• Stakeholder
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Multistakeholder Governance Model
Multistakeholder
Governance Model
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Multistakeholder Governance Model
involves the full involvement of all
stakeholders, consensus-based decisionmaking 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 nongovernment organizations.
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Multistakeholder Governance Model
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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
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Multistakeholder Governance Model
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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.
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Multistakeholder Governance Model
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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.
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Multistakeholder Governance Model
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In representative multistakeholderism, the selection
processes are critically important
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Multistakeholder Governance Model
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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
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Multistakeholder Governance Model
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Multistakeholderism is a coup d’etat
against democracy by those who
would merely be lobbyists in a
democratic system."
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Multistakeholder Governance Model Further reading
Introduction To The ICANN MultiStakeholder Model
http://toronto45.icann.org/meetings/tor
onto2012/presentation-multistakeholder-model-14oct12-en.pdf
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Multistakeholder Governance Model Further reading
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http://www.igfwatch.org/discussionboard/a-civil-society-agenda-forinternet-governance-in-2013-internetfreedom-in-a-world-of-states-part-3
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Multistakeholder Governance Model Further reading
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Multistakeholderism vs. Democracy: My Adventures
in “Stakeholderland” by Michael Gurstein
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Corporate governance Stakeholder interests
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All parties to corporate governance have
an interest, whether direct or indirect, in
the financial performance of the
corporation
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Corporate governance Stakeholder interests
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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
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Global governance Stakeholders' views
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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.
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Global governance Non-state stakeholders
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.
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Global governance Non-state stakeholders
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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
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Global governance Non-state stakeholders
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.'
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Global governance Non-state stakeholders
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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).
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Global governance Non-state stakeholders
'Self-regulation' is meant to invoke the
concept of regulation which includes rulemaking 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.
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Agency cost Other stakeholders
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.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
Project contingencies are at risk of
being allocated to additional scope for
the stakeholder allocated project
ownership.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
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.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
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
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
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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.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
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.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
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Hence, to all intents and purposes, large
project committees are constituted more
as a stakeholder management forum than
a project decision making forum
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
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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.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
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This ensures that stakeholders have the
project owner (or SRO) to champion their
issues and concerns within the Project
Board.
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Project governance Project stakeholders
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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.
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Stakeholder (corporate)
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It defined stakeholders as "those groups
without whose support the organization
would cease to exist." The theory was later
developed and championed by R
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Stakeholder (corporate)
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The term has been broadened to include anyone
who has an interest in a matter.
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Stakeholder (corporate) - Examples of a company's stakeholders
Government taxation, VAT,
legislation, employment, truthful
reporting, diversity, legalities,
externalities.
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Stakeholder (corporate) - Examples of a company's stakeholders
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Employees rates of pay, job security,
compensation, respect, truthful
communication.
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Stakeholder (corporate) - Examples of a company's stakeholders
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Customers value, quality,
customer care, ethical
products.
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Stakeholder (corporate) - Examples of a company's stakeholders
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Suppliers providers of products and
services used in the end product for
the customer, equitable business
opportunities.
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Stakeholder (corporate) - Examples of a company's stakeholders
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Creditors credit score, new
contracts, liquidity.
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Stakeholder (corporate) - Examples of a company's stakeholders
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Community jobs, involvement, environmental
protection, shares, truthful communication.
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Stakeholder (corporate) - Examples of a company's stakeholders
Trade Unions
quality, worker
protection, jobs.
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Stakeholder (corporate) - Examples of a company's stakeholders
Owner(s) profitability, longevity,
market share, market standing,
succession planning, raising capital,
growth, social goals.
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Stakeholder (corporate) - Types of stakeholders
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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.
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Stakeholder (corporate) - Types of stakeholders
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Primary Stakeholders - usually internal
stakeholders, are those that engage in
economic transactions with the business.
(For example stockholders, customers,
suppliers, creditors, and employees)
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Stakeholder (corporate) - Types of stakeholders
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)
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Stakeholder (corporate) - Company stakeholder mapping
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A broader mapping of a
company's stakeholders
may also include:
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Stakeholder (corporate) - Company stakeholder mapping
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Government regulatory
agencies
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Stakeholder (corporate) - Company stakeholder mapping
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Industry trade groups
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Stakeholder (corporate) - Company stakeholder mapping
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National communities
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Stakeholder (corporate) - Company stakeholder mapping
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Public at Large (Global
Community)
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Stakeholder (corporate) - Company stakeholder mapping
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Future generations
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Stakeholder (corporate) - Company stakeholder mapping
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Alumni (Ex-employees)
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Stakeholder (corporate) - In management
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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).
