stakeholder

• Stakeholder

https://store.theartofservice.com/the-stakeholder-toolkit.html

Multistakeholder Governance Model

1 Multistakeholder Governance Model



1 involves the full involvement of all stakeholders, consensus-based decision-

making and operating in an open, transparent and accountable manner." A

stakeholder refers to an individual, group, or organization that has a direct or indirect

interest or stake in a particular organization, these may be businesses, civil society,

governments, research institutions, and non-government organizations.



1 Multistakeholder processes could and should enhance democracy by

increasing opportunities for effective participation by those most directly

impacted by decisions and particularly those at the grassroots who so often are voiceless in these

processes



1 The multistakeholder model is used in Internet governance by entities

such as the ICANN and IETF and has been the foundation of local

governance entities such as New York City's Community Boards.



1 Norbert Bellow, co-coordinator on the Civil Society Internet Governance

Forum distinguishes between "representative"

multistakeholderism, using as examples the United Nation's MAG

and ECWG and "open" multistakeholderism, as represented

by the IETF and RIRs.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 In representative multistakeholderism, the selection processes are critically important



1 In open multistakeholderism, the risk does not occur that viewpoints may

get excluded because those who have power over the selection

processes might want to suppress them, or might be unduly influenced

e.g



1 Multistakeholderism is a coup d’etat against democracy by those who

would merely be lobbyists in a democratic system."


Multistakeholder Governance Model Further reading

1 Introduction To The ICANN Multi-Stakeholder Model

http://toronto45.icann.org/meetings/toronto2012/presentation-multi-

stakeholder-model-14oct12-en.pdf



1 http://www.igfwatch.org/discussion-board/a-civil-society-agenda-for-

internet-governance-in-2013-internet-freedom-in-a-world-of-states-

part-3



1 Multistakeholderism vs. Democracy: My Adventures in “Stakeholderland” by Michael

Gurstein


Corporate governance Stakeholder interests

1 All parties to corporate governance have an interest, whether direct or

indirect, in the financial performance of the corporation


Corporate governance Stakeholder interests

1 When this becomes an endemic system feature, the loss of

confidence and participation in markets may affect many other stakeholders, and increases the

likelihood of political action


Global governance Stakeholders' views

1 It is too soon to give a general account of the view of world-

governance stakeholders, although interest in world governance is on

the rise on the regional level, and we will certainly see different types of

stakeholders and social sectors working to varying degrees at the

international level and taking a stand on the issue in the years to come.


Global governance Non-state stakeholders

1 The freedom of thought enjoyed by non-state stakeholders enables them to formulate truly alternative ideas

on world-governance issues, but they have taken little or no advantage of

this opportunity.



1 Pierre Calame believes that "[n]on-state actors have always played an essential role in global regulation,

but their role will grow considerably in this, the beginning of the twenty-

first Century



1 One alternative idea encapsulated by many not-for-profit organisations relates

to ideas in the 'Human Potential Movement' and might be summarised as a

mission statement along these lines: 'To create an accepted framework for all humankind, that is self-regulating and which enables every person to achieve

their fullest potential in harmony with the world and its place in existence.'



1 The use of the word 'humankind' is instead of 'mankind'. There are many

examples of the use of the word 'humankind' and possibly therefore of this choice e.g. in the opening

narration of the TV series Wonders of the Universe by Professor Brian Cox

(physicist).



1 'Self-regulation' is meant to invoke the concept of regulation which includes rule-

making such as laws, and related ideas e.g. legal doctrine as well as other frameworks.

However its scope is wider than this and intended to encompass cybernetics which

allows for the study of regulation in as many varied contexts as possible from the regulation of gene expression to the Press

Complaints Commission for example.


Agency cost Other stakeholders

1 Other stakeholders such as the government, suppliers and customers all have their specific

interests to look after and that might incur additional costs. Agency costs in the government

may include the likes of government wasting taxpayers money to suit their own interest, which

may conflict with the general tax-paying public who may want it used elsewhere on things such

as health care and education. The literature however mainly focuses on the above categories

of agency costs.


Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group

1 Project contingencies are at risk of being allocated to additional scope

for the stakeholder allocated project ownership.



1 The only proven mechanism for ensuring projects meet customer and stakeholder needs, while optimising

value for money, is to allocate Project ownership to specialist party, that

otherwise would not be a stakeholder to the project. This is principle No. 2

of project governance.



1 Often, organisations establish a Governance of Projects Committee, which identifies the existence of projects and appoints project

owners as early as possible in a project's life, establishes Project Councils which form the

basis of customer and stakeholder engagement, establishes the key result areas for a project consistent with the

organisations values, and, oversees the performance of projects



1 Projects have many stakeholders and an effective project governance

framework must address their needs. The next principle deals with the

manner in which this should occur.


Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities

1 The decision making effectiveness of a committee can be thought of as being inversely proportional to its

size. Not only can large committees fail to make timely decisions, those it

does make are often ill considered because of the particular group

dynamics at play.



1 Hence, to all intents and purposes, large project committees are

constituted more as a stakeholder management forum than a project

decision making forum



1 There is no question that both activities, project decision making and stakeholder management, are essential to the success of the project. The issue is that they are two separate activities

and need to be treated as such. This is the third principle of effective project governance. If this

separation can be achieved, it will avoid clogging the decision making forum with

numerous stakeholders by constraining its membership to only those select stakeholders

absolutely central to its success.



1 This ensures that stakeholders have the project owner (or SRO) to

champion their issues and concerns within the Project Board.


Project governance Project stakeholders

1 For other project stakeholders, the project sponsor engages

stakeholders, governs stakeholder communications, directs client

relationship, directs governance of users, directs governance of

suppliers and arbitrates between stakeholders.


Stakeholder (corporate)

1 It defined stakeholders as "those groups without whose support the organization would cease to exist." The theory was later developed and

championed by R


Stakeholder (corporate)

1 The term has been broadened to include anyone who has an interest in a matter.


Stakeholder (corporate) - Examples of a company's stakeholders

1 Government taxation, VAT, legislation, employment, truthful

reporting, diversity, legalities, externalities.



1 Employeesrates of pay, job security, compensation, respect, truthful

communication.



1 Customers value, quality, customer care,

ethical products.



1 Suppliers providers of products and services used in the end product for the customer, equitable business

opportunities.



1 Creditors credit score, new contracts, liquidity.



1 Community jobs, involvement, environmental protection, shares, truthful

communication.



1 Trade Unionsquality, worker

protection, jobs.



1 Owner(s) profitability, longevity, market share, market standing,

succession planning, raising capital, growth, social goals.


Stakeholder (corporate) - Types of stakeholders

1 Any action taken by any organization or any group might affect those

people who are linked with them in the private sector. For examples

these are parents, children, customers, owners, employees,

associates, partners, contractors, and suppliers, people that are related

or located nearby.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 Primary Stakeholders - usually internal stakeholders, are those that

engage in economic transactions with the business. (For example

stockholders, customers, suppliers, creditors, and employees)



1 Secondary Stakeholders - usually external stakeholders, are those who

- although they do not engage in direct economic exchange with the business - are affected by or can

affect its actions. (For example the general public, communities, activist groups, business support groups, and

the media)https://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder (corporate) - Company stakeholder mapping

1 A broader mapping of a company's stakeholders

may also include:



1 Government regulatory agencies



1 Industry trade groups



1 National communities



1 Public at Large (Global Community)



1 Future generations



1 Alumni (Ex-employees)


Stakeholder (corporate) - In management

1 In this context, "stakeholder" includes not only the directors or

trustees on its governing board (who are stakeholders in the traditional

sense of the word) but also all persons who "paid in" the figurative stake and the persons to whom it

may be "paid out" (in the sense of a "payoff" in game theory, meaning the outcome of the transaction).



1 For example, in the case of a professional landlord undertaking the

refurbishment of some rented housing that is occupied while the

work is being carried out, key stakeholders would be the residents,

neighbors (for whom the work is a nuisance), and the tenancy

management team and housing maintenance team employed by the landlord. Other stakeholders would

be funders and the design and construction team.



1 The holders of each separate kind of interest in the entity's affairs are

called a constituency, so there may be a constituency of stockholders, a constituency of adjoining property

owners, a constituency of banks the entity owes money to, and so on. In

that usage, "constituent" is a synonym for "stakeholder."


