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Multiple Stakeholders (multiple + stakeholder)
Selected AbstractsReconciling user and project manager perceptions of IT project risk: a Delphi study,INFORMATION SYSTEMS JOURNAL, Issue 2 2002Mark Keil Abstract. In an increasingly dynamic business environment characterized by fast cycle times, shifting markets and unstable technology, a business organization's survival hinges on its ability to align IT capabilities with business goals. To facilitate the successful introduction of new IT applications, issues of project risk must be addressed, and the expectations of multiple stakeholders must be managed appropriately. To the extent that users and developers may harbour different perceptions regarding project risk, areas of conflict may arise. By understanding the differences in how users and project managers perceive the risks, insights can be gained that may help to ensure the successful delivery of systems. Prior research has focused on the project manager's perspective of IT project risk. This paper explores the issue of IT project risk from the user perspective and compares it with risk perceptions of project managers. A Delphi study reveals that these two stakeholder groups have different perceptions of risk factors. Through comparison with a previous study on project manager risk perceptions, zones of concordance and discordance that must be reconciled are identified. [source] The Role of Risk Management and Governance in Determining Audit DemandJOURNAL OF BUSINESS FINANCE & ACCOUNTING, Issue 9-10 2006W. Robert Knechel Abstract:, Most prior research into audit fees has been based on a theoretical model which treats audit fees as the by-product of a production function ignoring potential demand forces that may drive the level of the audit fee. Inspired by prior ,anomalous' results, we take a different perspective by focusing on demand factors that may affect the level of the audit fee. Using data collected from a sample of listed companies in Belgium, we consider both disclosures about risk and risk management and actual decisions about corporate governance to examine whether audit fees are higher when these demand forces exist. In general, we expect that external auditing will increase in situations where there are multiple stakeholders with individual risk profiles who can shift some of the cost of monitoring to other stakeholders. Consistent with our theory and expectations, our results indicate that audit fees are higher when a company has an audit committee, discloses a relatively high level of financial risk management, and has a larger proportion of independent Board Members. Audit fees are lower when a company discloses a relatively high level of compliance risk management. The latter result indicates that controls are only complementary as long as they are voluntary, as mandated controls act as substitutes for non-mandated controls. [source] Community-based organizations and state initiatives: The negotiation process of program evaluationNEW DIRECTIONS FOR EVALUATION, Issue 95 2002Bianca L. Guzmán Evaluators must operate in a multicontextual environment with multiple stakeholders. As the hierarchy of stakeholders becomes more complex, evaluators must react to and work within the ecological environment in which their evaluated programs are conducted. Recognizing the factors that influence the evaluation plan and knowing the best strategies in dealing with different authorizing environments can reduce the difficulty of negotiating with multiple stakeholders and increase the evaluation's validity. [source] Using multimethods ethnography to promote quality service and understand interactions among organizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2006Jo Anne Schneider Multimethods ethnography combines qualitative techniques with analysis of statistical data and sometimes mapping techniques. Ethnography provides a comprehensive picture of process in an agency or other setting by examining the dynamics between individuals and institutions to understand how systems work. Ethnography is particularly good at evaluating complex problems involving multiple stakeholders as well as understanding agency processes. I use examples from the Neighborhood Settlement House Evaluation Project and Kenosha Social Capital Study to describe the ethnographic method and its potential uses for nonprofit managers. I begin with an outline of methodological techniques, including problem definition, sample design, various data collection techniques, and analysis. Next I discuss ethnography's approach to the common research concerns of generalizability and replication. In concluding, I discuss ways that this method can be useful to nonprofit managers. Quality work is compared with less complete research techniques throughout each section. [source] Balancing Multiple and Conflicting Allocation Goals: A Logical Path ForwardAMERICAN JOURNAL OF TRANSPLANTATION, Issue 7 2009P. G. Stock A potential strategy for a new allocation system for kidney allocation should match predicted longevity of the donor kidney with predicted survival of the transplant recipient, while balancing the disparate goals of the multiple stakeholders. [source] Structure and Function of Emergency Care Research Networks: Strengths, Weaknesses, and ChallengesACADEMIC EMERGENCY MEDICINE, Issue 10 2009Linda Papa MD Abstract The ability of emergency care research (ECR) to produce meaningful improvements in the outcomes of acutely ill or injured patients depends on the optimal configuration, infrastructure, organization, and support of emergency care research networks (ECRNs). Through the experiences of existing ECRNs, we can learn how to best accomplish this. A meeting was organized in Washington, DC, on May 28, 2008, to discuss the present state and future directions of clinical research networks as they relate to emergency care. Prior to the conference, at the time of online registration, participants responded to a series of preconference questions addressing the relevant issues that would form the basis of the breakout session discussions. During the conference, representatives from a number of existing ECRNs participated in discussions with the attendees and provided a description of their respective networks, infrastructure, and challenges. Breakout sessions provided the opportunity to further discuss the strengths and weaknesses of these networks and patterns of success with respect to their formation, management, funding, best practices, and pitfalls. Discussions centered on identifying characteristics that promote or inhibit successful networks and their interactivity, productivity, and expansion. Here the authors describe the current state of ECRNs and identify the strengths, weaknesses, and potential pitfalls of research networks. The most commonly cited strengths of population- or disease-based research networks identified in the preconference survey were access to larger numbers of patients; involvement of physician experts in the field, contributing to high-level study content; and the collaboration among investigators. The most commonly cited weaknesses were studies with too narrow a focus and restrictive inclusion criteria, a vast organizational structure with a risk of either too much or too little central organization or control, and heterogeneity of institutional policies and procedures among sites. Through the survey and structured discussion process involving multiple stakeholders, the authors have identified strengths and weaknesses that are consistent across a number of existing ECRNs. By leveraging the strengths and addressing the weaknesses, strategies can be adopted to enhance the scientific value and productivity of these networks and give direction to future ECRNs. [source] Evaluating Emergency Care Research Networks: What Are the Right Metrics?ACADEMIC EMERGENCY MEDICINE, Issue 10 2009Jill M. Baren MD Abstract Research networks can enable the inclusion of large, diverse patient populations in different settings. However, the optimal measures of a research network's failure or success are not well defined or standardized. To define a framework for metrics used to measure the performance and effectiveness of emergency care research networks (ECRN), a conference for emergency care investigators, funding agencies, patient advocacy groups, and other stakeholders was held and yielded the following major recommendations: 1) ECRN metrics should be measurable, explicitly defined, and customizable for the multiple stakeholders involved and 2) continuing to develop and institute metrics to evaluate ECRNs will be critical for their accountability and sustainability. [source] | |||||||||||||