The role of stakeholders and their relationships in the sustainability of telecentres

Abstract

Purpose This paper aims to examine the role of stakeholders and their relationships in the sustainability of telecentres in Vietnam through the lens of stakeholder theory. Design/methodology/approach This study methodologically adopted a qualitative case study to identify stakeholders that have been involved in telecentres in Vietnam. It then categorizes those stakeholders’ salience through the lens of stakeholder identification and salience theory. Secondary data and interviews were used as data sources for the present paper. Findings The authors identify six main stakeholders that have been involved in telecentres, including the government, entrepreneurs, international donors, telecommunications providers, civil society organisations and individual community members/users. Among these stakeholders, the government, entrepreneurs and users belong to definitive stakeholders, which have the greatest impact on the sustainability of telecentres in comparison to other groups of stakeholders (e.g. dominant, dependent and dormant stakeholders). Moreover, the authors propose a model to identify the relationships of stakeholders towards the sustainability of telecentres. In particular, the authors indicate that each group of stakeholders has its own role in contributing to sustainable telecentres and they also influence others in either direct or indirect ways. Originality/value This study provides an additional approach for managers to make judgments in prioritizing the interests of some of their stakeholders while still maintaining a level of satisfaction among other stakeholders. For example, stakeholders that should be of the highest concern to the sustainability of telecentres are the government, entrepreneurs and users, while civil society organisations can be maintained in lower priority to other stakeholders. In addition, we propose the model of interactions and relationships of stakeholders, which can be seen as a starting point for a study on the roles of stakeholders in sustainability not only in telecentres, but also in other fields, such as digital transformation, cyber security and e-government.

Role of Digital Transformation for Achieving Sustainability: Mediated Role of Stakeholders, Key Capabilities, and Technology

“…Within a long-term relationship with interested parties, every detail about the quality of the service or product can influence the intentions of interested parties to collaborate with an organization [87]. Therefore, MSMEs must consider these details and deliver the highest level of quality to enhance stakeholders' satisfaction and loyalty based on increasing trust and satisfaction with the company [88].…”

“…The Internet provides MSMEs with a cost-effective and efficient platform for digital marketing and e-commerce [88]. Businesses can promote their products and services through websites, social media platforms, and online marketplaces, reach a wider audience, and engage with customers [107].…”

“…Nevertheless, owners or top managers should acknowledge the importance of reallocating resources and investing in sustainable DX strategies driven by their digital capabilities. They can explore funding options [85], seek partnerships, or prioritize investments to overcome financial limitations and drive necessary changes in alignment with their digital capabilities [88,116].…”

“…This adaptability and transformation enables firms to acquire new resources and expertise necessary for growth and development, fostering innovation and addressing challenges in a dynamic environment. In sustainable digitalization, dynamic empower MSMEs to effectively respond to changing circumstances, transform their operations, and leverage their knowledge to drive innovation, make informed decisions, and align with market demands and opportunities [88].…”

Sustainable Digital Transformation for SMEs: A Comprehensive Framework for Informed Decision-Making

“…Integrating sustainable practices into core processes and services through DT can support long-term economic prosperity while emphasizing the success of individuals and environmental protection [17]. Therefore, stakeholders and senior managers should adopt a change-oriented strategy during the sustainable transition [18]. This strategy involves defining new corporate governance practices and policy goals to support future actions, focusing on continuous improvement, and reducing contamination in all forms [19].…”