Stakeholder (corporate) - In corporate responsibility

1 In the field of corporate governance and corporate responsibility, a major debate is ongoing about whether the firm or company should be managed

for stakeholders, stockholders (shareholders), or customers.

Proponents in favour of stakeholders may base their arguments on the

following four key assertions:https://store.theartofservice.com/the-stakeholder-toolkit.html


1 For example, according to this thinking, programs that satisfy both employees' needs and stockholders' wants are doubly valuable because they address two legitimate sets of

stakeholders at the same time



1 2) Supporters also take issue with the preeminent role given to

stockholders by many business thinkers, especially in the past. The

argument is that debt holders, employees, and suppliers also make

contributions and take risks in creating a successful firm.



1 3) These normative arguments would matter little if stockholders

(shareholders) had complete control in guiding the firm. However, many believe that due to certain kinds of board of directors structures, top managers like CEOs are mostly in

control of the firm.



1 While the stakeholder view has an increased cost, many firms have

decided that the concept improves their image, increases sales, reduces

the risks of liability for corporate negligence, and makes them less likely to be targeted by pressure groups, campaigning groups and

NGOs.https://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder (corporate) - Stakeholder Theory

1 Corporate social responsibility should imply a corporate stakeholder responsibility.


Requirements analysis - Stakeholder identification

1 See Stakeholder analysis for a discussion of business uses.

Stakeholders (SH) are people or organizations (legal entities such as companies, standards bodies) that have a valid interest in the system. They may be affected by it either directly or indirectly. A major new

emphasis in the 1990s was a focus on the identification of stakeholders.

It is increasingly recognized that stakeholders are not limited to the

organization employing the analyst. Other stakeholders will include:



1 anyone who benefits from the system (functional, political, financial and social

beneficiaries)



1 anyone involved in purchasing or procuring the system. In a mass-

market product organization, product management, marketing and

sometimes sales act as surrogate consumers (mass-market customers) to guide development of the product



1 organizations which regulate aspects of the system (financial, safety, and other

regulators)



1 people or organizations opposed to the system (negative stakeholders; see also

Misuse case)



1 organizations responsible for systems which interface with the system under design


Requirements analysis - Stakeholder interviews

1 Consequently this technique can serve as a means of obtaining the highly focused knowledge that is

often not elicited in Joint Requirements Development sessions, where the stakeholder's attention is compelled to assume a more cross-functional context, and the desire to

avoid controversy may limit the stakeholders willingness to

contributehttps://store.theartofservice.com/the-stakeholder-toolkit.html

Requirements analysis - Stakeholder issues

1 Steve McConnell, in his book Rapid Development, details a number of

ways users can inhibit requirements gathering:



1 Users do not understand what they want or users don't have a clear idea of their

requirements



1 Users will not commit to a set of written requirements



1 Users insist on new requirements after

the cost and schedule have been

fixedhttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 Communication with users is slow



1 Users often do not participate in reviews or are incapable of doing so



1 Users are technically unsophisticated



1 This may lead to the situation where user requirements keep changing

even when system or product development has been started.


Open access - Stakeholders and concerned communities

1 The intended audience of

research articles is usually other researchers


Open access - Stakeholders and concerned communities

1 Open access extends the reach of research beyond its immediate academic circle


Stakeholder management

1 'Stakeholder management' supports an organization's strategic objectives by interpreting and influencing both

the external and internal environments and by creating

positive relationships with Stakeholder (corporate)|stakeholders

through the appropriate management of their expectations and agreed objectives. Stakeholder

management is a process and control that must be planned and guided by

underlying principles.



1 Stakeholder management within businesses, organizations, or projects

prepares a strategy utilising information (or intelligence) gathered

during the following common processes:



1 * Stakeholder identification - Catalogues interested parties either

internal or external to the organisation or project. A stakeholder

map is helpful for identifying the stakeholders.[http://www.pmhut.com/stakeholder-management-overview

Stakeholder Management Overview], Rob Llewellyn, May 2009



1 * Stakeholder analysis - Recognises and acknowledges the needs,

concerns, wants, authority, common relationships, and interfaces to

stakeholders and aligns this information within the stakeholder

matrix.



1 * Stakeholder matrix - Positions stakeholders according to the level of

influence, impact, or enhancement they may provide to the business or

its projects.



1 * Stakeholder engagement - Different from stakeholder management in that engagement does not seek to

develop the project/business requirements, delineate problems, create solutions, or establish roles and responsibilities. It is primarily

focused at getting to know and understand each other at the

executive level. Engagement is the opportunity to discuss and agree on expectations of communication and, primarily, to agree on a set of values and principles that all stakeholders

will abide by.



1 * Communicating information - Expectations are established and agreed to for the manner in which

communications are managed between stakeholders - who receives communications, when, how, and to

what level of detail. Protocols may be established, including security and

confidentiality classifications.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 'Stakeholder agreements' is a collection of agreed decisions

between stakeholders. This may be the lexicon of an organisation or

project, the values of an initiative, the objectives or model of the

organisation, etc. These should be signed by key stakeholder

representatives.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 Contemporary or modern business and project practice favours

transparent, honest, and open stakeholder management processes.


Consensus decision-making - BLM Collaborative Stakeholder Engagement

1 The United States Bureau of Land Management|Bureau of Land Management's

policy is to seek to use collaborative stakeholder engagement as standard

operating practice for natural resources projects, plans, and decision-making except

under unusual conditions such as when constrained by law, regulation, or other

mandates or when conventional processes are important for establishing new, or

reaffirming existing, precedent.https://store.theartofservice.com/the-stakeholder-toolkit.html

Natural resource management - Stakeholder analysis

1 (2009) ‘Who’s in and why? A typology of stakeholder analysis

methods for natural resource management,’ Journal of

Environmental Management, vol



1 There is no definitive definition of a stakeholder as illustrated in the table below. Especially in natural resource management

as it is difficult to determine who has a stake and this will differ according to each potential

stakeholder.Billgrena, C., Holme, H. (2008) ‘Approaching reality: Comparing stakeholder analysis and cultural theory in the context of

natural resource management,’ Land Use Policy, vol. 25, pp. 550–562



1 Therefore it is dependent upon the circumstances of the stakeholders

involved with natural resource as to which definition and subsequent

theory is utilised.



1 Billgrena and Holme identified the aims of stakeholder analysis in natural resource

management:



1 *Identify and categorise the stakeholders that may have influence



1 *Develop an understanding of

why changes occur



1 This gives transparency and clarity to policy making allowing stakeholders to recognise conflicts of interest and

facilitate resolutions.Grimble, R. (1998) ‘Stakeholder methodologies in

natural resource management, Socioeconomic Methodologies,’

Chatham: Natural Resources Institute, pp. 1-12



1 853-886 however Grimble created a framework of stages for a

Stakeholder Analysis in natural resource management



1 # Place issues in a systems context



1 Grimble and Wellard established that Stakeholder analysis in natural

resource management is most relevant where issued can be

characterised as;



1 * Cross-cutting systems and stakeholder

interests



1 * Multiple uses and users of the resource.



1 * Subtractability and temporal trade-offs



1 * Unclear or open-access property rights



1 * Untraded products and services



1 * Poverty and under-

representation



1 In the case of the Bwindi Impenetrable National Park, a

comprehensive stakeholder analysis would have been relevant and the

Batwa people would have potentially been acknowledged as stakeholders

preventing the loss of people’s livelihoods and loss of life.



1 Nepal, Indonesia and Koreas' community forestry#5Best Practices|

community forestry are successful examples of how stakeholder

analysis can be incorporated into the management of natural resources. This allowed the stakeholders to identify their needs and level of involvement with the forests.



1 * Natural resource management stakeholder analysis tends to include

too many stakeholders which can create problems in of its self as

suggested by Clarkson. ‘‘Stakeholder theory should not be used to weave

a basket big enough to hold the world’s misery.’’Clarkson, M.B.E.

(1994) A risk based model of stakeholder theory. Toronto: Working Paper, University of Toronto, pp.10https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * Starik Starik, M. (1995) ‘Should trees have managerial standing? Toward

stakeholder status for non-human nature,’ Journal of Business Ethics, vol. 14, pp. 207–

217 proposed that nature needs to be represented as stakeholder. However this has been rejected by many scholars as it would

be difficult to find appropriate representation and this representation could also be

disputed by other stakeholders causing further issues.



