2020
DOI: 10.1186/s13705-020-00270-5
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Stakeholder perceptions about sustainability governance in the German biogas sector

Abstract: Background Since the steady growth of the German biogas sector, its sustainability is subject to constant scrutiny, especially economic and environmental sustainability. Public concerns about sustainability of biogas started with the issue of energy crop cultivation in the 2010s. To steer sustainability in the biogas sector, a broad variety of regulations and acts were enacted, mainly via top-down legislation making. But in order to govern sustainability in every step of the value chain, involvement of numerou… Show more

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Cited by 11 publications
(3 citation statements)
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“…Mapping: In this process, stakeholders are presented according to their classification within the interest/power grid matrix. Each quarter (Q) indicates the type of stakeholders and the action plan related to it whether they are one of the categories shown in (Table 3) [33], [34], [32]. The engagement level was also indicated according to the extent of their interaction with the project.…”
Section: Methodsmentioning
confidence: 99%
“…Mapping: In this process, stakeholders are presented according to their classification within the interest/power grid matrix. Each quarter (Q) indicates the type of stakeholders and the action plan related to it whether they are one of the categories shown in (Table 3) [33], [34], [32]. The engagement level was also indicated according to the extent of their interaction with the project.…”
Section: Methodsmentioning
confidence: 99%
“…Therefore, it included the collection of the substrate, anaerobic digestion plant, upgrading plant, biogas, and digestate use. Other researchers focus on the biogas supply chain to draw the system's boundaries (Horschig et al, 2020). Moreover, Feiz et al (2020) mention that the boundaries can be divided into four groups to study the environmental performance of the biogas systems.…”
Section: B Iogas S Ystemmentioning
confidence: 99%
“…Four groups of stakeholders can be adequately distinguished. The first group has a large impact on the organization and shows a great interest in the activities of the organization, the second is low interest, high influence, the third high interest, low impact, and the fourth no interest, no impact (Horschig, Schaubach, Sutor, and Thrän 2020). Ian Davis, a long-time director of the consulting company McKinsey & Company, wrote in The Economist Magazine (By Invitation, 26th May 2005) that, paradoxically, striving to maximize shareholder value in the short term may hinder or even prevent organizations from maximizing shareholder value in the long term.…”
Section: Focus On Stakeholdersmentioning
confidence: 99%