Stakeholder identification and prioritization: The attribute of dependency

Serna, Lil Rodriguez; Nakandala, Dilupa; Bowyer, Dorothea

doi:10.1016/j.jbusres.2022.04.062

Cited by 10 publications

(7 citation statements)

References 61 publications

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“…Engaging the right stakeholders results in stewardship and a sense of ownership by the people concerned (Rodriguez Serna et al , 2022). It makes them understand their stakes and also understand that they are the stewards of the project and ultimately the owners (see e.g.…”

Section: Resultsmentioning

confidence: 99%

“…According to Rodriguez Serna et al (2022, p. 444), organisations that emphasise stakeholder engagement are better positioned to reach organisational goals. They argue that identifying the concerns of key stakeholders is central to organisational survival and for planning purposes.…”

Section: Stakeholder Engagement In Non-governmental Organisationsmentioning

confidence: 99%

“…We argue that while literature has widely discussed NGO accountability, there are some enabling features of NGO accountability that could foster stakeholder engagement and promote sustainability in NGOs (Agyemang et al , 2019a; Uddin and Belal, 2019). Literature further argue that stakeholders with power, legitimacy and urgency should be given some level of priority (Rodriguez Serna et al , 2022), but steps for stakeholder identification/engagement have been ignored or taken for granted, especially in developing countries with a weak institutional framework. We contribute by picking this up and highlighting its importance in achieving smooth and sustainable operations for NGOs (see e.g.…”

Section: Introductionmentioning

confidence: 99%

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Accounting for stakeholder engagement in developing countries: proposing an engagement system to respond to sustainability demands

Asogwa,

Varua,

Datt

et al. 2023

MEDAR

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Purpose The purpose of this study is to present an in-depth examination of stakeholder engagement processes in non-governmental organisations (NGOs) from the perspective of NGO managers to enhance accountability and the effectiveness with which aid services are delivered. Specifically, demand-side (downward) accountability and the implications of an accountability system that is predominantly supply-side (upward) focused are explored. Design/methodology/approach This study draws on evidence gathered from 25 in-depth interviews with representatives of leading NGOs in Nigeria to explore and uncover the nature of stakeholder engagement and accountability processes in their respective organisations. This study shows prospects for entrenching organisational reform that balances power and influence that benefits the less economically powerful demand side of the stakeholders. A relevant aspect of stakeholder theory was used to frame the analysis. Findings The study reveals an overlay of a blanket engagement system and a seeming reluctance of NGOs to disclose critical information to the demand-side stakeholders (DSS), and suggests ways to meet sustainability demands and address the militating concerns. A perceived lack of understanding and prospects or outcomes of demand-side accountability are central to this; however, engagement outcomes that account for impact rather than output are explored and reported. The findings suggest that proper accountability involves adequate stakeholder engagement which is a prerequisite and paramount for sustainability. Research limitations/implications This study primarily delineates NGO managers’ views on NGO engagement and accountability dynamics. Future research may explore the perspectives of downward stakeholders themselves. The study highlights the concern for NGOs to maintain a defined stakeholder engagement process that resists external forces that may impact on their operations and derail their mission, resulting in duplication of services. Practical implications The study shows the implications of donors’ influence on accountability practices which can be improved by re-structuring supply-side stakeholders to significantly include DSS accountability requirements in the key performance indicators of NGOs in developing countries. The authors present a nuanced perspective to aid delivery and access that ensures improved services and more effective, impactful and sustainable aid which is of practical relevance to NGOs and their accountability mechanism. Originality/value This study deepens the understanding of the dynamics of stakeholder engagement and accountability processes and shows that the most effective way to deploy aid funds to meet sustainability goals is to draw on the experiences and local knowledge of the DSS. This would require an effective and results-driven dialogue among all the stakeholders involved. The proposed engagement and management framework contribute to theory and practice by fostering multi-stakeholder cooperation, DSS accountability and the advancement of sustainable development

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Section: Resultsmentioning

confidence: 99%

Section: Stakeholder Engagement In Non-governmental Organisationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Accounting for stakeholder engagement in developing countries: proposing an engagement system to respond to sustainability demands

Asogwa,

Varua,

Datt

et al. 2023

MEDAR

View full text Add to dashboard Cite

show abstract

“…Many strategies seek legitimacy by stakeholder input. The problem is that those stakeholders with most urgency and power tend to get their claims prioritized (Rodrigues Serna, Nakandala, & Bowyer, 2022). The challenge according to Habermas is to reject stakeholder arguments based on manipulation, control, domination, and asymmetrical power-play.…”

Section: Critical Tourism Strategymentioning

confidence: 99%

Critical tourism strategy

Tribe

Paddison

2023

Annals of Tourism Research

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“…In this regard, SBM innovation demands reconceptualization concerning its relations with stakeholders. Many companies are transforming their relationships, enabling them to move from a transactional mindset to trust-oriented and sustained relationships with and secondary stakeholders (Evans et al, 2017;Serna et al, 2022). Secondary stakeholders including universities, communities, NGOs, media, and governments are the entities that do not directly engage in business transactions with a company but their collaboration is still crucial for SBM success (Bolton and Landells, 2015).…”

Section: Key Partnershipsmentioning

confidence: 99%

Paving the way to net-zero: identifying environmental sustainability factors for business model innovation through carbon disclosure project data

Asif

Lau

Nakandala

et al. 2023

Front. Sustain. Food Syst.

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Net-zero emission targets are crucial, given the environmental impact of the food and beverage industries. Our study proposes an environmentally focused Sustainable Business Model (SBM) using data from 252 food, beverage, and tobacco companies that reported to the Carbon Disclosure Project (CDP). We investigated the risks, opportunities, business strategies, emission reduction initiatives, and supply chain interactions associated with climate change by analyzing their qualitative answers using the NVivo software. Following the grounded theory approach, we identified the Environmental Sustainability Factors (ESFs) that support businesses in meeting pollution reduction targets. The ESFs were integrated with Osterwalder's business model canvas to create an archetype focused on delivering “net-zero” or “carbon neutral” value to customers. The model's efficacy is enhanced by the advantages and motivations of environmental collaborations. The paper provides critical support for sustainability theories and assists Small and Medium Enterprises (SMEs) to develop strategic business models for net-zero emission targets.

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Stakeholder identification and prioritization: The attribute of dependency

Cited by 10 publications

References 61 publications

Accounting for stakeholder engagement in developing countries: proposing an engagement system to respond to sustainability demands

Accounting for stakeholder engagement in developing countries: proposing an engagement system to respond to sustainability demands

Critical tourism strategy

Paving the way to net-zero: identifying environmental sustainability factors for business model innovation through carbon disclosure project data

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