1 * Stakeholder analysis can be used exploited and abused in order to marginalise

other stakeholders.



1 * Identifying the relevant stakeholders for participatory

processes is complex as certain stakeholder groups may have been

excluded from previous decisions.Prell, C., et al. (2007) Stakeholder Analysis and Social

Network Analysis in Natural Resource Management. Leeds: Sustainability

Research Institute, University of Leeds, pp. 1-21https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * On-going conflicts and lack of trust between stakeholders can prevent

compromise and resolutions.


Sustainable tourism - Stakeholders

1 Stakeholder collaboration and

heritage management


National Broadband Network - Responses by stakeholders

1 Since its announcement, the NBN has received both criticism and praise from

politicians, telecommunication companies, businesses and the public. The Coalition

(Australia)|Coalition initially described the NBN as a dangerous delusion and a white

elephant on a massive scale; instead advocating a policy focused on filling gaps in

the current copper networks where commercial solutions were not always viable.



1 National Party of Australia|Nationals senator Barnaby Joyce said the NBN mirrors a proposal released by their

think tank, saying it delivers a strategic infrastructure outcome and it is vitally important that the [NBN] gets to the corners of our country

where the market has failed



1 Telecommunication companies Optus, iiNet, Internode (ISP)|

Internode, and Vodafone Hutchison Australia|Vodafone-Hutchison, have expressed support for the project, along with the Australian Internet Industry Association, which said

optical fibre solutions are a critical part in the evolution of the internet



1 Microsoft, Google and Intel have expressed their support for the

NBN



1 The size of the government investment in the NBN has been a key point of debate. The Coalition

(Australia)|Coalition called for a cost-benefit analysis, describing the NBN

as a white elephant on a massive scale. The Economist Intelligence Unit (EIU) criticised the NBN as a huge cost to the public sector,


Production (economics) - Stakeholders of production

1 Based on the similarities of their interests, stakeholders can be

classified into three groups in order to differentiate their interests and

mutual relations



1 The interests of these stakeholders and their relations to companies are described briefly below. Our purpose

is to establish a framework for further analysis.



1 Figure 1. Interactive contributions of a

company’s stakeholders



1 The customers of a company are typically consumers, other market

producers or producers in the public sector



1 The suppliers of companies are typically producers of materials, energy, capital,

and services. They all have their individual production functions. The changes in prices or qualities of supplied commodities have an effect on both actors’ (company and

suppliers) production functions. We come to the conclusion that the production

functions of the company and its suppliers are in a state of continuous change.



1 The incomes are generated for those participating in production, i.e., the labour

force, society and owners. These stakeholders are referred to here as

producer communities or, in shorter form, as producers. The producer communities have

a common interest in maximizing their incomes. These parties that contribute to

production receive increased incomes from the growing and developing production.



1 The well-being gained through commodities stems from the price-quality relations of the

commodities



1 The producer community (labour force, society, and owners) earns income as compensation for the inputs they have delivered to the

production


Internet Governance Forum - Multistakeholder Advisory Group (MAG)

1 The MAG's mandate has been renewed or extended each year to provide assistance in the preparations for

each upcoming IGF meeting.[http://www.un.org/News/Press/docs/2009/pi1880.doc.htm Multistakeholder Advisory Group Renewed

to Prepare Internet Governance Forum Meeting in Sharm El-Sheikh, Egypt, 15-18 November], press

release, United Nations (New York), 6 May 2009[http://www.un.org/News/Press/docs//2013/pi2058.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Bali,

Indonesia, 22-25 October], press release, United Nations (New York), 10 May 2013.



1 The MAG meets for two days three times each year — in February, May and September. All three meetings

take place in Geneva and are preceded by a one day Open

Consultations meeting. The details on the MAG's operating principles

and selection criteria are contained in the summary reports of its

meetings.[http://www.intgovforum.org/cms/magabout/67-mag-meetings

MAG Meetings], Internet Governance Forum



1 Members are from international governments, the commercial private sector and public civil society, including academic and Technology|technical communities.[http://www.intgovforum.org/cms/magabout/58-members List

of MAG Members 2008], Internet Governance Forum, retrieved 10 June 2013 The MAG tries to renew roughly one third of the members within each

stakeholder group each year.[http://www.un.org/News/Press/docs/2008/pi1829.doc.htm Mandate of

Advisory Group of Internet Governance Forum Extended], press release, United Nations (New York), 30 April 2008 In 2011, because there were only three new MAG members in 2010, it was suggested that two thirds of each group’s membership be renewed in 2012 and in fact 33 new members were

appointed to the 56 member group.[http://www.intgovforum.org/cms/component/content/article/926

Announcement on the MAG], Internet Governance Forum, 2011[http://www.un.org/News/Press/docs/2012/pi2025.doc.htm

Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Baku, Azerbaijan, 6-9 November], press release, United

Nations (New York), 25 April 2012



1 The first MAG chairman was Nitin Desai, an Indian economist and

former UM Under-Secretary-General for United Nations Department of

Economic and Social Affairs|Economic and Social Affairs from

1992 to 2003



1 * Starting in August 2007 Nitin Desai and Brazilian diplomat Hadil da

Rocha Vianna served as co-chairman.[http://www.un.org/News/Press/docs//2007/pi1791.doc.htm Advisory Group to Prepare for Internet Governance Forum Meeting in Rio de Janeiro],

press release, United Nations (New York), 20 August 2007



1 * Starting in April 2008 and continuing in 2009 and 2010 Nitin

Desai again served as sole chairman.[http://www.un.org/News/Press/docs//

2010/pi1936.doc.htm Multistakeholder Advisory Group

Renewed to Prepare Internet Governance Forum Meeting in

Vilnius, Lithuania, 14-17 September], press release, United Nations (New

York), 5 May 2010 https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * Alice Munyua, the Chair of the Kenyan IGF Steering Committee, was

MAG chair in 2011.[http://www.intgovforum.org/c

ms/2011/summaries/MAG%20summary

%20Report.19.May.2011.pdf Summary Report], Multistakeholder

Advisory Group, Internet Governance Forum, 19 May 2011



1 * Elmir Valizada, Deputy Minister of Communications and Information Technology, Azerbaijan was MAG

chairman in 2012.[http://www.intgovforum.org/c

ms/2012/MAG%20Summary%20Final-1.1%20copy%202.pdf

Summary Report], Multistakeholder Advisory Group, Internet Governance

Forum, 15–16 February 2012 https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * For 2013 Mr. Ashwin Sasongko, Director General of ICT Application, Ministry of Communication and Information Technology (CIT), Indonesia serves as

Honorary Chairman with Mr. Markus Kummer, Vice-President for Public Policy of the Internet

Society as interim chairman of the MAG.[http://www.intgovforum.org/cms/2013/May

%20Consultations/MAG%20Summary%20May%2022-23.rev4.pdf Summary Report],

Multistakeholder Advisory Group, Internet Governance Forum, 22–23 May 2013


Telekom Austria - Stakeholders

1 As of 2012, about 49% of the stock is in free float (including employees

and self-control). About 28% belongs to the Austrian state through the

Österreichische Industrieholding, and about 22% is by America Movil|América Móvil, both directly and

through its Dutch subsidiary América Móvil Europa

B.V.http://www.telekomaustria.com/ir/shareholderstructure.phphttps://store.theartofservice.com/the-stakeholder-toolkit.html

Organizational ethics - Stakeholder Theory

1 Gioia, (1999), Practicability, Paradigms, and Problems in

Stakeholder Theorizing, Academy of Management Review, 24(2), pp


Organizational ethics - Stakeholder Theory

1 Therefore, stakeholder management must ensure an ethical system for

their own management styles, personalities, systems,

performances, plans, policies, strategies, productivity, openness,

and even risk(s) within their cultures or industries.


Transparency (social) - Organizational transparency (for stakeholders)

1 Transparency also must be analyzed as the impact of an organization associated or affiliated with its

stakeholders


Corporate social responsibility - Stakeholder priorities

1 Key external stakeholders include customers, consumers, investors

(particularly institutional investors), communities in the areas where the

corporation operates its facilities, regulators, academics, and the

media.


