The Theoretical Framework for Institutional and Stakeholder Influence Strategies

2021 ◽  
Author(s):  
Kevin Abugu
Keyword(s):  
Theoretical Framework ◽  
Influence Strategies ◽  
Stakeholder Influence

scholarly journals The Case For Reporting Pro-Active Environmental Initiatives: A Malaysian Experiment On Stakeholder Influence Strategies

2008 ◽  
Vol 2 (1) ◽  
pp. 36 ◽  
Author(s):  
Evangeline Elijido-Ten
Keyword(s):  
Exploratory Study ◽  
Qualitative Interviews ◽  
Stakeholder Group ◽  
Experimental Setting ◽  
Influence Strategies ◽  
Environmental Initiatives ◽  
Stakeholder Groups ◽  
Stakeholder Influence ◽  
Environmental Disclosures ◽  
Level Of Significance

The purpose of this research is to gain insights on the preferred strategies chosen by various stakeholder representatives to influence management to either provide/not provide environmental disclosures in an experimental setting. A typology of resource relationships and influence strategies is adapted as a framework to make sense of the views presented by various <br />stakeholder representative groups. To facilitate a Malaysian experiment, qualitative interviews with the aid of a hypothetical vignette are conducted to understand how different stakeholder groups go about seeking what they want from the management. The findings in this exploratory study indicate that although the model is useful to understand the influence strategies taken by each stakeholder group, its effectiveness is tempered by the level of significance placed by these groups on the environmental initiative and their perception of how the event will affect their stake on the firm. <br /><br />

Stakeholder influence strategies in construction projects

2019 ◽  
Vol 13 (1) ◽  
pp. 47-65
Author(s):  
Tan Hai Dang Nguyen ◽  
Nicholas Chileshe ◽  
Raufdeen Rameezdeen ◽  
Anthony Wood
Keyword(s):  
Construction Projects ◽  
Direct Action ◽  
Project Managers ◽  
Coalition Building ◽  
Influence Strategies ◽  
Content Type ◽  
Conflict Escalation ◽  
Stakeholder Influence ◽  
Project Outcomes ◽  
Common Interests

PurposeThe purpose of this paper is twofold: first, to investigate strategies that external stakeholders can employ to affect construction project outcomes and, second, to identify essential requirements for utilising each strategy.Design/methodology/approachA new theoretical framework of stakeholder influence strategies was proposed and applied. The research design is a multi-case study, comprising four cases in the construction industry in Vietnam.FindingsSeven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building. When possessing project inputs, stakeholders can affect a project directly via a withholding or compromising strategy. Communication is available to those who have basic communicating skills; however, direct action is only employed by groups that include a large number of members. Objectors must have common interests or goals with their potential allies for using coalition building. Conflict escalation is restricted to communities having distinctive characteristics which can be used to create new problems sensibly, while credibility building is used by parties possessing adequate resources and expertise.Research limitations/implicationsThis study’s generalisability may be limited by the main source of data and the types of projects in the selected cases.Practical implicationsThis study provides directions for project managers to predict stakeholder influence by taking project inputs and utilisation requirements of the strategies into consideration.Originality/valueThis study is one of the first investigations on stakeholder-attributes-related requirements for utilising influence strategies in projects.

Events’ external stakeholders and their influence strategies in tourism: perspectives from Borneo

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fidella Tiew ◽  
Kirsten Holmes ◽  
Nigel de Bussy
Keyword(s):  
Case Study Research ◽  
Primary Data ◽  
The Novel ◽  
Influence Strategies ◽  
Content Type ◽  
External Stakeholder ◽  
Stakeholder Influence ◽  
Novel Approach ◽  
External Stakeholders ◽  
Stakeholder Perspective