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Stakeholder (corporate) - In management
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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
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Stakeholder (corporate) - In management
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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."
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Stakeholder (corporate) - In corporate responsibility
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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:
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Stakeholder (corporate) - In corporate responsibility
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
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Stakeholder (corporate) - In corporate responsibility
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.
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Stakeholder (corporate) - In corporate responsibility
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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.
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Stakeholder (corporate) - In corporate responsibility
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.
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Stakeholder (corporate) - Stakeholder Theory
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Corporate social responsibility should imply a
corporate stakeholder responsibility.
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Requirements analysis - Stakeholder identification
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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
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Requirements analysis - Stakeholder identification
anyone who benefits from the system
(functional, political, financial and social
beneficiaries)
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Requirements analysis - Stakeholder identification
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
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Requirements analysis - Stakeholder identification
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organizations which regulate aspects of the
system (financial, safety, and other regulators)
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Requirements analysis - Stakeholder identification
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people or organizations opposed to the system
(negative stakeholders; see also Misuse case)
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Requirements analysis - Stakeholder identification
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organizations responsible for systems which
interface with the system under design
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Requirements analysis - Stakeholder interviews
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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 crossfunctional context, and the desire to avoid
controversy may limit the stakeholders
willingness to contribute
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Requirements analysis - Stakeholder issues
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Steve McConnell, in his book Rapid
Development, details a number of
ways users can inhibit requirements
gathering:
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Requirements analysis - Stakeholder issues
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Users do not understand what they want or
users don't have a clear idea of their
requirements
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Requirements analysis - Stakeholder issues
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Users will not commit to a set of
written requirements
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Requirements analysis - Stakeholder issues
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Users insist on new
requirements after
the cost and
schedule have been
fixed
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Requirements analysis - Stakeholder issues
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Communication with users is
slow
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Requirements analysis - Stakeholder issues
Users often do not
participate in reviews or are
incapable of doing so
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Requirements analysis - Stakeholder issues
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Users are technically
unsophisticated
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Requirements analysis - Stakeholder issues
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This may lead to the situation where
user requirements keep changing
even when system or product
development has been started.
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Open access - Stakeholders and concerned communities
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The intended audience
of research articles is
usually other
researchers
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Open access - Stakeholders and concerned communities
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Open access extends the reach of research beyond
its immediate academic circle
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Stakeholder management
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'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
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Stakeholder management
Stakeholder management within
businesses, organizations, or projects
prepares a strategy utilising information (or
intelligence) gathered during the following
common processes:
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Stakeholder management
* 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
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Stakeholder management
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* Stakeholder analysis - Recognises and
acknowledges the needs, concerns,
wants, authority, common relationships,
and interfaces to stakeholders and aligns
this information within the stakeholder
matrix.
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Stakeholder management
* Stakeholder matrix - Positions
stakeholders according to the level of
influence, impact, or enhancement they
may provide to the business or its
projects.
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Stakeholder management
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* 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
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Stakeholder management
* 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.
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Stakeholder management
'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.
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Stakeholder management
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Contemporary or modern business and
project practice favours transparent,
honest, and open stakeholder
management processes.
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Consensus decision-making - BLM Collaborative Stakeholder Engagement
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.
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Natural resource management - Stakeholder analysis
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(2009) ‘Who’s in and why? A typology of
stakeholder analysis methods for natural
resource management,’ Journal of
Environmental Management, vol
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Natural resource management - Stakeholder analysis
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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
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Natural resource management - Stakeholder analysis
Therefore it is dependent upon the
circumstances of the stakeholders
involved with natural resource as to
which definition and subsequent theory
is utilised.