Corporate social responsibility - Stakeholder priorities

1 The stakeholder perspective suffers from a wheel and spoke network

metaphor that does not acknowledge the complexity of network

interactions that can occur in cross sector partnerships


Stakeholder theory

1 Edward Freeman in the book Strategic Management: A

Stakeholder Approach, and identifies and models the groups which are

stakeholder (corporate)|stakeholders of a corporation, and both describes and recommends methods by which management can give due regard to

the interests of those groupshttps://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder theory

1 The nature of what is a stakeholder is highly contested (Miles, 2012),

with hundreds of definitions existing in the academic literature (Miles,

2011)


Stakeholder theory

1 The stakeholder view of strategy integrates both a resource-based view and a market-

based view, and adding a socio-political level. This view of the firm is used to define the specific stakeholders of a corporation (the

normative theory (Donaldson) of stakeholder identification) as well as examine the

conditions under which these parties should be treated as stakeholders (the descriptive

theory of stakeholder salience).


Stakeholder theory - Development

1 A related field of research examines the concept of stakeholders and

stakeholder salience, or the importance of various stakeholder

groups to a specific firm.



1 More recent scholarly works on the topic of stakeholder theory that

exemplify research and theorizing in this area include Donaldson and

Preston (1995) and Mitchell, Agle, and Wood (1997), Friedman and Miles (2002) and Phillips (2003).



1 The instrumental approach uses empirical data to identify the

connections that exist between the management of stakeholder groups and the achievement of corporate goals (most commonly profitability

and efficiency goals)



1 Robert Allen Phillips distinguishes between normatively legitimate stakeholders (those to whom an

organization holds a moral obligation) and derivatively

legitimate stakeholders (those whose stakeholder status is derived from

their ability to affect the organization or its normatively legitimate

stakeholders).https://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder theory - Critics

1 He recommends conversation instead and this leads him to defend what he calls a 'patriotic' conception of the corporation as an alternative to that associated with stakeholder

theory.



1 Stakeholder theory is defined by Rossouw et al. in Ethics for

Accountants and Auditors and by Mintz et al. in Ethical Obligations and

Decision Making in Accounting.



1 According to Mansell (2013), by applying the political concept of a 'social contract' to the corporation, stakeholder theory undermines the

principles on which a market economy is based.Mansell, S. (2013)

Capitalism, Corporations and the Social Contract: A Critique of

Stakeholder Theory. Cambridge: Cambridge University Press.


Stakeholder theory - Implementation in other fields

1 Stakeholder theory succeeds in becoming famous not only in the

business ethics fields. It is used as one of the frameworks in corporate social responsibility methods. For

example, ISO 26000 or Global Reporting Initiative|GRI (Global Reporting Initiative) use similar

methods.https://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder theory - Implementation in other fields

1 In fields such as law, management, human resource, stakeholder theory succeeded in challenging the usual analysis frameworks, by suggesting to put stakeholders' needs at the beginning of any action.Harrison, Wicks, Parmar and De Colle, Stakeholder

Theory, State of the Art, Cambridge University Press, 2010 Some authors, such

as Geoffroy Murat, tried to apply stakeholder's theory to irregular warfare


Stakeholder engagement

1 'Stakeholder engagement' is the process by which an organisation

involves people who may be affected by the decisions it makes or can

influence the implementation of its decisions. They may support or

oppose the decisions, be influential in the organization or within the community in which it operates,

holds relevant official positions or be affected in the long term. https://store.theartofservice.com/the-stakeholder-toolkit.html


1 Engaging stakeholders is a requirement of the

[http://www.globalreporting.org/Pages/default.aspx Global Reporting

Initiative], a network-based organisation with sustainability

reporting framework that is widely used around the world.



1 Involving stakeholders in decision-making processes is not confined

corporate social responsibility (CSR) processes. It's a tool used by private

and public sector organisations, especially when they want to develop understanding and agree to solutions

on complex issues or issues of concern.



1 These are intended to provide a

framework for genuine stakeholder

engagementhttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 The practitioners in stakeholder engagement are often businesses, non-governmental organizations

(NGOs), labor organizations, trade and industry organizations, governments, and financial

institutions.http://www.accountability21.net/uploadedFiles/publications/

Stakeholder%20Engagement_Practitioners'%20P

erspectives.pdfhttps://store.theartofservice.com/the-stakeholder-toolkit.html

Stakeholder engagement - Components

1 Partnerships, in the context of corporate social responsibility interactions, are people and

organizations from some combination of public, business and civil constituencies who engage in

common societal aims through combining their resources and

competencies, sharing both risks and benefits.



1 Agreeing on the rules of engagement is integral to the process. It is

important for everyone to understand each party's role.



1 Buy-in is essential for success in stakeholder engagement. Every party must have a stake

in the process and have participating members have decision-making power. Every

party must be committed to the process by ensuring action based on the decisions made

through the engagement.http://www.ifc.org/ifcext/enviro.ns

f/AttachmentsByTitle/p_StakeholderEngagement_Full/$FILE/

IFC_StakeholderEngagement.pdfhttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 No decisions should be already made before commencing stakeholder engagement on the issue. It is integral that the dialogue has legitimacy in influencing the

decision.


Stakeholder engagement - Benefits

1 Stakeholder engagement provides opportunities to further align

business practices with societal needs and expectations, helping to drive long-term sustainability and

shareholder value.


Stakeholder engagement - Benefits

1 Stakeholder engagement is intended to help the practitioners fully realise the

[http://www.future500.org/benefits-of-stakeholder-engagement/ benefits of stakeholder

engagement] in their organization, to compete in an increasingly complex and ever-changing

business environment, while at the same time bringing about systemic change towards

sustainable development.http://www.accountability21.net/uplo

adedFiles/publications/Stakeholder%20Engagement%20Handbook.pdf


Project stakeholder

1 'Project stakeholders' are entities that have an interest in a given

project. These stakeholders may be inside or outside an organization

which:


Project stakeholder

1 # have an interest or a gain upon a successful completion of a project;


Project stakeholder

1 # may have a positive or negative influence in the

project completion.


Project stakeholder

1 Examples of project stakeholders include the customer, the user group,

the project manager, the development team, the testers, etc.


Project stakeholder

1 Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as

a result of project execution or project completion. They may also exert influence over

the project’s objectives and outcomes. The project management team must identify the

stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the

requirements to ensure a successful project.


Project stakeholder

1 There are narrower views of the term stakeholder, focusing on the influencers and

decision makers of a business or technological change. In this context,

stakeholders are managers who have the organizational authority to allocate resources (people, money, services) and set priorities for their own organizations in support of a change. They are the people who have the

power make or break a change.


Project stakeholder

1 The rationale for this emphasis on decision maker is reinforced by the views of John Kotter, a professor at

the Harvard Business School and the author of numerous books on corporate culture, change and

leadership


Project stakeholder

1 Rather then focusing on one sub-set of stakeholders, Dr. Lynda Bourne advocates

prioritizing all stakeholders and focusing your attention on the ‘most important’ at this point in time. Her view of importance encompasses

an assessment of the power, proximity and urgency associated with each stakeholder.

The 'Stakeholder' Circle methodology is described in her Doctoral thesis: Project

Relationship Management and the Stakeholder Circle.


European Research Council Executive Agency - Relations with stakeholders in Europe

1 By its existence, the ERC aims to enhance the performance of the European research

system


Stakeholder analysis

1 Stakeholder analysis is a key part of

stakeholder management.


Stakeholder analysis - Overview

1 Stakeholder analysis is a term that refers to the action of analyzing the attitudes of stakeholders towards

something (most frequently a project). It is frequently used during the preparation phase of a project to

assess the attitudes of the stakeholders regarding the potential changes. Stakeholder analysis can be

done once or on a regular basis to track changes in stakeholder

attitudes over time. https://store.theartofservice.com/the-stakeholder-toolkit.html


1 A Stakeholder (corporate)|stakeholder is any person or

organization, who can be positively or negatively impacted by, or cause

an impact on the actions of a company, government, or

organization. Types of stakeholders are:



1 * Primary stakeholders: are those ultimately affected, either positively or negatively by an organization's

actions.



