalization on the Ethiopian Higher Education: Classroom Instruction in Focus

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