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Natural resource management - Stakeholder analysis
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Billgrena and Holme identified the aims of
stakeholder analysis in natural resource
management:
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Natural resource management - Stakeholder analysis
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*Identify and categorise the
stakeholders that may have
influence
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Natural resource management - Stakeholder analysis
*Develop an
understanding of why
changes occur
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Natural resource management - Stakeholder analysis
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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
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Natural resource management - Stakeholder analysis
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853-886 however Grimble created a
framework of stages for a Stakeholder
Analysis in natural resource
management
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Natural resource management - Stakeholder analysis
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#
Place issues in a
systems context
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Natural resource management - Stakeholder analysis
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Grimble and Wellard established that
Stakeholder analysis in natural
resource management is most relevant
where issued can be characterised as;
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Natural resource management - Stakeholder analysis
* Cross-cutting
systems and
stakeholder interests
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Natural resource management - Stakeholder analysis
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* Multiple uses and users of the
resource.
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Natural resource management - Stakeholder analysis
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* Subtractability and
temporal trade-offs
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Natural resource management - Stakeholder analysis
1
* Unclear or open-access
property rights
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1
* Untraded products and services
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1
* Poverty and underrepresentation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
* 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,
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
* Starik Starik, M. (1995) ‘Should
trees have managerial standing?
Toward stakeholder status for nonhuman 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1
*
Stakeholder analysis can be used exploited
and abused in order to marginalise other
stakeholders.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
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. 1-21
https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
* On-going conflicts and lack of trust
between stakeholders can prevent compromise
and resolutions.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Sustainable tourism - Stakeholders
1
Stakeholder collaboration
and heritage management
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
Telecommunication companies Optus,
iiNet, Internode (ISP)|Internode, and
Vodafone Hutchison Australia|VodafoneHutchison, 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1
Microsoft, Google and Intel
have expressed their
support for the NBN
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
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,
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
Based on the similarities of their
interests, stakeholders can be
classified into three groups in order to
differentiate their interests and
mutual relations
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1
Figure 1. Interactive
contributions of a
company’s
stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
The customers of a company are
typically consumers, other market
producers or producers in the public
sector
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1
The well-being gained through commodities stems
from the price-quality relations of the commodities
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1
The producer community (labour force,
society, and owners) earns income as
compensation for the inputs they have
delivered to the production
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
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/do
cs/2009/pi1880.doc.htm Multistakeholder
Advisory Group Renewed to Prepare Internet
Governance Forum Meeting in Sharm ElSheikh, 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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
1
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
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/58members 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/arti
cle/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
https://store.theartofservice.com/the-stakeholder-toolkit.html
November], press release, United
Nations (New York), 25 April
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1
* Starting in August 2007 Nitin Desai
and Brazilian diplomat Hadil da
Rocha Vianna served as cochairman.[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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1
* Starting in April 2008 and continuing
in 2009 and 2010 Nitin Desai again
served as sole
chairman.[http://www.un.org/News/Pres
s/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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
* Alice Munyua, the Chair of the
Kenyan IGF Steering Committee, was
MAG chair in
2011.[http://www.intgovforum.org/c
ms/2011/summaries/MAG%20summ
ary%20Report.19.May.2011.pdf
Summary Report], Multistakeholder
Advisory Group, Internet Governance
Forum, 19 May 2011
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
* Elmir Valizada, Deputy Minister of
Communications and Information
Technology, Azerbaijan was MAG
chairman in
2012.[http://www.intgovforum.org/cms/201
2/MAG%20Summary%20Final1.1%20copy%202.pdf Summary Report],
Multistakeholder Advisory Group, Internet
Governance Forum, 15–16 February 2012
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
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/20
13/May%20Consultations/MAG%20Summa
ry%20May%2022-23.rev4.pdf Summary
Report], Multistakeholder Advisory Group,
Internet Governance Forum, 22–23 May
2013
https://store.theartofservice.com/the-stakeholder-toolkit.html
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/i
https://store.theartofservice.com/the-stakeholder-toolkit.html
Organizational ethics - Stakeholder Theory
Gioia, (1999), Practicability,
Paradigms, and Problems in
Stakeholder Theorizing, Academy of
Management Review, 24(2), pp
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Transparency (social) - Organizational transparency (for stakeholders)
1
Transparency also must be analyzed as
the impact of an organization
associated or affiliated with its
stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate social responsibility - Stakeholder priorities
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
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 groups
https://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)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory
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).
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
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).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
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)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
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).