1 * Key stakeholders: (who can also belong to the first two groups) have

significant influence upon or importance within an organization.



1 It is important to identify all stakeholders for the purpose of

identifying their success criteria and turning these into quality goals


Stakeholder analysis - Methods of Stakeholder Mapping

1 The following list identifies some of the best known and most commonly

used methods for stakeholder mapping:



1 The results of this classification may assess the fundamental question of

which groups are stakeholders deserving or requiring manager’s

attention, and which are not? This is salience - the degree to which

managers give priority to competing stakeholder claims (Mitchell, Agle et

al., 1997:854)https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * (Fletcher, Guthrie et al. 2003) defined a process for mapping

stakeholder expectations based on value hierarchies and Key Performance Areas (KPA),



1 * (Turner, Kristoffer and Thurloway, 2002) have developed a process of

identification, assessment of awareness, support, influence

leading to strategies for communication and assessing

stakeholder satisfaction, and who is aware or ignorant and whether their attitude is supportive or opposing.



1 Mapping techniques include the following sub-set of results from a Web search of analysis techniques

being used by aid agencies, governments or consultant groups:



1 * Influence-interest grid (Imperial College

London)



1 * Power-impact grid (Office of

Government Commerce UK 2003)



1 * Mendelow's Power-interest grid (Aubrey L. Mendelow, Kent State University, Ohio 1991)



1 * Three-dimensional grouping of power, interest and attitude (Murray-Webster and

Simon 2005)



1 * The Stakeholder Circle ([http://www.stakeholdermapping.co

m/stakeholder-management-resources/#Books Stakeholder

Relationship Management] Bourne 2007)



1 The potential list of stakeholders for any project will always exceed both the time available for analysis and

the capability of the mapping tool to sensibly display the results, the

challenge is to focus on the ‘right stakeholders’ who are currently important and to use the tool to

visualise this critical sub-set of the total community.



1 The most common presentation styles use a matrix to represent two

dimensions of interest with frequently a third dimension shown by the colour or size of the symbol

representing the individual stakeholders.



1 * Support (positive, neutral, negative)



1 * Need (strong, medium, weak)


Stakeholder analysis - Benefits

1 Stakeholder analysis helps with the identification of the following:

[http://www.pmhut.com/what-is-stakeholder-analysis What Is

Stakeholder Analysis?], S. Babou, 2008



1 * Mechanisms to influence other stakeholders



1 * Key people to be informed about the project during the

execution phase


High-stakes test - Stakeholders

1 A high-stakes system may be intended to benefit people other than the test-taker



1 A test may be high-stakes based on consequences for others beyond the individual test-taker. For example, an individual medical student who fails a licensing exam will not be

able to practice his or her profession. However, if enough students at the same school fail the

exam, then the school's reputation and Educational accreditation|accreditation may be in jeopardy. Similarly, testing under the U.S.'s No Child Left Behind Act has no direct negative

consequences for failing students,



1 but potentially serious consequences for their schools, including loss of accreditation, funding, teacher pay, teacher

employment, or changes to the school's management. The stakes

are therefore high for the school, but low for the individual test-takers.


Open access (publishing) - Stakeholders and concerned communities

1 The intended audience of research articles is usually

other researchers


Development communication - Stakeholder analysis

1 The design and implementation of policies is becoming more complex, and the number and

type of actors involved in policy implementation more diverse; hence, the policy

process is evolving towards multi-actor and multi-goal situations. Stakeholder has been

variously defined according to the goal of the analysis, the analytic approach or the policy

area. Where several groups of stakeholders are involved in the policy process, a stakeholder

analysis can provide a useful resource.



1 According to Flor, a stakeholder analysis of communication policy would reveal the interplay of the

following sectors:



1 *Government - Enacts all communication policies, making it the most powerful

stakeholder.



1 *Education sector - Conducts research that underlies

subsequent policies.



1 *Communication industry - Influences communication policies. May adopt

self-regulation to avoid/delay government regulation. For example, the Kapisanan ng mga Brodkaster sa

Pilipinas and the Philippine Press Institute institute ethics codes.



1 *Religious sector - Traditionally opposes policies that allow

obscenity, violence and profanity to be distributed.



1 *Foreign interests - e.g., international lending agencies may demand the end of monopolies—including state media entities—as a condition for

financial aid.



1 *Consumers - Traditionally not consulted, but more recently claiming to protect the public

interest.



1 The United Nations has recognised the importance of the need to

support two-way communication systems that enable dialogue and that allow communities to express their aspirations and concerns and

participate in decisions.... Such two-way interactions can help expose

local reality.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 Keune and Sinha claim that community involvement in

development communication policy is important, as they are the ultimate

and perhaps the most important beneficiaries of development communication policies and

planning.


Corporate sustainability - Stakeholder Engagement

1 As a company looks externally, stakeholders include customers, suppliers, community, and non-

government organizations.


Reputation - Building reputation through stakeholder management

1 Therefore, it becomes essential to integrate public relations into

corporate governance to manage the relationships between these

stakeholders which will enhance the organization's reputation



1 responded that the management of corporate reputation is very (83%) or fairly (16%)



1 As a consequence, public relations must be used in order to establish long lasting relationships with the

stakeholders, which will enhance the reputation of the

company.Özekmekçi, Abdullah, Mert (2004) The Correlation between

Corporate Governance and Public Relations, Istanbul Bilgi University


Olympus scandal - Stakeholders' reactions

1 Olympus had a market capitalisation of 673billion yen on 13 October,

immediately before Woodford was sacked



1 Some major foreign institutional investors have pushed to bring back

ousted chief executive Michael Woodford: UK fund manager Baillie

Gifford, Harris Associates, and Southeastern Asset Management,

owning respectively 4percent, 5percent and 5percent stake, all

believed he was the best candidate to lead the cleanup



1 The quotation price of Olympus shares on the Tokyo Stock Exchange (TSE) as of 15 November had fallen

by some 75percent since the scandal erupted



1 Many longtime employees of Olympus Corp are shocked and angry, and feel betrayed by the

executives who are responsible for bringing public humiliation onto the

company



1 While foreign shareholders supported Woodford's proxy fight to replace the

Olympus board, he failed to gain support from Japanese institutions; Sumitomo Mitsui bank, identified as

the company's main creditor, warned Woodford that he would fail



1 Olympus convened an extraordinary shareholders' meeting for 20 April to

vote on its proposal for the new board and approve the restated

accounts


European Quality in Social Services - EQUASS stakeholders and supervision

1 EQUASS is supervised and supported by a network of external and internal stakeholders. The EQUASS Awarding Committee comprises key European

actors in social services and EU politics.


Institute of Singapore Chartered Accountants - Working with Government and Stakeholders to Transform Singapore into a Global Accountancy Hub

1 The Singapore Government has plans to develop Singapore into a global accountancy hub, as outlined in

recommendations by the Committee to Develop the Accountancy Sector

(CDAS)


Multistakeholder Model

1 involves the full involvement of all stakeholders, consensus-based

decision-making and operating in an open, transparent and accountable

manner.http://www.ntia.doc.gov/blog/2013/moving-together-beyond-dubai



1 A Project stakeholder|stakeholder refers to an individual, group, or organization that has a direct or

indirect interest or stake in a particular organization, these may be

businesses, civil society, governments, research institutions, and non-government organizations.



1 Multistakeholder processes could and should enhance democracy by

increasing opportunities for effective participation by those most directly

impacted by decisions and particularly those at the grassroots who so often are voiceless in these

processes



1 Norbert Bellow, co-coordinator on the [http://www.igcaucus.org/ Civil

Society Internet Governance Forum] distinguishes between

representative multistakeholderism, using as examples the United

Nation's MAG and ECWG and open multistakeholderism, as represented

by the IETF and RIRs.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 With representative multistakeholderism he refers to

groups in which a limited number of seats are distributed to

representatives of particular stakeholder categories who are then

assumed to bring a reasonable approximation of the totality of perspectives of that stakeholder category into the discussion. In

representative multistakeholderism, the selection processes are critically important. The potential problem of

inappropriate intimacy exists not only between government officials

and



1 In open multistakeholderism, the risk does not occur that viewpoints may

get excluded because those who have power over the selection

processes might want to suppress them, or might be unduly influenced

e.g



1 Multistakeholderism is a coup d’etat against democracy by those who

would merely be lobbyists in a democratic system.