Purpose The purpose of this paper is to examine external event stakeholders’ strategic actions to advance their interests in tourism events, based on their resource relationships with the event. It takes the novel approach of examining stakeholder influence strategies from the external stakeholder perspective. Design/methodology/approach The study used a qualitative case study research design, with five government-owned tourism events in Sarawak, involving primary data from 37 interviews with external stakeholders. Findings The stakeholders perceived that they were not overly dependent on the events studied due to their short duration. Two types of resource relationships were found: event-dependent stakeholders and event non-dependent stakeholders. Stakeholders were found to be deploying various influence strategies, which were largely subtle, positive and collaborative in nature, regardless of whether they were event-dependent or event non-dependent stakeholders. Research limitations/implications The findings are limited to the context examined in this study. Going forward, stronger public–private partnerships and formalised resource relationships are needed to ensure continuity of resource supplies and greater event innovation. Originality/value The study adds to the knowledge of how event external stakeholders exert their influence in accordance with their interests and resource dependency relationship with government-owned tourism events in the context of Sarawak, Borneo.

scholarly journals Sustainability fellowships: the potential for collective stakeholder influence

2014 ◽  
Vol 26 (2) ◽  
pp. 149-168 ◽  
Author(s):  
Kent Walker ◽  
Andre Laplume
Keyword(s):  
Collective Action ◽  
Stakeholder Theory ◽  
Firm Size ◽  
Research Question ◽  
Stakeholder Group ◽  
Organizational Sustainability ◽  
Influence Strategies ◽  
Content Type ◽  
Stakeholder Influence ◽  
Collective Goal

Purpose – Given the current ecological state of the planet organizations now need to develop their sustainability to a significantly greater extent and at a faster pace. This paper aims to propose stakeholder collectives as a means for rapid and comprehensive sustainability, while also examining the moderating influence of firm size and change potential. Design/methodology/approach – A theoretical analysis leads to the development of multiple propositions. The work concentrates on one research question: how can the authors bring about rapid and comprehensive organizational sustainability? Findings – Arguments for the inability of individual stakeholders to drive the level of sustainability now required are presented. Propositions suggesting that sustainability can be obtained through stakeholder collectives, moderated by firm size and the change potential of the firm are developed. Research limitations/implications – Research using stakeholder theory has examined intra-stakeholder group collective action, but arguably the more important, inter-stakeholder group collective action, has received little attention. The authors elaborate the prospects for collective stakeholder influence strategies as useful for increasing sustainability. Originality/value – The main contribution is the nexus between stakeholder influence strategies and the collective goal of sustainability. By examining an underdeveloped component of stakeholder theory, the authors answer the question how stakeholders can drive the extensive and rapid organizational sustainability now required.

Stakeholder influence strategies in China: the case of Beijing’s MasterCard Center

2017 ◽  
Vol 18 (4) ◽  
pp. 400-417 ◽  
Author(s):  
Hanhan Xue ◽  
Dan Mason
Keyword(s):  
Sport Organizations ◽  
Influence Strategies ◽  
Foreign Markets ◽  
Content Type ◽  
Stakeholder Relationships ◽  
Stakeholder Influence ◽  
Key Stakeholders ◽  
Local Stakeholders ◽  
Beijing China

Purpose The purpose of this paper is to examine influence strategies in organization-stakeholder relationships, by examining the National Basketball Association (NBA) and Anschutz Entertainment Group’s (AEG) involvement in the operations of MasterCard Center in Beijing, China. Design/methodology/approach Using Frooman’s model of stakeholder influence strategies, a case study of AEG and the NBA China was undertaken, relying on archival sources and interviews with key stakeholders. Findings The study produced two major findings. First, Bloomage employed different influence strategies to press the NBA and AEG to further reduce their involvement in the MasterCard Center’s operations. Second, Bloomage used cultural differences to justify the need to reduce its reliance on the NBA and AEG. Originality/value The study adds to the literature on stakeholder theory and sport organizations by examining organizations establishing themselves in foreign markets, and the influence strategies employed by key local stakeholders.

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