1
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Critics
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Critics
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Implementation in other fields
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Implementation in other fields
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
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
'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
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
Engaging stakeholders is a
requirement of the
[http://www.globalreporting.org/Pag
es/default.aspx Global Reporting
Initiative], a network-based
organisation with sustainability
reporting framework that is widely
used around the world.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1
Involving stakeholders in decisionmaking 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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
These are intended
to provide a
framework for
genuine stakeholder
engagement
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
The practitioners in stakeholder
engagement are often businesses,
non-governmental organizations
(NGOs), labor organizations, trade
and industry organizations,
governments, and financial
institutions.http://www.accountabilit
y21.net/uploadedFiles/publications/S
takeholder%20Engagement_Practition
ers'%20Perspectives.pdf
1
https://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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
1
Agreeing on the rules of engagement is
integral to the process. It is important for
everyone to understand each party's role.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
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/envir
o.nsf/AttachmentsByTitle/p_StakeholderEn
gagement_Full/$FILE/IFC_StakeholderEn
gagement.pdf
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Benefits
Stakeholder engagement provides
opportunities to further align business
practices with societal needs and
expectations, helping to drive longterm sustainability and shareholder
value.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Benefits
1
Stakeholder engagement is intended to
help the practitioners fully realise the
[http://www.future500.org/benefits-ofstakeholder-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.accountability
21.net/uploadedFiles/publications/Stak
eholder%20Engagement%20Handbook.p
df
https://store.theartofservice.com/the-stakeholder-toolkit.html
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:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1
# have an interest or a
gain upon a successful
completion of a project;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1
# may have a positive or negative
influence in the project completion.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
Examples of project stakeholders
include the customer, the user group,
the project manager, the development
team, the testers, etc.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
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
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis
1
Stakeholder analysis
is a key part of
stakeholder
management.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
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
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
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:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1
* Primary stakeholders: are those
ultimately affected, either positively
or negatively by an organization's
actions.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1
* Key stakeholders: (who can also belong
to the first two groups) have significant
influence upon or importance within an
organization.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
It is important to identify all
stakeholders for the purpose of
identifying their success criteria and
turning these into quality goals
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1
The following list identifies some of
the best known and most commonly
used methods for stakeholder
mapping:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of 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
Stakeholder analysis - Methods of Stakeholder Mapping
1
* (Fletcher, Guthrie et al. 2003) defined a
process for mapping stakeholder
expectations based on value hierarchies
and Key Performance Areas (KPA),
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
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.
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Stakeholder analysis - Methods of Stakeholder Mapping
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
* Influence-interest grid
(Imperial College London)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
* Power-impact grid
(Office of Government
Commerce UK 2003)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1
* Mendelow's Power-interest grid (Aubrey L.
Mendelow, Kent State University, Ohio 1991)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1
* Three-dimensional grouping of power,
interest and attitude (Murray-Webster and
Simon 2005)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
* The Stakeholder Circle
([http://www.stakeholdermapping.com/stak
eholder-management-resources/#Books
Stakeholder Relationship Management]
Bourne 2007)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
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.
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Stakeholder analysis - Methods of Stakeholder Mapping
1
* Support (positive,
neutral, negative)
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Stakeholder analysis - Methods of Stakeholder Mapping
1
* Need (strong, medium, weak)
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Stakeholder analysis - Benefits
Stakeholder analysis helps with the
identification of the
following:[http://www.pmhut.com/whatis-stakeholder-analysis What Is
Stakeholder Analysis?], S. Babou, 2008
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Benefits
1
* Mechanisms to
influence other
stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Benefits
1
* Key people to be informed
about the project during the
execution phase
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High-stakes test - Stakeholders
1
A high-stakes system may be intended to benefit
people other than the test-taker
https://store.theartofservice.com/the-stakeholder-toolkit.html
High-stakes test - Stakeholders
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
High-stakes test - Stakeholders
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Open access (publishing) - Stakeholders and concerned communities
1
The intended audience of
research articles is usually
other researchers
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1
According to Flor, a stakeholder
analysis of communication policy
would reveal the interplay of the
following sectors:
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Development communication - Stakeholder analysis
1
*Government - Enacts all communication policies,
making it the most powerful stakeholder.