Stakeholder concept

1 The nature of what is a stakeholder is highly contested (Miles, 2012),

with hundreds of definitions existing in the academic literature (Miles,

2011)


Maintenance of Certification - Maintenance of Certification and other stakeholders

1 Some health plans are implementing programs that recognize and reward

physicians who are actively participating in Maintenance of

Certification activities.[http://www.abim.org/pressroom/press_release/08_07_07_NHCO.s

htm Four National Health Care Organizations to Use American Board

of Internal Medicine (ABIM) Board Certification Tools in Their Physician

Recognition Programs]https://store.theartofservice.com/the-stakeholder-toolkit.html

Maintenance of Certification - Maintenance of Certification and other stakeholders

1 Maintenance of Certification supposedly helps physicians and other health care stakeholders

address the critical need to enhance patient safety and patient care

quality.[http://www.abim.org/pressroom/press_release_pdf/JAMA%20Article%20090104.pdf The Role of Physician Specialty Board Certification Status

in the Quality Movement]https://store.theartofservice.com/the-stakeholder-toolkit.html

Recidivism - Stakeholders

1 At the most direct and personal level, those who have the greatest stake in

recidivism are: the formerly incarcerated person; their family (especially children); the victim of

the crime they were re-incarcerated for (if there was one); and those employed by the justice system

(from police, to parole officers, to jail guards, to those who build and profit

from prisons, etc.)https://store.theartofservice.com/the-stakeholder-toolkit.html

UK pension provision - Stakeholder pensions

1 Although a stakeholder pension is a personal pension, they can (and in

some circumstances must) be offered by an employer as a cost-effective way of providing pension cover for

their workforce.


Brand engagement - Internal (close stakeholder)

1 There are two broad areas where brand engagement is relevant within

an organization (employees and close stakeholders such as franchise

staff, call centers, suppliers or intermediaries).



1 The first area is ensuring that the employer brand promised to

employees is delivered upon once employees join the firm. If the

employee experience is not what is promised, this could result in

increased employee turnover and/or decreased performance.



1 The second area is ensuring employees and close stakeholders of

an organization completely understand the organization's brand, and what it stands for—and to make sure that their activities on a day to

day basis are contributing to expressing that brand through the

customer experience.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 In general, this requires an ongoing effort on the part of the organization

to ensure that its employees and close stakeholders understand what

the brand is promising to its customers, and to help all employees clearly understand how their actions and behaviors, on a day to day basis,

either support or undermine the effort.



1 This often raises the issue of the value of investment in brand

engagement. It is a discretionary expense on the part of the

organization. Proponents of brand engagement would argue that this is an investment—that is, the benefits

to the organization outweigh the cost of the program.



1 Within any organization there is competition for resources, so there is a significant need

to demonstrate return on investment in employee engagement/internal

communications. While it is generally accepted that it is important for internal

communications professionals to demonstrate the value this function delivers to the organization, it is difficult to place a

discrete figure on this contribution.



1 Best practice in internal communications generally adheres to certain principles:



1 * Understanding the stakeholder (audiences)



1 * Knowing what messages and information is appropriate for

each audience



1 * Ensuring that there is a feedback mechanism in place so communication is a

dialogue



1 An aspect of internal brand engagement is brand orientation

which refers to the degree to which the organization values brands and its practices are oriented towards

building brand capabilities.



1 Thought leaders are increasingly placing employee engagement at the

forefront of the fight for greater authenticity in the workplace,

increased employee satisfaction and ultimately greater retention and

improved customer service



1 Brand engagement among employees is, according to experts, becoming increasingly important as the speed and volume of customer word of mouth is greater than ever


Online reputation - Building reputation through stakeholder management

1 As a consequence, public relations must be used in order to establish long lasting relationships with the

stakeholders, which will enhance the reputation of the

company.Özekmekçi, Abdullah, Mert (2004) The Correlation between

Corporate Governance and Public Relations, Istanbul Bilgi University


Ecosystem management - Stakeholders

1 Heads or tails? Stakeholder analysis as a tool for conservation area management


Stakeholder (law)

1 The term 'stakeholder', as traditionally used in the English

language in law and notably gambling, is a third party who

temporarily holds money or Property (ownership right)|property while its

owner is still being determined.


Stakeholder (law)

1 *More recently a very different meaning of the term has become widely used in management.

In a business context, a stakeholder (corporate)|stakeholder is a person or

organization that has a legitimate interest in a project or entity. The new use of the term

arose together with and due to the spread of corporate social responsibility ideas, but there

are also utilitarian and traditional business goals that are served by the new meaning of the term (see Stakeholder theory and below).


Stakeholder (law) - In law

1 In legal documents, the escrow agent is often referred to as a mere stakeholder.


Stakeholder (law) - See also below

1 *Stakeholder pension scheme - a type of pension introduced by the UK

Labour Party (UK)|Labour government in 2001.


Educational data mining - Users and Stakeholders

1 There are four main users and stakeholders involved with educational data mining. These

include:



1 * 'Learners' - Learners are interested in understanding student needs and

methods to improve the learner’s experience and performance



1 * 'Educators' - Educators attempt to understand the learning process and the methods they can use to improve

their teaching methods



1 * 'Researchers' - Researchers focus on the development and the evaluation of data

mining techniques for effectiveness. A yearly international conference for researchers began in 2008, followed by the establishment of the [http://www.educationaldatamining.org/JEDM/i

ndex.php/JEDM Journal of Educational Data Mining] in 2009. The wide range of topics in

EDM ranges from using data mining to improve institutional effectiveness to student

performance.



1 * 'Administrator (business)|Administrators' - Administrators are

responsible for allocating the resources for implementation in

institutions


Stakeholder

1 *Stakeholder (corporate), an accountant, group, organization, member or system who affects or

can be affected by an organization's actions


Stakeholder

1 *Stakeholder, an entity that can be affected by the results of that in

which they are said to be stakeholders, i.e. that in which they

have a stake.


Stakeholder

1 **Project stakeholder, a person, group or organization with an interest in a project


Stakeholder

1 **Stakeholder theory, a theory that identifies and models the groups that are stakeholders of a corporation or

project


Community forestry - Stakeholders

1 There is a large variety of stakeholders involved when

considering community forestry. Participation from the various levels of community, government and non-government organisations (NGO’s) is

essential in the project’s success.



1 While specific stakeholders will vary between different community forestry projects the primary

stakeholder groups are as follows:



1 Table 1. Common stakeholders involved with community

forestry.



1 In this situation, stakeholders came to conclusion to handover forest

resources to local communities for conserving, managing and utilization

by their own decision


Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act

1 Because EPA’s authority to regulate GHG emissions has such significant implications for the economy, the environment, and our society at large, it is a topic of interest to a

broad range of organizations including Congress, the courts, the

states, environmental organizations, and the regulated industry



1 That the major opposition to regulation of GHGs under the CAA is

headed largely by a contingent of elected officials from major coal, oil,

and gas states exemplifies the political warfare that can erupt when

leaders attempt to appeal to their core constituencies even though doing so may impede action on

pressing national problems.Kraft, Mhttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 The reluctance of both the American public and Congress to make sometimes difficult choices to

address climate change has left opportunities wide open for other stakeholders to influence climate change policy; among the most

influential thus far are non-governmental organizations (NGOs).



1 In his article, “Learning to Live with NGOs,” P.J



1 EPA’s actions to address climate change are also being challenged by

those most directly affected – the regulated community


Value-based management - Alternative: stakeholder value

1 The intrinsic or extrinsic worth of a business measured by a combination

of financial success, usefulness to society, and satisfaction of

employees, the priorities determined by the makeup of the individuals and entities that together own the shares

and direct the company. This is sometimes referred to as stakeholder

value.https://store.theartofservice.com/the-stakeholder-toolkit.html

Value-based management - Alternative: stakeholder value

1 For instance, how much additional usefulness to society should

shareholders expect if they were to give up $100 million in shareholder return? In response to this criticism, defenders of the stakeholder value

concept argue that employee satisfaction and usefulness to society

will ultimately translate into shareholder value.


