Institutionalizing Stakeholder Engagement

作者: Aimee L. Franklin

DOI: 10.1007/978-3-030-47519-2_6

关键词:

摘要: Processes for gathering representative inputs about organizational activities or preferences related to decisions are seldom institutionalized. After reviewing the of stakeholders, participation activities, and participant motivations in earlier chapters, this statement may not seem surprising. There almost as many types groupings stakeholders there active passive activities. The number variety both have been continuously growing alongside globalization technological advances, which, when combined, increase geographic reach organizations. Motivations can push pull people into participation. Making an commitment a stakeholder engagement regime signals that organization desires be proactively responsive through their well everyday providing goods services. Stakeholder practices promote evaluate relationships design strategies relationship management enhance value creation organization’s economic social performance goals.

参考文章(68)
John P. Kotter, Power, dependence, and effective management Harvard Business Review. ,vol. 33, pp. 54- 66 ,(1977)
Lily L. Dyson, Developing a University-School District Partnership: Researcher-District Administrator Collaboration for a Special Education Initiative Canadian Journal of Education / Revue canadienne de l'éducation. ,vol. 24, pp. 411- 425 ,(1999) , 10.2307/1585895
Erik-Hans Klijn, Johannes Franciscus Maria Koppenjan, Managing Uncertainties in Networks a Network Approach to Problem Solving and Decision Making Routledge. ,(2004)
Joseph S. Wholey, Kathryn E. Newcomer, Harry P. Hatry, Handbook of Practical Program Evaluation ,(2010)
Sybille Sachs, Marc Maurer, Toward Dynamic Corporate Stakeholder Responsibility Journal of Business Ethics. ,vol. 85, pp. 535- 544 ,(2009) , 10.1007/S10551-009-0213-Y
Jaepil Choi, Heli Wang, Stakeholder relations and the persistence of corporate financial performance Strategic Management Journal. ,vol. 30, pp. 895- 907 ,(2009) , 10.1002/SMJ.759