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Article
Publication date: 1 April 2006

Janita F.J. Vos and Marjolein C. Achterkamp

The management of stakeholder involvement within innovation projects is a task of growing importance. The purpose of this paper is to present a method for the first challenge in…

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Abstract

Purpose

The management of stakeholder involvement within innovation projects is a task of growing importance. The purpose of this paper is to present a method for the first challenge in stakeholder management: the identification of those stakeholders to be involved in innovation projects.

Design/methodology/approach

Analysis of stakeholder literature leads to the conclusion that stakeholder identification is considered a problem of classification. Although the availability of a classification model is necessary, it is argued that for a classification model to be of use in identifying stakeholders, such a model needs to be supplemented with an identification procedure for identifying real world parties. Furthermore, a classification model should fit the context the stakeholders are identified for, in this case for innovation projects. These insights have led to the development of a classification model fitting the innovation context, and to the embedding of this model, along with a matching identification procedure, in an identification method.

Findings

A partial and integral evaluation of the method on four cases showed its efficacy in the managerial practice of identifying stakeholders within innovation projects.

Originality/value

The method as proposed in the paper can be used for identifying stakeholders in innovation projects. The method can be considered a first step in managing stakeholder involvement.

Details

European Journal of Innovation Management, vol. 9 no. 2
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 12 October 2015

Janita Vos and Marjolein C. Achterkamp

The purpose of this paper is to present a 2 × 2-perspective of management–stakeholder cooperation in organizational issues. The model encompasses the perspectives of both…

472

Abstract

Purpose

The purpose of this paper is to present a 2 × 2-perspective of management–stakeholder cooperation in organizational issues. The model encompasses the perspectives of both management and stakeholder and bridges the two dominant views in stakeholder thinking, namely, the transactional and the relational view.

Design/methodology/approach

From a state-of-the-art elaboration of the stakeholder literature, this paper combines two separate perspectives on management–stakeholder cooperation.

Findings

The bilateral perspective stresses that the ease of this collaboration not only depends on the willingness of management to pursue cooperation, but also on that of the stakeholder. The double-motive perspective signifies that both parties can be dominantly motivated by either individual, issue-based reasons (transactional motives) or by the desire to establish lasting relationships (relational motives).

Originality/value

This paper presents a more elaborate picture of management–stakeholder cooperation by combining the transactional concept of stakeholder salience with the concepts “stakeholder reputation” and “management reputation” associated with the relational dimension.

Details

International Journal of Organizational Analysis, vol. 23 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 12 January 2015

Martin Tanco, Daniel Jurburg and Matias Escuder

The purpose of this article is to create a list of supply chain (SC)-related difficulties based on the existing SC literature. It also presents an exploratory survey concerning…

1879

Abstract

Purpose

The purpose of this article is to create a list of supply chain (SC)-related difficulties based on the existing SC literature. It also presents an exploratory survey concerning the main difficulties which Uruguayan managers consider to have the most negative impact on their SCs.

Design/methodology/approach

The survey was carried out within small- and medium-sized manufacturing and retailing companies in Uruguay, yielding 99 valid responses. A statistical analysis of the survey is introduced including a ranking of the difficulties and a grouping of those using factorial analysis. A difficulty, as understood throughout this paper, is any factor that significantly impacts, or has impacted in recent years, the performance of SCs.

Findings

Eighteen main difficulties hindering SC performance were identified. Moreover, an exploratory analysis of the survey showed that the main concerns to SC managers are related to workforce availability and government policies.

Practical implications

Difficulties encountered by SCs would not only be of interest to scholars but also to the managers who face the challenge of the day-to-day managing of a SC. Once the difficulties over the SCs are identified, strategies can be designed and implemented to attain desired benefits. Today’s intense competition requires firms to be more aware of their SC and to achieve excellence in many areas, especially at small- and medium-sized enterprises.

Originality/value

There is a growing body of literature concerning isolated issues that SCs have to face; however, an exhaustive list of difficulties is hardly available. Moreover, first-hand information of Uruguayan managers was ascertained to rank each one using a Likert scale.

Details

Supply Chain Management: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

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