Search Results

1 - 10 of 47 items :

  • "stakeholder management" x
Clear All

Context of Assumptions of Sustainable Development Concept - A Polish Case Study. Sustainability , 11 (11), 3188. DOI: 10.3390/su11113188. Szwajkowski, E. (2000). Simplifying the principles of stakeholder management: The three most important principles. Business & Society , 39 (4), 379–396. DOI: 10.1177/000765030003900403. Thyne, M., & Hede, A.M. (2016). Approaches to managing co-production for the co-creation of value in a museum setting: when authenticity matters. Journal of Marketing Management , 32 (15–16), 1478–1493. DOI: 10.1080/0267257X.2016

Management . United Kingdom: John Wiley & Sons. Eskerod, P. and Jepsen, A. L (2013) Project Stakeholder Management , 1 st Edition, Gower Publishing Ltd. Eyiah-Botwe, E., Aigbavboa, C., and Thwala, W. D. (2016). Mega Construction Projects: Using Stakeholder Management for Enhanced Sustainable Construction. American Journal of Engineering Research (AJER) , 5(5), 80-86. Eyiah-Botwe1, E., Aigbavboa, C., and Thwala, W. D. (2015). Critical Barriers Affecting Stakeholder Management in the Construction Industry. Fellows, R. and Liu, A. (2015). Research Methods for Construction

in Kenya: A case of national optic fibre backbone infrastructure project phase 1. Strategic Journal of Business & Change Management , 3(2). Morris, P. W. G. (1994). The Management of Projects: A New Model. Thomas Telford . London. Neuhauser, C. (2012). Project manager leadership behaviors and frequency of use by female project managers. Project Management Journal, 38(1), 21-31. Patton, M. Q. (2008). Utilization-focused evaluation (4th edition). Sage . Thousand Oaks, CA. Qing, Y. and Dekker, A. (2014). Stakeholdersmanagement issues and leadership in project

References 1. Agle B.R., Mitchell R.K., Sonnenfeld J.A. (1999), Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values, “Academy of Management Journal”, nr 42. 2. Banks M., Vera D. (2007), Towards a typology of stakeholder management strategies, “Academy of Management Conference”, Philadelphia, PA. 3. Barringer B.R., Harrison J.S. (2000), Walking a tightrope: creating value through interorganizational relationships, “Journal of Management”, nr 26. 4. Blair J.D., Whitehead C.J. (1988), Too many on the


Current world situation characterized by constant dynamic development and changes in all spheres enforced us to view the business not only as a profit creator but as creator of added value to the society. The paper deals with the stakeholders as the integral part of corporate social responsibility (CSR) concept. It mentions the topic of stakeholder theory and stakeholder management in consideration of sustainable development and sustainable competitiveness of business. Within the paper are mentioned outputs of pilot research carried on among Slovak companies focusing on stakeholders and decision making within responsible business.

Institutional management in Higher Education 13(2). Pp. 9-24 BUYSSE, K., VERBEKE, A. (2003). Proactive Environmental Strategies: A Stakeholder Management Perspective. Strategic Management Journal . 24 (5). Pp. 453-470. CHINYIO. E. et al. (2010). Construction Stakeholder Management . Chichester: Blackwell Publishing. CLARKSON.M. (1994). A risk based model of stakeholder theory: Toronto. Proceedings of the Second Toronto Conference on Stakeholder Theory. Centre for Corporate Social Performance and Ethics, University of Toronto: Toronto. CLARKSON.M. (1995). A stakeholder


Websites are perceived as an additional communication space where public and private institutions and their stakeholders can interact and develop sustainable relationships. Although public relations scholars argue that both companies and consumers may benefit from virtual interactions, the growing online direct-to-consumer advertising and sale of health-related products has raised social and ethical concerns. Our study seeks to clarify the scope and nature of the virtual relationships that are specific to medical devices companies. Through a qualitative analysis of website, we show how four Canadian medical technology companies sought to enroll three types of stakeholders into their innovation development and commercialization strategies: investors, healthcare providers and patients. Our findings show that by reinforcing stereotypical relationships with investors, the websites maintain certain disconnect between the worlds of business and healthcare, and by creating proactive roles for healthcare providers and patients, they contribute to forge ethically convoluted relationships.

–1182. Berman, S.L., Wicks, A.C., Kotha, S., and Jones, T.M. (1999). Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Academy of Management Journal , 42 (5): 488–506, Bhattacharya, C. and Sen, S. (2004). Doing Better at Doing Good: when, why, and how consumers respond to corporate social initiatives. California Management Review , 47 (1): 9–24, Bode, C., Singh, J., and Rogan, M. (2015). Corporate social initiatives and employee


The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management.

These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.


The internationalization of Japanese business groups (JBG) have been subject to intense scrutiny since JBG shot to world stage in the 1980’s. Studies on the internationalization of JBG have been fragmented in scope and have mainly focused on specific behaviors e.g. mode of market entry, knowledge creation, knowledge flows between headquarters and overseas subsidiaries, overseas market development and sales strategies, to name a few. Little attention has been paid, however, to explaining the reasons behind these behaviors. This literature review aims to contribute to filling this gap by recognizing the internationalization’s embeddedness in the country’s institutional environment, thus providing a more nuanced understanding of the drivers behind these behaviors as well as the intrinsic obstacles that may hinder the outcomes of these internationalization efforts. This study also hopes to answer the theoretical question called for by (Zaheer, Gözübüyük and Milanov, 2010) in their excellent work “It’s the connections: The network perspective in interorganizational research: “How do organizations balance the benefits of trust and embeddedness with the costs of lock-in and inflexibility with the same set of partners?” The holistic perspective of this review has wide ranging managerial implications in terms of effective intra-organizational dialogue, stakeholder management, organizational knowledge management, among others.