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Important Stakeholders (important + stakeholder)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Mutual, non-profit or public interest company?

ANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 2 2002
An evaluation of options for the ownership, control of water utilities
The purpose of this paper is to evaluate various organizational models for the ownership and control of natural monopolies , specifically the infrastructure of water and sewage provision in England and Wales. First, it summarizes recent discussion of who should own water assets in Britain. The paper notes the opportunity that has arisen for increased consumer involvement, and examines the relative merits of three models that have been suggested as alternatives: a non-profit trust or company, a public interest company, and a consumer mutual. Five criteria are suggested for evaluating the merits of each type: its ability to safeguard the interests of the most important stakeholder, the consumer; avoid the necessity for a heavy regulatory regime; incentivize management to manage efficiently but without ,producer capture'; raise capital relatively cheaply; and resist pressures to demutualize. The paper agrees with the recent paper in this Journal by Morse (2000) that, in theory, the consumer mutual has advantages. It draws on Hansmann's work that suggests consumer ownership of water would be less costly than investor-ownership, providing there are no large conflicts of interest between different types of consumer. Hansmann's thesis is expanded to consider the likely benefits from wider member participation, and the hidden costs of not taking members into account. It then tests out whether customers would be motivated in practice to be active members, introducing a theoretical model of what motivates members of co-operatives and mutuals to participate. The conclusions are that provided managers and board members are committed to encouraging member participation, the consumer mutual model would work well. It would need only light regulation, would avoid producer capture, and would be able to raise capital fairly easily, both from money markets and from members. It would need legislation to prevent it from being demutualized at some time in the future. However, if a participatory corporate culture cannot be guaranteed, or if there is a risk of decline of participation over time, other options such as a non-profit trust or a public interest company would be less risky. [source]

State Wildlife Policy and Management: The Scope and Bias of Political Conflict

PUBLIC ADMINISTRATION REVIEW, Issue 2 2004
Martin Nie
State wildlife policy and management are often characterized by divisive political conflict among competing stakeholders. This conflict is increasingly being resolved through the ballot-initiative process. One important reason the process is being used so often is the way state wildlife policy and management decisions are often made by state wildlife commissions, boards, or councils (the dominant way these decisions are made in the United States). These bodies are often perceived by important stakeholders as biased, exclusive, or unrepresentative of nonconsumptive stakeholder values. As a result, unsatisfied interest groups often try to take decision-making authority away from these institutions and give it to the public through the ballot initiative. Cases and examples from Alaska, Arizona, Colorado, and Idaho are examined in this context. The article finishes by outlining four broad alternatives that may be debated in the future: the no change alternative, the authoritative expert alternative, the structural change alternative, and the stakeholder-based collaborative conservation alternative(s). [source]

Partnering for Greater Success: Local Stakeholders and Research in Tropical Biology and Conservation

BIOTROPICA, Issue 5 2009
Karen A. Kainer
ABSTRACT Local communities are important stakeholders in resource management and conservation efforts, particularly in the developing world. Although evidence is mixed in suggesting that these resident stakeholders are optimal forest stewards, it is highly unlikely that large tracts of tropical forests will be conserved without engaging local people who depend on them daily for their livelihoods. Stakeholders, who reside in biodiverse ecosystems like tropical forests, are the largest direct users and ultimate decision-makers of forest fate, can be important investors in conservation, harbor local ecological knowledge that complements Western science and frequently have long-term legitimate claims on lands where they reside. Research partnerships with local stakeholders can increase research relevance, enhance knowledge exchange and result in greater conservation success. Different phases of the research cycle present distinct opportunities for partnership, with flexibility in timing, approaches and strategies depending on researcher and local stakeholder needs and interests. Despite being the last step in the research process, dissemination of results can be the best starting point for researchers interested in experimenting with local stakeholder engagement. Still, tropical biologists might not choose to partner with local people because of lack of institutional rewards, insufficient training in stakeholder engagement, insecure research infrastructure in community settings, and time and funding limitations. Although not appropriate in all cases and despite significant challenges, some biological scientists and research institutions have successfully engaged local stakeholders in the research process, proving mutually beneficial for investigators and local people alike and resulting in important innovations in tropical biology and conservation. [source]

Tracing business and environmental effects of environmental management systems,a study of networking small and medium-sized enterprises using a joint environmental management system

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2003
Jonas Ammenberg
In Hackefors Industrial District in Sweden, 26 small and medium-sized enterprises (SMEs) have formed an environmental network and implemented a joint environmental management system (EMS) according to ISO 14001. Based on interviews with the environmental co-ordinators at these enterprises, the effects on business and environmental efforts and impacts are analysed. It can be concluded that the joint EMS has resulted in better relations with important stakeholders, such as existing and potential customers. For example, three-fifths said that their EMS had made it easier to receive a contract for the sale of products and services. Several environmental improvements have been observed and are presented in the paper, many of which are considered as consequences of the EMSs. Moreover, based on observations during the study, this paper discusses how boundaries and screening affect the connection between EMSs and environmental performance. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment [source]