Who has a stake? How stakeholder processes influence partnership sustainability

Boyle, Mary‐Ellen; Ross, Laura; Stephens, Jennie C.

doi:10.5130/ijcre.v4i0.1778

Cited by 3 publications

(4 citation statements)

References 26 publications

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“…21 Key ingredients of effective partnerships include reflexivity, shared philosophy, shared goals, and the compelling notion of partnership synergy, a coalescing of partners’ perspectives, knowledge, and skills toward creative, effective, community-connected solutions. 1, 22–28 We suggest designing team processes to: 1) Ask where partners experience discomfort in the project; 2) Find shared aims and values; and, 3) Make assumptions transparent. Other partnerships might address these three issues through formal process evaluation, as we did, or by integrating these conversations into team meetings.…”

Section: Resultsmentioning

confidence: 99%

“Because We All Trust and Care about Each Other”: Exploring Tensions Translating a Theater-based HIV Prevention Intervention into a New Context

Mouw¹,

Taboada²,

Steinert³

et al. 2016

Progress in Community Health Partnerships

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Background A theater-based HIV prevention intervention developed in urban California was piloted with a new partnership in North Carolina. Objectives To describe the experience of translating a complex program with an enhanced partnership approach; barriers and facilitators of implementation in the new setting; and challenges and benefits of interdisciplinary, collaborative interventions. Methods We gathered perspectives of local stakeholders involved in program implementation through process evaluation interviews and focus groups with undergraduates, a college instructor, school district administrators, and high school teachers. Results Implementing the intervention in a new setting proved feasible and successful; however, mistaken assumptions and unrecognized similarities about teaching priorities, philosophies, and values produced latent tensions amongst stakeholder groups, and were a limiting factor in partnership functioning. Conclusions Implementing a cross-disciplinary intervention in a new setting is best achieved through a local community-engaged process, with active involvement of relevant stakeholders. We suggest strategies to strengthen community partnerships cooperating in implementation of complex, context-tailored interventions.

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Section: Resultsmentioning

confidence: 99%

“Because We All Trust and Care about Each Other”: Exploring Tensions Translating a Theater-based HIV Prevention Intervention into a New Context

Mouw¹,

Taboada²,

Steinert³

et al. 2016

Progress in Community Health Partnerships

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“…The power attribute defines to what extent a certain party (individual or a group) has the means for imposing its own will in a relationship, the legitimacy attribute is based on the behaviours and structures that are socially established, while the urgency attribute describes the time or the severity of the claims set by the stakeholders (Boyle et al, 2011).…”

Section: Definitionmentioning

confidence: 99%

“…Therefore, it is much more reasonable to consider the term stakeholder not on the basis of a definition, but on the basis of three main attributes: power, legitimacy, and urgency (Boyle et al, 2011). The power attribute defines to what extent a certain party (individual or a group) has the means for imposing its own will in a relationship, the legitimacy attribute is based on the behaviours and structures that are socially established, while the urgency attribute describes the time or the severity of the claims set by the stakeholders (Boyle et al, 2011).…”

Section: Definitionmentioning

confidence: 99%

Development of a triple bottom line stakeholder satisfaction model

Amarah

Langston

2017

JCRE

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Sustainable development is a goal of modern society, and to a large extent it is governed by the actions of business organisations in trying to improve value to their stakeholders. Enlightened businesses know that 'stakeholder' does not equal 'shareholder', and there is more to value than financial returns and profits. Social and environmental value is also important. Using a triple bottom line philosophy, it is possible to strike an effective balance between economic, social and environmental objectives to release outcomes that are sustainable in the wider sense. To date, the quantification of these outcomes as a single decision metric has been problematic, given there is no common unit to integrate performance.This thesis combines a review of underpinning literature on the relationship between sustainable development and stakeholder satisfaction with an explanation of quantification models and a detailed case study of a stakeholder-driver approach to the procurement of sustainable built infrastructure for Energex in Brisbane.Using grounded theory, a conceptual framework is developed from these sources to not only integrate the various stakeholder perspectives of sustainability success, but to also measure this success in an objective way. The framework is a six-point star rating scheme to assess stakeholder satisfaction in terms of economic, social and environmental criteria to measure organisational decision-making performance. This framework is validated by an expert panel using focus group discussion and together with subsequent analysis a number of improvements are recommended.The refined framework reflects a stakeholder satisfaction model (SSM) that has commercialisation potential. It is found that the SSM can be used to assess the sustainable procurement of built infrastructure, such as a high performance green building, with four of the six stakeholder groups considered as generic and iv applicable to any sustainability initiative. The remaining two groups (namely "staff" and "environment") will need a modified assessment strategy for non-built environment initiatives.This research makes a contribution to knowledge through presentation of a model, grounded in practice, that can assess the economic, social and environmental performance of organisational decision-making from a stakeholder satisfaction perspective. It is acknowledged that there are a number of metrics that can be used to assess the star rating of each stakeholder group, although the ones chosen in this research are drawn from existing tools developed and validated by others. The final stage, which is beyond the scope of this thesis, is to commercialise the SSM in the construction and property industry in Australia.[401 words] v

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“…The heightened work of community engagement in higher education has prompted interest in the development of best practices. While community-university partnerships unfold in different ways (Boyle et al, 2011), the best practices for lasting partnerships are built on collaboration, sharing of resources, communication, and transparent expectations (Holland, 2009). Researchers also note that challenges to sustained community-university partnerships can arise from physical, cultural, political, and economic contexts (Dong et al, 2011).…”

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confidence: 99%

Reimagining Community Engagement Sustainability: Insights for the Postpandemic World

Kennedy¹,

Adams²,

Bustillos³

et al. 2022

jces

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Scholars in the community engagement field have long discussed measures to sustain community engagement on campus. When COVID-19 emerged, however, university operations, including community-engaged teaching and research, had to pivot. The conversation was no longer about sustaining community engagement but about enduring the pandemic for the sake of students, faculty, and community. In order to inform a more durable community engagement strategy for the postpandemic world, we apply a sensemaking approach for the purpose of organizational learning. We collected quantitative data about 40 planned courses and surveyed 22 community-engaged faculty from April to August 2020 (spring–summer academic quarters). In the same period, we gathered qualitative data from 41 respondents comprising 28 faculty and 13 community partners. The quantitative analysis suggested that, overall, faculty maintained a positive outlook regarding the strategies they used to address the needs of students and community partners and regarding their own expectations and innovations. The qualitative data revealed seven themes—loss and challenge, future uncertainty, action strategies, communication strategies, technology, collaborative resilience, and student considerations—that can help us consider community engagement through the lenses of experience, adaptation, and sustainability. The insights provided here offer ways to improve durability within sustainable community engagement practices.

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Who has a stake? How stakeholder processes influence partnership sustainability

Cited by 3 publications

References 26 publications

“Because We All Trust and Care about Each Other”: Exploring Tensions Translating a Theater-based HIV Prevention Intervention into a New Context

“Because We All Trust and Care about Each Other”: Exploring Tensions Translating a Theater-based HIV Prevention Intervention into a New Context

Development of a triple bottom line stakeholder satisfaction model

Reimagining Community Engagement Sustainability: Insights for the Postpandemic World

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