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Stakeholder Relationships (stakeholder + relationships)
Selected AbstractsProject 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] The ABC of New Zealand's Ten Year Vision for Pharmacists: awareness, barriers and consultationINTERNATIONAL JOURNAL OF PHARMACY PRACTICE, Issue 3 2009Shane Scahill Abstract Objectives This study aimed to determine New Zealand pharmacists' awareness of, recall of consultation about, and potential barriers to the implementation of the Focus on the Future: Ten Year Vision for Pharmacists in New Zealand: 2004,2014 document. Method A national postal survey was carried out in New Zealand of practising pharmacists registered with the Pharmacy Council of New Zealand (n = 1892). The survey was conducted between September and December 2006. Key findings The response rate was 51.8% (n = 980 usable surveys). Approximately three-quarters (73.4%) reported being aware of the 10-year vision document and 40.9% recall being consulted. Fewer than one-third (29.8%) had read the document prior to completing the survey. Thirty-two variables describing potential barriers to implementing the 10-year vision were reduced, through factor analysis, to seven factors with significant eigenvalues (>1.0). The factors describe the underlying themes of barriers identified in the survey, including pharmacist humanistic, integrated systems of care and teamwork, funder stakeholder relationships and remuneration, lack of appreciation of knowledge and skills, lack of research support, current expertise and continuing professional development, and lack of voice. The majority of barrier variables within the seven factors were rated as extremely or quite important. Conclusions There was a high level of awareness and moderate level of recall of consultation on the document among respondents. Although 40% recall being consulted on the document, fewer than one-third reported having read the document prior to completing our survey. Pharmacists highlighted a significant number of potential barriers to the implementation of the 10-year vision. If the pharmacy profession in New Zealand is to move forward towards the state described in the 10-year vision document then these potential barriers need to be better understood and addressed. [source] Unpacking a Wicked Problem: Enablers/Impediments to Regional EngagementAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2009Michael J. Christie A case study approach is applied to review Local Government Authorities (LGA) regional engagement in the Australian context. We address the question ,What are the key LGA enablers/impediments to regional engagement?' by applying Leydesdorff's (2000) proposition that triple helix type network systems exhibit patterns of complex behaviour if the interaction factors that trigger enablers are reflexively declared. The three strands of the LGA triple helix network system are institutions, industry and government. In this case study the LGA's overall management of its regional stakeholder relationships resulted in impediments that limit strong regional engagement. Importantly, the findings inform practitioners, policy-makers and research audiences of the nature of impediments and, by inference, the nature of enablers in LGA triple helix network systems. [source] Taking (and Sharing Power): How Boards of Directors Can Bring About Greater Fairness for Dependent StakeholdersBUSINESS AND SOCIETY REVIEW, Issue 2 2010HARRY 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] Corporate social responsibility communication: stakeholder information, response and involvement strategiesBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 4 2006Mette Morsing While it is generally agreed that companies need to manage their relationships with their stakeholders, the way in which they choose to do so varies considerably. In this paper, it is argued that when companies want to communicate with stakeholders about their CSR initiatives, they need to involve those stakeholders in a two-way communication process, defined as an ongoing iterative sense-giving and sense-making process. The paper also argues that companies need to communicate through carefully crafted and increasingly sophisticated processes. Three CSR communication strategies are developed. Based on empirical illustrations and prior research, the authors argue that managers need to move from ,informing' and ,responding' to ,involving' stakeholders in CSR communication itself. They conclude that managers need to expand the role of stakeholders in corporate CSR communication processes if they want to improve their efforts to build legitimacy, a positive reputation and lasting stakeholder relationships. [source] Trust, reputation and corporate accountability to stakeholdersBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2001Tracey Swift This paper explores the relationship between accountability, trust and corporate reputation building. Increasing numbers of corporations are mobilising themselves to put more and more information out into the public domain as a way of communicating with stakeholders. Corporate social accounting and stakeholder engagement is happening on an unprecedented scale. Rather than welcoming such initiatives, academics have been quick to pick faults with contemporary social auditing and reporting, claiming that in its current form it is not about demonstrating accountability at all, but rather about building corporate reputation. Academics argue that ,accountability should hurt', that if accountability is an enjoyable process, then the organisation isn't doing it right. For organisations that are currently engaging with stakeholders and ostensibly becoming more transparent about their corporate social performance, this kind of critique is likely to be bewildering. This paper argues that central to the notion of accountability and to contemporary social accounting practice is the concept of trust. Accountability is based upon a distrust of corporate management, whereas corporate reputation building is about strategically seeking to establish trust in stakeholder relationships in order to negate formal accountability requirements. Using a split trust continuum, the paper seeks to explain and synthesise what seem to be two very different paradigms of organisational transparency. [source] Sustainability and stakeholder management: the need for new corporate performance evaluation and reporting systemsBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2006Francesco Perrini Abstract Corporate sustainability, that is the capacity of a firm to continue operating over a long period of time, depends on the sustainability of its stakeholder relationships. This new stakeholder view of the firm goes beyond previous work on the triple bottom line and balanced scorecard. Companies need appropriate systems to measure and control their own behaviour in order to assess whether they are responding to stakeholder concerns in an effective way and to communicate the results achieved. These sustainability accounting systems should have the purpose of broadening and integrating the traditional financial approaches to corporate performance measurement, taking stakeholder needs into due account. This article presents the sustainability evaluation and reporting system (SERS), an integrated methodology aimed at monitoring and tracking from a qualitative and quantitative viewpoint the overall corporate performance according to a stakeholder framework, in line with small and medium-sized enterprises' managerial requirements. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] | |||||||||||||