University-supported inclusive innovation platform: the case of University of Fort Hare

Grobbelaar, Sara S.; Schiller, Ulene; Wet, Gideon De

doi:10.1080/2157930x.2016.1252376

Cited by 10 publications

(12 citation statements)

References 56 publications

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“…[ 13,14,[58][59][60][61][62][63][64][65][66][67] Alignment Developing needs-driven platform's objectives which are rooted in the interests and needs of the platform's participants, coordination of the activities, expectations, interests and knowledge of the platform's participants towards realising the platform's objectives. [13,14,16,[34][35][36][58][59][60][61][62][63][64][65][66][68][69][70][71][72][73][74][75][76][77][78] Championing…”

Section: Actionmentioning

confidence: 99%

“…A broad range of communication practices using different types of media is included. [13,16,[58][59][60][61][62][63][64][65][66][67][68][70][71][72][73][74]76,79] Conflict management…”

Section: Actionmentioning

confidence: 99%

“…Facilitation is often an assigned role in the platform. [13,16,34,36,59,61,62,[66][67][68][69][70]72,[74][75][76]79,81,82] Gender dynamics Deals with ensuring that inclusivity among gender roles is achieved. The interests of women are represented, and women have a voice in the platform.…”

Section: Actionmentioning

confidence: 99%

“…Weaker platform's participants are empowered. [13,16,35,58,[61][62][63][64][65][66]72,75,81,83] Monitoring evaluation and feedback…”

Section: Managing Power Dynamicsmentioning

confidence: 99%

“…The participants who are responsible for various platform's activities are held accountable. [16,[34][35][36][58][59][60][61][62][63][64][65][66][67][68]70,[72][73][74][75][76]84] Participation…”

Section: Managing Power Dynamicsmentioning

confidence: 99%

See 4 more Smart Citations

A Framework of Engagement Practices for Stakeholders Collaborating around Complex Social Challenges

Edlmann

Grobbelaar

2021

Sustainability

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South Africa’s interventions to address complex social challenges rely on coordination across several sectors and between different levels of government and society. Improved alignment, planning and coordination are needed when addressing the causal factors of these social challenges. These causal factors include the environments in which people live and their behaviours. Furthermore, emphasis is placed on the recurring engagement of civil society, especially of marginalized stakeholders, as participants in the efforts to address the challenges. The study draws from the promise shown by stakeholder networks, termed Innovation Platforms, in other Sub-Saharan Africa countries to address such complex social challenges. The study aimed to improve the understanding of how a stakeholder network’s engagement practices impact the effectiveness of the network. To this end, a conceptual framework and management tool for stakeholder engagement in IPs is proposed. The study followed the conceptual framework analysis procedure to develop, evaluate and refine the conceptual framework. The article describes the core research outcomes of the framework development approach, starting with a systematized literature review to identify core concepts, followed by interviews with experts and a case study to refine the framework content. The case study applied the framework to develop recommendations for improved engagement in a stakeholder network which has been established around the challenge of vagrancy in Stellenbosch, South Africa. The result of the approach is a multidimensional framework for conceptualizing stakeholder engagement practices in a variety of contexts. The focus of the framework content remains on the practices of engagement which enable effective and fruitful stakeholder interactions within and around a network. The study delivered valuable insights into the nature of some development initiatives in South Africa and the impact of stakeholder engagement on them.

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Section: Actionmentioning

confidence: 99%

“…A broad range of communication practices using different types of media is included. [13,16,[58][59][60][61][62][63][64][65][66][67][68][70][71][72][73][74]76,79] Conflict management…”

Section: Actionmentioning

confidence: 99%