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Stakeholder Dialogue (stakeholder + dialogue)
Selected AbstractsToward More Effective Stakeholder Dialogue: Applying Theories of Negotiation to Policy and Program Evaluation,JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2006Bernadette Campbell Borrowing from the negotiation literature, we tested 2 factors that might improve stakeholder dialogue in program and policy evaluation. Undergraduate stakeholders (61 pairs) engaged in dialogue about their universities' alcohol policies. Pairs were randomly assigned to levels of accountability audience and dialogue structure. The audience for the videotaped dialogue was described as holding either (a) views about the policy similar to the participant's, consistent across audience members (homogeneous), or (b) mixed views, on both sides of the issue (heterogeneous). Pairs approached the dialogue with either (a) problem-solving goals or (b) no particular strategy. Dyads accountable to a heterogeneous audience and given problem-solving instructions exhibited the most effective dialogue. Accountability to a heterogeneous audience facilitated satisfaction with and optimism about dialogue. Accountability to homogeneous audiences and adopting no particular strategy yielded the least positive perceptions of dialogue. Implications for stakeholder dialogue, and for the role of social psychology in evaluation are discussed. [source] Making Corporate Social Responsibility (CSR) Operable: How Companies Translate Stakeholder Dialogue into PracticeBUSINESS AND SOCIETY REVIEW, Issue 2 2006ESBEN RAHBEK PEDERSEN First page of article [source] Toward Effective Stakeholder DialogueBUSINESS AND SOCIETY REVIEW, Issue 2 2003Muel Kaptein First page of article [source] Innovation and corporate sustainability: An investigation into the process of change in the pharmaceuticals industryBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2001Martina Blum-Kusterer Although there has been considerable research effort directed at refining the content of corporate environmental performance, e.g. corporate environmental reporting and accounting, there has been relatively little empirical investigation to date on the process of corporate eco-change. This research reports on the quantitative and qualitative results of a survey of German and UK pharmaceuticals firms, which evaluated the significance of the various incentives, both intra-firm and external to the organization, that have stimulated eco-change. We find that, although the industry is one that has been characterized by voluntary agreements and proactive behaviour in the past, regulation still remains the main driver for sustainability improvements. New technology is the second most important driver. Stakeholder dialogue and inter-firm cooperation were both revealed to be relatively weak forces for eco-change. The study also tested the validity of the conventional neo-classical economic world-view of innovation in firms versus a more radical co-evolutionary one. The former assumes that firms respond only to profit signals and do so efficiently, whereas the latter assumes that change is path dependent; i.e., the firms' norms and routines and past experiences are influential. We find that, although the neo-classical perspective stands up to our empirical investigation of eco-innovation to some degree, the co-evolutionary approach better captures the complexity of the corporate eco-change process. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment [source] When business associations and a federal ministry jointly consult civil society: a CSR policy case study on the development of the CSR Austria Guiding VisionCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2008Astrid Konrad Abstract In 2002, Austrian business organizations and the Austrian Federal Ministry of Economics and Labour decided to raise the awareness of CSR in Austria by formulating a CSR guiding vision for Austrian businesses after consulting a broad variety of stakeholders. This paper describes the development of the ,CSR Austria Guiding Vision' from 2003, and it gives a brief overview of other public CSR initiatives launched in Austria since then. Since the authors were involved drafting the CSR Austria Guiding Vision as consultants, the paper describes success factors, lessons learned and recommendations relevant for other large-scale stakeholder dialogues on CSR from an insider perspective. Overall, we conclude that a clear idea about the structure, the type and the rules of the stakeholder involvement (conceptual issues), in combination with a timely, honest and empathic approach towards stakeholders (procedural issues), are important success factors for any stakeholder dialogue. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] Project PASCALEA , public and stakeholder consultation in developing high-profile corporate environmental strategyCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 2 2004Linda 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] Toward More Effective Stakeholder Dialogue: Applying Theories of Negotiation to Policy and Program Evaluation,JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2006Bernadette Campbell Borrowing from the negotiation literature, we tested 2 factors that might improve stakeholder dialogue in program and policy evaluation. Undergraduate stakeholders (61 pairs) engaged in dialogue about their universities' alcohol policies. Pairs were randomly assigned to levels of accountability audience and dialogue structure. The audience for the videotaped dialogue was described as holding either (a) views about the policy similar to the participant's, consistent across audience members (homogeneous), or (b) mixed views, on both sides of the issue (heterogeneous). Pairs approached the dialogue with either (a) problem-solving goals or (b) no particular strategy. Dyads accountable to a heterogeneous audience and given problem-solving instructions exhibited the most effective dialogue. Accountability to a heterogeneous audience facilitated satisfaction with and optimism about dialogue. Accountability to homogeneous audiences and adopting no particular strategy yielded the least positive perceptions of dialogue. Implications for stakeholder dialogue, and for the role of social psychology in evaluation are discussed. [source] Responsible business decisions: an over-arching frameworkJOURNAL OF PUBLIC AFFAIRS, Issue 3-4 2006Alan Gully Contemporary businesses face increasing pressures on formulating, implementing and monitoring their strategic policies. Their long-term success in attaining these strongly relies on developing a proactive two-way, or even multi-way, stakeholder dialogue to become aware of the moral aspects of decisions. Openness and transparency should help to provide stakeholders with information on how and why particular courses of action have been adopted. In order to be effective and efficient, responsible business decision-making requires the willpower and commitment by management to implement, monitor and evaluate the ethical action which ought to be based on the organisation's evolving values and priorities. Although inclusive relationships may be accomplished in several ways, the normative interpretation of stakeholder theory is the most appropriate methodology to enable moral judgement to be made. An over-arching framework is presented to assess, review and re-balance the different techniques for any business to achieve its intended outcomes through the triple bottom line. Copyright © 2006 John Wiley & Sons, Ltd. [source] Environmental reporting and transport , the case of a public transport companyBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2003Otto Andersen This article discusses corporate environmental reporting in the field of transport. In addition to addressing this issue in general, the article includes empirical material from a case transport company. The process of preparing the year 2000 environmental report for the company is described. The environmental report includes actions for improving the environmental performance of the company, and indicators for monitoring of the progress from year to year. This is based on separate studies of the employees' company travels, daily travel to work and the purchasing of energy. The company is using societal accounting to show its responsibility as an important societal actor, improving the stakeholder dialogue and providing knowledge at the political level. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source] When business associations and a federal ministry jointly consult civil society: a CSR policy case study on the development of the CSR Austria Guiding VisionCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2008Astrid Konrad Abstract In 2002, Austrian business organizations and the Austrian Federal Ministry of Economics and Labour decided to raise the awareness of CSR in Austria by formulating a CSR guiding vision for Austrian businesses after consulting a broad variety of stakeholders. This paper describes the development of the ,CSR Austria Guiding Vision' from 2003, and it gives a brief overview of other public CSR initiatives launched in Austria since then. Since the authors were involved drafting the CSR Austria Guiding Vision as consultants, the paper describes success factors, lessons learned and recommendations relevant for other large-scale stakeholder dialogues on CSR from an insider perspective. Overall, we conclude that a clear idea about the structure, the type and the rules of the stakeholder involvement (conceptual issues), in combination with a timely, honest and empathic approach towards stakeholders (procedural issues), are important success factors for any stakeholder dialogue. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source] | |||||||||||||