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Development communication - Stakeholder analysis
1
*Education sector - Conducts
research that underlies
subsequent policies.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
*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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1
*Religious sector - Traditionally opposes
policies that allow obscenity, violence and
profanity to be distributed.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1
*Foreign interests - e.g., international
lending agencies may demand the end
of monopolies—including state media
entities—as a condition for financial
aid.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1
*Consumers - Traditionally not consulted,
but more recently claiming to protect the
public interest.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
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 twoway interactions can help expose local
reality.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate sustainability - Stakeholder Engagement
As a company looks externally,
stakeholders include customers, suppliers,
community, and non-government
organizations.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
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Reputation - Building reputation through stakeholder management
1
responded that the management of corporate
reputation is very (83%) or fairly (16%)
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
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Olympus scandal - Stakeholders' reactions
1
Olympus had a market capitalisation
of 673billion yen on 13 October,
immediately before Woodford was
sacked
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Olympus scandal - Stakeholders' reactions
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
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
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Olympus scandal - Stakeholders' reactions
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
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
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Olympus scandal - Stakeholders' reactions
1
Olympus convened an extraordinary
shareholders' meeting for 20 April to
vote on its proposal for the new board
and approve the restated accounts
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
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)
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Multistakeholder Model
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
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
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Multistakeholder Model
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
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
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Multistakeholder Model
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
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Multistakeholder Model
Multistakeholderism is a coup d’etat
against democracy by those who would
merely be lobbyists in a democratic
system.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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)
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Maintenance of Certification - Maintenance of Certification and other stakeholders
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.shtm
Four National Health Care Organizations
to Use American Board of Internal
Medicine (ABIM) Board Certification Tools
in Their Physician Recognition Programs]
1
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/pre
ss_release_pdf/JAMA%20Article%200901
04.pdf The Role of Physician Specialty
Board Certification Status in the Quality
Movement]
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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,
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
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).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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.
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Brand engagement - Internal (close stakeholder)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1
Best practice in internal communications
generally adheres to certain principles:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
* Understanding the
stakeholder (audiences)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
* Knowing what messages and
information is appropriate for each
audience
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1
* Ensuring that there is a feedback mechanism in
place so communication is a dialogue
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Brand engagement - Internal (close stakeholder)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
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
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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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Ecosystem management - Stakeholders
1
Heads or tails? Stakeholder analysis as a tool for
conservation area management
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (law)
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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).
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Stakeholder (law) - In law
1
In legal documents, the escrow agent is often
referred to as a mere stakeholder.
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Stakeholder (law) - See also below
1
*Stakeholder pension scheme - a type
of pension introduced by the UK
Labour Party (UK)|Labour government
in 2001.
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Educational data mining - Users and Stakeholders
1
There are four main users and stakeholders
involved with educational data mining. These
include:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Educational data mining - Users and Stakeholders
* 'Learners' - Learners are interested in
understanding student needs and methods
to improve the learner’s experience and
performance
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Educational data mining - Users and Stakeholders
1
* 'Educators' - Educators attempt to
understand the learning process and
the methods they can use to improve
their teaching methods
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Educational data mining - Users and Stakeholders
* '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/JE
DM/index.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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Educational data mining - Users and Stakeholders
1
* 'Administrator (business)|Administrators'
- Administrators are responsible for
allocating the resources for
implementation in institutions
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Stakeholder
*Stakeholder (corporate), an
accountant, group, organization,
member or system who affects or can
be affected by an organization's
actions
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder
*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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder
1
**Project stakeholder, a person, group or
organization with an interest in a project
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder
**Stakeholder theory, a theory that
identifies and models the groups that are
stakeholders of a corporation or project
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Community forestry - Stakeholders
There is a large variety of stakeholders
involved when considering community
forestry. Participation from the various
levels of community, government and nongovernment organisations (NGO’s) is
essential in the project’s success.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Community forestry - Stakeholders
While specific stakeholders will vary
between different community forestry
projects the primary stakeholder groups
are as follows:
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Community forestry - Stakeholders
1
Table 1. Common stakeholders
involved with community forestry.
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Community forestry - Stakeholders
In this situation, stakeholders came to
conclusion to handover forest resources to
local communities for conserving,
managing and utilization by their own
decision
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
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, M
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
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).
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
In his article, “Learning to Live with
NGOs,” P.J
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
EPA’s actions to address climate
change are also being challenged by
those most directly affected – the
regulated community
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Value-based management - Alternative: stakeholder value
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.
