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Many Stakeholders (many + stakeholder)
Selected AbstractsThe climate for undergraduate teaching and learning in STEM fieldsNEW DIRECTIONS FOR TEACHING & LEARNING, Issue 117 2009Roger G. Baldwin Many stakeholders must cooperate to improve STEM undergraduate education. [source] Moving Mountains: will qualifications systems promote lifelong learning?EUROPEAN JOURNAL OF EDUCATION, Issue 4 2007PATRICK WERQUIN This article aims at providing a check list of possible mechanisms to trigger more and better lifelong learning from within the national qualifications system. It analyses the existing policy responses to the lifelong learning agenda in the countries under study and identifies possible mechanisms within the qualifications system that could impact on the behaviour of the many stakeholders. There are many other ways to impact on lifelong learning but they are not addressed in this article which focuses on the role of national qualifications systems. Two mechanisms in particular are studied in more detail because they seem to be at the top of the research and policy agenda of many countries: qualifications frameworks and recognition of non-formal and informal learning systems. [source] Beyond Just Research: Experiences from Southern Africa in Developing Social Learning Partnerships for Resource Conservation InitiativesBIOTROPICA, Issue 5 2009Charlie M. Shackleton ABSTRACT There is a well-acknowledged communication or knowledge gap between scientists and decision-makers. Many scientists who take on the challenge of narrowing this gap operate on the understanding that their role is to communicate their findings in a one-way flow of information: from science to decision-makers. However, to be effective scientists must engage in an ongoing social learning process with decision-makers, and regard themselves as facilitators, and also as one among many stakeholders who have valid and important ecological knowledge. The developing world poses some particular challenges in this regard, specifically in terms of the large number of local level subsistence resources users who are important de facto decision-makers. We examine four natural resource management case studies from South Africa that differ in spatial scale and complexity, ranging from a single village to a whole biome. We distil seven lessons to help guide development of social learning processes and organizations in similar situations relating to natural resource planning and management. The lessons pertain to: maintaining ,key individuals' within social learning processes; the role of researchers; the formulation of research questions that social learning processes require adaptive long-term funding and capacity support; that local resource users are key decision-makers in developing countries; some perspectives on knowledge; and the need to measure research success. [source] Partial Utilitarianism as a suggested ethical framework for evaluating corporate mergers and acquisitionsBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 4 2010Nick Collett Prior literature on ethical concerns in mergers and acquisitions (M&As) has often concluded that many stakeholders, such as workers and communities, have unjustly suffered as a result of takeovers and associated defences and that their rights as stakeholders have been violated. However, very few papers provide any guidance on how to evaluate a merger or acquisition from an ethical standpoint. This study looks at how ethical frameworks could be used to assess the ethical impact of a merger or acquisition and gives practical guidance. It is proposed that decision makers should consider the impact on four stakeholder groups: shareholders, employees, customers and directors. We call the proposed method for doing this Partial Utilitarian analysis. We suggest two possible ways of applying the Partial Utilitarian analysis. One approach could rely on the evidence from a sample of recent deals. For this, empirical analysis is conducted on a sample of large M&As in the United Kingdom in the period 1993,2003. Alternatively, a better approach, requiring considerable management time, requires forecasting of the economic impact on the four groups of stakeholders. The paper shows how to do this. [source] | ||||||||||