E-services - Stakeholders

1 Kluwer Academic Publishers, Massachusetts The stakeholder

theory suggests that need to focus on all the involved stakeholder s

when designing the e-service; not only on the government and citizens.


Outline of autism - Organizations, stakeholder groups and events

1 * 2000 Simpsonwood CDC conference ndash; ) was a meeting

convened in June 2000 by the Centers for Disease Control and

Prevention (CDC), held at the Simpsonwood Methodist retreat and

conference center in Norcross, Georgia.



1 * Aspies For Freedom (AFF) ndash; a solidarity and campaigning group

which aims at raising public awareness of the autism rights

movement.



1 * Autism Awareness Campaign UK ndash; The Autism Awareness

Campaign UK were involved in the first United Nations World Autism

Awareness Day, declared by the UN General Assembly on Wednesday 2

April 2008 on the recommendation of the State of Qatar.



1 * Autism Network International ndash; founded and run by autistic

people. Parents and professionals are welcome but the focus is on living

autistic rather than curing it.



1 * Autism Resource Centre (Singapore)

ndash;



1 * Autism Society of America (ASA) ndash; was founded in 1965 by

Bernard Rimland, PhD, together with Ruth C.



1 * Autism Speaks ndash; the world's largest autism advocacy organization

that sponsors autism research and conducts awareness and outreach

activities aimed at families, governments, and the public.



1 * Autism Sunday ndash; also known as the International Day of Prayer for

Autism and Asperger syndrome, is observed annually on the second

Sunday of February.



1 * Autistic Pride Day ndash; a celebration of the neurodiversity of people on the autism spectrum on

June 18 each year.



1 * Autistic Self Advocacy Network ndash; a nonprofit advocacy organization run by and for

individuals on the autism spectrum. ASAN holds that the goal of autism

advocacy should be a world in which Autistic people enjoy the same

access, rights, and opportunities as all other people, and that Autistic voices should be included in the

national conversation about autism.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 * Autreat - founded by members of ANI, this is a yearly gathering for autistic people along with parents

and professionals to meet and share ideas in an autism-friendly

environment.



1 * Center for Autism and Related Disorders ndash;



1 * Generation Rescue ndash; a nonprofit organization that advocates

the view that autism and related disorders are primarily caused by environmental factors, particularly

vaccines.



1 * National Autistic Society (NAS) ndash; a British charity for people with autistic spectrum disorders

(ASD), including autism and Asperger Syndrome.



1 * National Vaccine Information Center (NVIC) ndash; a private non-

profit 501(c)(3) advocacy group which questions the safety and

efficacy of commonly used vaccines.



1 * TreeHouse ndash; a United Kingdom charity working to improve

the quality of life of children diagnosed with autism and their

families, and to inform the general public about autism spectrum

disorders.



1 * Vaccine Adverse Event Reporting System ndash; a United States program for vaccine safety, co-

managed by the Centers for Disease Control and Prevention (CDC) and the Food and Drug Administration (FDA).



1 * Wrong Planet ndash; (sometimes referred to by its

URL, WrongPlanet.


Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)

1 In addition to standard marketing strategy methodologies and

questions, external stakeholder interviews for Digital Strategy may

include usability testing, an analysis of how effectively external

stakeholders can use the online assets developed by a company for

their intended purposeshttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 An analysis of external stakeholder behaviors in their environment, for

example: field observations of shoppers in a store. In addition to standard ethnographic research,

digital strategy research may include video recording of an external

stakeholder using their computers or specific computer applications or

web sites.https://store.theartofservice.com/the-stakeholder-toolkit.html


1 An analysis of the usage patterns of a company's online assets with the

goal of better understanding external stakeholder behavior as well as

identifying strengths and weakness of the company's current online

offerings. This may include understanding how many people are visiting a web site, what are the most

popular pages, what are the most popular paths, where are people

coming from, where do they drop off, how long do they stay, etc.



1 *Performance assessment: Review of effectiveness of current digital technologies.



1 *Path analysis (computing)|Funnel analysis



1 A specific methodology for web analytics where the company's online assets are modeled as a sales funnel,

with a visit or impression representing a new lead, a certain

page or action in the web site considered a conversion (such as a

user hitting the purchase confirmation page) and specific

pages in the web site representing specific stages of the sales funnelhttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 *Analytical Customer relationship management|CRM



1 An analysis of a company's customer databases and information repositories with

the goal of segmenting customers into homogeneous groups across one or more dimensions of behavior, demographics,

value, product or marketing message affinity, etc. In digital strategy this often includes the online customer registration database which

companies use to provide access to their customer specific, protected areas.



1 An analysis of a customer's behavior (such as their purchase or service

behavior) that looks across all of the different channels, in which

customers interact with a company's products or information



1 In digital strategy, surveys may be used to validate or invalidate key

questions raised in more qualitative exercises such as external

stakeholder interviews and focus groups


Tikona Digital Networks - Investors and Stakeholders

1 Private equity companies Goldman Sachs holds 40% stake, Oak Investment Partners holds 20%

stake, Everstone holds 10% stake, 4% by LT Infrastructure Finance Company Limited and

rest 26% is held by Tikona Trust which is spearheaded by Prakash Bajpai. Since Tikona

doesn't have controlling stake therefore it may become an easy acquisition target. It is

believed that Malaysia's mobile operator Axiata has been holding discussions with Tikona and

may pick up a stake in the company.


Broadband Stakeholder Group

1 The 'Broadband Stakeholder Group' is the UK government's advisory body on

broadband.http://www.berr.gov.uk/whatwedo/sectors/telecoms/telecomsbroadband/page10034.html Created in 2001 by then Minister for E-Commerce and Competitiveness Stephen Timms, it provides

a neutral forum for organisations across the converging broadband value-chain to discuss and

resolve key policy, regulatory and commercial issues, with the ultimate aim of helping to create

a strong and competitive UK knowledge economy.


Broadband Stakeholder Group

1 Its initial focus was on increasing broadband penetration in the UK, before

leading a collaborative UK response to the European Commission's Audio-Visual

Media Services Directive.http://www.broadbanduk.org/component/option,com_docman/task,doc_view/gid,928/ Since late 2006, its primary focus has been the Next Generation Access|next

generation broadband debate in the UKhttps://store.theartofservice.com/the-stakeholder-toolkit.html

Broadband Stakeholder Group - Sponsors

1 The BSG is part funded by industry and

government. The current sponsors are:


Broadband Stakeholder Group - Executive

1 BSG activity is led by an Executive Committee, which meets every six weeks. The board comprises a representative from each sponsor organisation, along with other repsentatives from the national regulator, other public sector bodies, SMEs, rights

holders, consumers, and community broadband groups. The current membership

of the Executive committee is:http://www.broadbanduk.org/content/view/3

6/23/https://store.theartofservice.com/the-stakeholder-toolkit.html

Broadband Stakeholder Group - Advisory Council

1 In addition to the Executive Committee, an advisory council

meets 2-3 times per year to discuss industry developments. The advisory

council is made up of senior representatives from the sponsor

organisations.


Broadband Stakeholder Group - BSG Chairs

1 The BSG has had four independent chairs since its

creation


Broadband Stakeholder Group - Recent Work

1 The BSG has focused on next generation broadband issues since the end of 2006



1 Its initial position on superfast broadband was that government and

the regulator should leave investment in telecommunications infrastructure to the market; since 2009, however, it has worked with governments to ensure the most successful use of funds that have

been made available for the deployment of superfast broadband

in rural areashttps://store.theartofservice.com/the-stakeholder-toolkit.html


1 Its other main area of work is the Open Internet



1 The BSG has also continued to be active on online

content regulation


Broadband Stakeholder Group - Links

1 * [http://www.broadbandu

k.org/ Official Site]


Green Climate Fund - A lack of stakeholder involvement

1 Many academics argue that, in order to do this in an efficient way, all Project stakeholder|stakeholders

should be Stakeholder engagement|involved in the process, instead of using a Top–down and bottom–up

design|top-down approach


Green Climate Fund - A lack of stakeholder involvement

1 Overall, this view on the need for more stakeholder involvement can be framed within the movement in

environmental governance calling for a shift from traditional ways of government to Environmental

governance|governance


Gemfields - Stakeholders

1 * The Pallinghurst Resources Fund L.P. –

38.55%


Gemfields - Stakeholders

1 * Faberge Conduit Ltd – 18.24%


Corporate responsibility - Stakeholder influence

1 The stakeholder perspective fails to acknowledge the complexity of

network interactions that can occur in cross-sector partnerships


Swimming Australia - Stakeholders and affiliations

1 Swimming Australia's key stakeholders

includes:



