Complementarities Between Stakeholder Management and Participative Management: Evidence From the Youth Care Sector

Abstract

This article analyzes how stakeholder management is applied in the case of special youth guidance homes in Belgium. It describes a specific situation in which a major stakeholder-adolescents in the homes-is part of the process. Our research illustrates the different organizational roles and the complementarities between stakeholder management and participative management. Although stakeholder management is important for strategic decision making, participation is more important on an operational management level. Our cases illustrate that important stakeholders, for example, the customers-the adolescents and their parents-as well as employees in the homes evaluate participation on an operational level as being more important than participation in the board or in strategic management decision making in the organization. By disentangling the distinction between the operational level and the policy level of stakeholder management, our research links participative management and stakeholder management while clarifying the application of stakeholder management in the nonprofit sector.

Achieving Sustainable Development Goals Through Collaborative Innovation: Evidence from Four European Initiatives

“…Abzug & Webb, 1999 ), and on NPOs being themselves the focal organizations dealing with a variety of internal and external stakeholders (e.g. Fassin et al, 2017 ; Van Puyvelde et al, 2012 ).…”

“…In this context, we believe that a focus on the role of collaborating actors, and on non-profits in particular, is needed in order to obtain a better understanding (a) of the relevant roles, activities, and processes and how they contribute to collaborative innovation outputs; and (b) of the factors that may influence such roles, activities, and processes. Therefore, in this paper we propose that the collaborative innovation literature may be fruitfully integrated with contributions from the market/societal orientation literature (Duque-Zuluaga & Schneider, 2008 ; Hsieh et al, 2008 ; Kotler & Levy, 1969 ; Liao et al, 2001 ), stakeholder theory (Abzug & Webb, 1999 ; Fassin et al, 2017 ; Van Puyvelde et al, 2012 ), and grassroots sustainable innovation (Kemp et al, 1998 ; Seyfang & Haxeltine, 2012 ; Seyfang & Smith, 2007 ) in order to explore the roles and dynamics that allow such collaborative innovation to occur, and to translate into sustainable development improvements. In fact, an improved understanding of these dimensions at the meso and micro levels allows to better support (for instance through institutional design) and implement (e.g.…”

Bringing Beneficiaries More Centrally Into Nonprofit Management Education and Research

“…This research also suggests that beneficiaries’ roles in organizations have implications for the governance of the organization. Several articles illustrate the complexities that arise when beneficiaries have greater authority in the organization itself (Bonell & Hilton, 2002; Fassin et al, 2017; Thøgersen, 2015; Wellens & Jegers, 2016).…”

Brand Strategy Co-Creation in a Nonprofit Context: A Strategy-as-Practice Approach

“…Recent nonprofit literature acknowledges that these stakeholders are getting increasingly involved in nonprofit organizations (e.g., Brandsen & Pestoff, 2006; Fassin et al, 2017; Guo & Saxton, 2010; Hardina, 2006; Lovejoy et al, 2012) and turn into active agents of co-creation (Austin & Seitanidi, 2012a, 2012b; Handy et al, 2012). To meet stakeholder demands for more integration and involvement, nonprofit organizations increasingly need to engage in intense stakeholder relationships, thereby becoming more transparent and accessible to stakeholders (Hatch & Schultz, 2010; Prahalad & Ramaswamy, 2004; Ramaswamy & Ozcan, 2014).…”

“…Literature on constituent participation, for example, highlights the relevance of citizen participation and empowerment in community-based organizations (Hardina, 2006) and the need to “establish governance mechanisms permitting constituents to participate in the shaping of the organization’s mission, vision, and strategies” (Guo & Saxton, 2010, p. 1). Literature on participatory management and stakeholder democracy advocates different degrees of stakeholder participation in formerly company-internal processes (Fassin, Deprez, Van den Abeele, & Heene, 2017). Stakeholder and community engagement literature discusses strategies to engage stakeholders (Bowen, Newenham-Kahindi, & Herremans, 2010; Lovejoy, Waters, & Saxton, 2012) and related innovation opportunities (Holmes & Moir, 2007).…”