			Home About us Contact

Stakeholder Consultation (stakeholder + consultation)

Distribution by Scientific Domains

Humanities and Social Sciences	50%

Selected Abstracts

Four Perspectives on Public Participation Process in Environmental Assessment and Decision Making: Combined Results from 10 Case Studies

POLICY STUDIES JOURNAL, Issue 4 2006
Thomas Webler
Knowing how people think about public participation processes and knowing what people want from these processes is essential to crafting a legitimate and effective process and delivering a program that is widely viewed as meaningful and successful. This article reports on research to investigate the nature of diversity among participants' perceptions of what is the most appropriate public participation process for environmental assessment and decision making in 10 different cases. Results show that there are clearly distinct perspectives on what an appropriate public participation process should be. We identified four perspectives: Science-Centered Stakeholder Consultation, Egalitarian Deliberation, Efficient Cooperation, and Informed Collaboration. The literature on public participation tends to presume that there are clear and universal criteria on how to "do" public participation correctly or that context is the critical factor. This study has revealed that even within a specific assessment or decision-making effort, there may be different perspectives about what is viewed as appropriate, which poses a challenge for both theorists and practitioners. Among the active participants in these 10 case studies, we found limited agreement and strong differences of opinions for what is a good process. Points of consensus across these cases are that good processes reach out to all stakeholders, share information openly and readily, engage people in meaningful interaction, and attempt to satisfy multiple interest positions. Differences appeared about how strongly to emphasize science and information, how much leadership and direction the process needs, what is the proper behavior of participants, how to tackle issues of power and trust, and what are the outcome-related goals of the process. These results challenge researchers and practitioners to consider the diversity of participant needs in addition to the broad context when conceptualizing or carrying out participatory processes. [source]

Project PASCALEA , public and stakeholder consultation in developing high-profile corporate environmental strategy

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 2 2004
Linda Collins
This paper looks at corporate social responsibility in the context of public and stakeholder dialogue and engagement. It demonstrates how this can contribute to the development of a long-term environmental management strategy. It shows how government, stakeholder and economic pressure can encourage companies to positively engage their stakeholders. Using an example from the nuclear industry the paper describes how the importance of engaging in stakeholder dialogue and consultation has been recognized and how this can contribute to more positive stakeholder relationships. In 2002, AWE plc commissioned a major independent public and stakeholder consultation exercise (Project PASCALEA). Environmental Consultants from NNC Ltd. were commissioned to manage and execute the project, together with recognized consultation specialists from the IEPPP, Lancaster University. The case study gives an insight into the consultation methodology adopted and evaluates how the outcomes from the project contributed towards the successful delivery of AWE's corporate environmental management goals. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source]

Taking (and Sharing Power): How Boards of Directors Can Bring About Greater Fairness for Dependent Stakeholders

BUSINESS AND SOCIETY REVIEW, Issue 2 2010
HARRY J. VAN BUREN III
ABSTRACT One of the ways in which scholars have sought to broaden the discussion of the social responsibilities of corporations and their managers is through the development of the stakeholder concept. The primacy of shareholder interests in corporate-governance processes and managerial action is, however, a myth that justifies all sorts of managerial self-interest seeking and exploitation of particular stakeholder groups. What makes this myth particularly problematic,from the standpoint of fairness and corporate governance,is that not all nonshareholder stakeholders are equally situated with regard to their ability to secure fair treatment. In this article, I explore the ethical dimensions of board responsibilities to dependent stakeholder groups by first describing the differences between shareholders and nonshareholder stakeholders with regard to risk, examining why dependent stakeholders (stakeholders with legitimate and urgent claims, but no power) are particularly important from the standpoint of stakeholder risk, and discussing how stakeholder consultation might provide a partial fix to such problems. I will conclude with proposals for how boards can more faithfully discharge their ethical responsibilities to dependent stakeholder groups, and in so doing facilitate stakeholder involvement in corporate governance in ways that promote fairness in organization,stakeholder relationships. [source]

Employer-sponsored occupational therapy professional development in a multicampus facility: A quality project

AUSTRALIAN OCCUPATIONAL THERAPY JOURNAL, Issue 4 2009
Anne Cusick
Aim:,To critically assess and develop recommendations for professional development (PD) for occupational therapists in a multisite specialist cerebral palsy occupational therapy service. Method:,Quality improvement project based on principles of participatory action research: audit of PD resources/activity; stakeholder consultations and literature review. Results:,The PD program goal, resources, strategies, activities and evaluations conducted at the centre were identified and described. Areas for improvement were identified by critically considering the PD program in the context of reviewed literature. There was an assumption that personal change through PD would help attain the organisational goal of clinically competent practitioners who use evidence-based practice in a family-centred context. Recommendations:,Future PD plans and evaluations need to explicitly address this assumption. The use of structured reflection and the ,clinical reasoning' conceptual framework was recommended as one way to help personal change from PD to have workplace impact. This project provides a precedent and guide to occupational therapy PD planners regarding a whole-of-organisation approach to developing and maintaining competence through PD. [source]