1 * [http://www.nswswi

mming.com.au Swimming New South Wales]



1 * [http://www.qld.swimmin

g.org.au Swimming Queensland]



1 * [http://www.wa.swimming.org.au Swimming Western Australia]



1 * [http://www.nt.swimming

.org.au Swimming Northern Territory]



1 * [http://www.ascta.com Australian Swimming Coaches and Teachers Association (ASCTA)]



1 * Australian Swimmers Association



1 Swimming Australia is affiliated to the following

bodies:



1 * The Australian Olympic Committee (AOC)



1 * The Australian Commonwealth Games

Association (ACGA)



1 * The Australian Paralympic

Committee (APC)



1 * Australian Water Safety Council



1 Whilst the following organisations are affiliated with

Swimming Australia:



1 * Australian Waterpolo

Association Inc



1 * Australian Synchronised Swimming



1 Swimming Australia is also a foundation member of AUSTSWIM

and is involved in the development of an Australian Water Safety

Organisation.


REDD - Institutional technocrats vs. stakeholders

1 While the COP decisions emphasize national ownership and stakeholder

consultation, there are concerns that some of the larger institutional

organizations are driving the process, in particular outside of the one Party,

one vote realm of multi-lateral negotiations under the UNFCCC



1 Although the World Bank declares its commitment to fight against climate

change, many civil society organisations and grassroots

movements around the world view with scepticism the processes being developed under the various carbon

funds



1 ITTO has been criticized for appearing to support above all the inclusion of forest extraction inside

REDD+ under the guise of sustainable management in order to benefit from carbon markets while

maintaining business-as-usual.


Hinterland energy in Guyana - Stakeholders and involved parties

1 Many offices and organisations are active in issues relating to energy

development in the hinterland, some of which are listed below:



1 | align=center style=background:#

f0f0f0;|'Acronym'



1 | GEA||Guyana Energy Agency||Energy policies, advice, recommendations||

Georgetown



1 | IAST||Institute of Applied Science and Technology||Research on agro energy||

Georgetown



1 | UNDP||United Nations Development Programme||Development||Georgetown



1 | Caricom||Caribbean Community||Caribbean

Community||Georgetown



1 | CREDP||Caribbean Renewable Energy Dev.Prog.||CARICOM Renewable Energy||St.

Lucia



1 | OLADE||Latin American Energy Organization||Latin American Energy

Organisation||Ecuador



1 | Eerepami||Eerepami Regenwald Stiftung||NGO Foundation Germany-Guyana||Germany



1 | SIDS DOCK||Small Islands Developing States cooperation||

Platform to assist SIDS to develop sustainable energy||New York



1 | Peace Corps||Peace Corps Guyana||Community Development thru Capacity

Building||Georgetown



1 | 1||Hobodeia||SHS||UAEP||65||?||2008||90% sys FunctionalMr. Duch

PCRV Solar Technician and Trainer(11-12)



1 | 1||Yarakita||SHS||UAEP||125||104||2008||15% sys functional, Trojan Wet batteries dead to

misuse



1 | 10||Muritaro||SHS||UAEP||125||62||

2008||?



1 | 1||Four Miles||Small light||GEA-

OPM||15||70||2010||?



1 | 1||Hotaquai||Small light||GEA-OPM||15||84||2010||10%

Functioning



1 | 7||Arau||Small light||GEA-OPM||15||34||2010||?



1 | 8||Kaibarupai||Small light||GEA-OPM||15||68||

2010||?



1 | 8||Tuseneng||Small light||GEA-OPM||15||40||

2010||?



1 | 9||Parikwarunai||Small light||GEA-

OPM||15||45||2010||?



1 | 9||Rupertree||Small light||GEA-OPM||15||52||2010||?



1 | 9||Surama||Small light||GEA-OPM||15||50||

2010||?



1 | 1||Hobodeia||School||UAEP||260||2008||



1 | 1||Port Kaituma||GSM base station||Digicel||1000-2000||

2012||Not ready yet



1 | 1||Red Hill||School||UAEP||260||2008||



1 | 1||Sebai||School||UAEP||260||2008||Functional



1 | 1||Shell Beach||Health Centre||Eerepami||1000||2011Eerepami webpage 07/2011||

Functional



1 | 1||Mabaruma (Thomas Hill)||GSM base station||Digicel||

10,000||2011



1 | 1||Waramuri||Public buildings||IAST||||2002||UNDP, Project

Document, Capacity building and demonstration projects for

electrification of hinterland unserved areas, utilising renewable energy,

2003



1 | 1||Yarakita||School||UAEP||250||2008||Batteries dead, solar array partly missing



1 | 4||St. Cuthberts Mission||Public buildings||IAST||||2002||



1 | 6||Orealla||Business||||2450||

2009||



1 | 6||Orealla||Public buildings||IAST||||2002||



1 | 7||Paruima||School||UAEP||260||||



1 | 8||Iwokrama||Field station use||Private||2300||2008||Field visit H.Horn 05/2011



1 | 8||Monkey Mountain||Health

Centre||||110||2007||



1 | 8||Waipa||School||UAEP||260||2008||



1 | 9||Bina Hill||Community use||Eerepami||11000||2011||Not

installed yet



1 | 9||Karanambu||Lodge||Private||500||2008||OKR.Anliker 07/2011



1 | 9||Maruranau||Community use||||1000||2011||



1 | 9||Wowetta||Pump||GEA-CIDA||340||2009||Pump

out of order



1 | 9||Yupukari||School||UAEP||260||2008||



1 | 9||Yupukari||Caiman House||Private||3900||||

OK



1 | 9||Yupukari||Pump Caiman H.||Private||||||

OK



1 | 10||Muritaro||School||UAEP||250||

2008||



1 | Eagle Resources Ltd||PV, Solar Water Heating, Wind and Micro hydro|Micro-hydro

power



1 | Starr Computers||PV, Wind


Academic analytics - Comprehending Involved Stakeholders

1 Academic analytics affects many

stakeholders in the institution


Greater Nile Petroleum Operating Company - Stakeholders

1 * China National Petroleum

Corporation: 40%



1 * ONGC Videsh (the overseas arm of Oil and Natural Gas Corporation|ONGC) of India: 25%



1 * Sudapet (Sudan National Petroleum Corporation, the national oil company of

Sudan): 5%



1 Canadian company Talisman Energy (previously known as Arakis) was an original

stakeholder



1 The U.S. government imposed economic sanctions against Sudan in

1997, due to the Sudanese government's sponsorship of

international terrorism and poor human rights record. The sanctions prohibit trade between the United

States and Sudan, as well as investment by U.S. businesses in Sudan. In February 2000, the U.S.

government extended its sanctions to include Sudapet and GNPOC.

[http://www.mbendi.com/indy/oilg/af/su/p0005.htm#10 Oil and gas in

Sudan - overview]


Fisheries Research and Development Corporation - Relationships with stakeholders

1 * the federal, state and territory governments (including their

fisheries managers and other natural resource managers)



1 * research partners (including universities, fisheries research

organisations, industry and private sector research providers, and

investors)



1 * the people of Australia (on whose behalf aquatic natural resources are

managed, and as consumers).



1 The FRDC works with its partners to undertake program management

effectively, to disseminate the results, and to assist with their

adoption and, when appropriate, commercialisation.


Fisheries Research and Development Corporation - Stakeholder research priorities

1 One of the primary challenges for the FRDC is to gain a solid understanding

of the needs and priorities of its stakeholders, many of whom come from a diverse range of sectors and

operations


Fisheries Research and Development Corporation - Stakeholder research priorities

1 To ensure a balanced portfolio, and to align with industry research

priorities, the large majority of project applications are reviewed by the FRABs. Where possible, industry

and fisheries management are directly engaged and integrated into

the delivery of each project.


For More Information, Visit:

• https://store.theartofservice.com/the-stakeholder-toolkit.html

The Art of Servicehttps://store.theartofservice.com





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