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Stakeholder Satisfaction (stakeholder + satisfaction)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Managing organisations through a process-based perspective: its challenges and benefits

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2005
Ruth N. Kiraka
The argument presented in this paper is that a process-based view is useful for identifying good management practices because of its holistic multidimensional view of organisations. A process-based view involves identifying both the external and internal factors of the organisation's environment that affect processes. With regard to the external environment two forces driving processes are discussed: (1) processes involve responding to the macro- and task-environment influences; (2) processes focus on stakeholder satisfaction. With respect to the internal environment, the relationship between processes and the internal environment is twofold: (1) processes drive or are driven by the strategy of the organisation; (2) processes determine or should determine organisational structure. The theoretical model developed provides a useful tool for managers to consider in their thinking about and planning for their organisations. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Project management models as value creators

PROJECT MANAGEMENT JOURNAL, Issue 1 2009
Pernille Eskerod
Abstract Based on findings from five case studies, we discuss benefits obtained by using a common project management model. The case studies are part of an international research project aimed at determining the value of project management. All five companies applied a customized project management model. The five models are presented, and their characteristics, similarities, and differences are discussed. Based on interviews and comparisons with literature, the values obtained are identified. The values relate to efficiency, legitimacy, power and control, and stakeholder satisfaction. Further, the article points to necessary preconditions (both technical and human factors) in order to harvest the values. [source]

DartBoards and Clovers as new tools in sustainability planning and control

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 7 2007
Massimiliano Bonacchi
Abstract Among organizations that recognize that a multidimensional perspective is necessary to integrate stakeholder needs into a long term value creation process, only in a few cases are performance measurement systems able to integrate financial indicators with social and environmental metrics. This paper first discusses the sustainability concept for management accounting purposes. After reviewing the literature addressing performance measurement system issues, the paper offers a view as to how implementation of management accounting for sustainability could progress. We suggest a performance measurement system based on two managerial instruments that organize a set of primary and secondary measures, connected with stakeholder satisfaction, and are able to detect and articulate both win,win and trade-off situations. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source]

Are we getting any better?

PROJECT MANAGEMENT JOURNAL, Issue 4 2010
Comparing project management in the years 2000
Abstract This paper presents a study on the progress of project management. Descriptions of projects from 2000 and 2008 are studied. The study concludes that the field of project management is moving ahead. Project team members are more knowledgeable about project work, project objectives are more clearly expressed, project organization is more appropriate, most work processes are improved, and team members experience project work as rewarding and are more motivated for future projects. However, the project results are not fully satisfactory. It is shown that stakeholders' satisfaction could be improved by better decision processes, better management and leadership, and closer cooperation with the stakeholders. [source]