Whilst the old adage 'you cannot manage what you cannot measure' may not be true in every circumstance, ESEI stakeholder management benefits from knowing who is in the community, understanding who is important, and deciding what do you need to do to improve the overall supportiveness of the people affected by your project, program or business activity (the work). Applying disciplined Stakeholder Analytics is the key to efficient and effective stakeholder engagement. You start by establishing a baseline, and then decide who within the community is important at 'this point in time'; and for these important stakeholders, what needs to be done to either maintain their support or improve their attitude towards the work. Subsequent reviews will tell you whether your engagement efforts are being successful; and if they are not working, alert you to situations where a change in approach is needed. Analysing your stakeholder community will always involve a degree of subjectivity, but applying the ideas described in this article will go a long way towards establishing normalised data that can be relied on to inform actions and decisions. 1 This series of articles on effective stakeholder engagement is by Dr. Lynda Bourne, Managing Director of Stakeholder Pty Ltd (Australia) and author of the books Stakeholder Relationship Management and Advising Upwards, both published by Gower (UK). Dr. Bourne is one of the world's leading authorities on program/project stakeholder relations. Her author profile can be found at the end of this article.
Purpose – the purpose of this paper is to propose a method for integral assessing the priority level of specific stakeholders in the model of stakeholder management. Research methodology – the paper develops ideas of matrix approach to assessing the priority level of individual stakeholders and proposes a method for obtaining more accurate integral assessment based on analysis of a set of indicators, taking into account factors of subjective estimates. Findings – the integral assessment of the priority level of specific external stakeholders improves estimates’ accuracy and provides a practical framework for the development of successful corporate social responsibility strategies. It has been substantiated by the application of the proposed method for prioritising suppliers of a large Ukranian metallurgical company. Research limitations – there are requirements for a linear or quasi-linear nature of the relationship between the numerical value of the stakeholder’s priority index and its interpretation on a “better to worse” scale within the framework of the proposed method of evaluation. Practical implications – integral assessments of stakeholder priority obtained from the results of the proposed method can be used as a tool for reasonable comparison, selection of strategic stakeholders and building programs for interaction with them. Originality/Value – unlike most existing methods of stakeholder analysis representing a generic list of priority stakeholder groups the method proposed in the paper provides an integral assessment of priority level of specific stakeholders from the category of the immediate environment through a system of indicators, taking into account factors of subjectivity
Introduction. The issue of strategizing corporate management approach during the implementation of the concept of corporate social responsibility (CSR) is considered in the article. The implementation of CSR concept in the enterprise’s overall strategy is one of the important areas of building mutually beneficial relationships with key stakeholder groups. Purpose. The research aims to justify a comprehensive strategic approach to CSR on the basis of the construction of integrated corporate and business strategies with a focus on the CSR principles. Method (methodology). A complex of scientific methods such as method of theoretical generalization, comparison and systematic approach to the formation of interconnected strategies for different hierarchical levels of enterprise management with a focus on CSR principles have become the methodological basis of the study. Results. The necessity to overcome the isolation of socially responsible programs and initiatives and provide their close relationship with key business processes on a strategic basis through the introduction of CSR elements in strategic management has been proved. Stages of forming integrated corporate (business) strategy with a focus on CSR principles, which allow implementing a comprehensive strategic approach to CSR at all hierarchical levels of enterprise management, have been proposed. It has been emphasized that corporate and business strategy integrated with socially responsible objectives and principles form prerequisites for improving operational efficiency of the enterprise management systems.
of reflexive control of stakeholders' relations in the system of corporate social responsibility. The article deals with theoretical foundations of economic essence of the reflective control of stakeholders' relations in the system of corporate social responsibility (CSR). The purpose of the research is to provide a scientific and theoretical substantiation of essence and effectiveness of applying a reflexive approach to managing relations with stakeholders in the CSR system, and to develop a classification of reflexive influences. It has been found that the use of reflexive processes serves as a methodological basis for decision-making in the system of economic interaction with the enterprise's stakeholders. It has been proved that reflexive control enables managing stakeholder attitude to the enterprise through conscious and purposeful formation and reconstruction of its image in the individual and group consciousness in the desired direction via instruments of reflexive influence. It has been established that the "rank of reflection" which means a level showing depth of reflection occupies an important place in the system of reflexive control. Characterization of reflexive procedures of zero (autoreflection), first, second, third and fourth rank has been given. It has been established that the growth of reflection's level leads to deepening and complicating of reflexive influences applied by the management towards the enterprise's stakeholders and facilitates transition to the next level of CSR development. The classification of enterprise's reflexive influences in relation to stakeholders for the following criteria: according to duration, purpose, direction of action, number of participants, review vector, the rank and complexity of the reflection has been proposed in the paper for the first time.
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