1
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
E-services - Stakeholders
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1
* Aspies For Freedom (AFF) ndash; a
solidarity and campaigning group which
aims at raising public awareness of the
autism rights movement.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
* 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1
* Autism Resource
Centre (Singapore)
ndash;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
* Autism Society of America (ASA)
ndash; was founded in 1965 by
Bernard Rimland, PhD, together with
Ruth C.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1
* Autistic Pride Day ndash; a celebration of
the neurodiversity of people on the autism
spectrum on June 18 each year.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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
Outline of autism - Organizations, stakeholder groups and events
* 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1
* Center for Autism and Related
Disorders ndash;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
* Generation Rescue ndash; a
nonprofit organization that advocates
the view that autism and related
disorders are primarily caused by
environmental factors, particularly
vaccines.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1
* National Autistic Society (NAS) ndash; a
British charity for people with autistic
spectrum disorders (ASD), including
autism and Asperger Syndrome.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
* 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
* Wrong Planet ndash;
(sometimes referred to by its
URL, WrongPlanet.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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 purposes
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1
*Performance assessment: Review of effectiveness
of current digital technologies.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1
*Path analysis (computing)|Funnel
analysis
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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
funnel
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1
*Analytical Customer relationship
management|CRM
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Tikona Digital Networks - Investors and Stakeholders
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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/page10
034.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.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group
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/com
ponent/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 UK
1
https://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:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Executive
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/
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Advisory Council
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - BSG Chairs
1
The BSG has had four
independent chairs
since its creation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1
The BSG has focused on next generation
broadband issues since the end of 2006
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
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 areas
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1
Its other main area of work is the
Open Internet
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1
The BSG has also
continued to be
active on online
content regulation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Links
*
[http://www.broadbanduk.or
g/ Official Site]
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Gemfields - Stakeholders
* The Pallinghurst
Resources Fund L.P. –
38.55%
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Gemfields - Stakeholders
1
* Faberge Conduit Ltd –
18.24%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate responsibility - Stakeholder influence
The stakeholder perspective fails to
acknowledge the complexity of network
interactions that can occur in crosssector partnerships
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
Swimming Australia's key
stakeholders includes:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
*
[http://www.nswswimmi
ng.com.au Swimming
New South Wales]
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
*
[http://www.qld.swimming.or
g.au Swimming
Queensland]
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* [http://www.wa.swimming.org.au
Swimming Western Australia]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
*
[http://www.nt.swimming.org
.au Swimming Northern
Territory]
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* [http://www.ascta.com Australian Swimming
Coaches and Teachers Association (ASCTA)]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* Australian Swimmers Association
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
Swimming Australia is
affiliated to the following
bodies:
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* The Australian Olympic
Committee (AOC)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
* The Australian
Commonwealth Games
Association (ACGA)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
* The Australian
Paralympic
Committee (APC)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* Australian Water Safety
Council
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
Whilst the following
organisations are affiliated with
Swimming Australia:
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* Australian Waterpolo
Association Inc
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
* Australian Synchronised
Swimming
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1
Swimming Australia is also a foundation
member of AUSTSWIM and is involved in
the development of an Australian Water
Safety Organisation.
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
REDD - Institutional technocrats vs. stakeholders
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
REDD - Institutional technocrats vs. stakeholders
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| align=center
style=background:#f0
f0f0;|'Acronym'
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| GEA||Guyana Energy Agency||Energy
policies, advice,
recommendations||Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| IAST||Institute of Applied Science and
Technology||Research on agro energy||Georgetown
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| UNDP||United Nations
Development
Programme||Development||Georget
own
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| Caricom||Caribbean
Community||Caribbean
Community||Georgetown
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| CREDP||Caribbean Renewable Energy
Dev.Prog.||CARICOM Renewable Energy||St.
Lucia
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| OLADE||Latin American Energy
Organization||Latin American Energy
Organisation||Ecuador
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| Eerepami||Eerepami Regenwald Stiftung||NGO
Foundation Germany-Guyana||Germany
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| SIDS DOCK||Small Islands
Developing States
cooperation||Platform to assist SIDS
to develop sustainable energy||New
York
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| Peace Corps||Peace Corps Guyana||Community
Development thru Capacity Building||Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
1||Hobodeia||SHS||UAEP||65||?||2008||90
% sys FunctionalMr. Duch PCRV Solar
Technician and Trainer(11-12)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
1||Yarakita||SHS||UAEP||125||104||2008||
15% sys functional, Trojan Wet batteries dead
to misuse
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
10||Muritaro||SHS||UAE
P||125||62||2008||?
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 1||Four Miles||Small
light||GEAOPM||15||70||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 1||Hotaquai||Small light||GEAOPM||15||84||2010||10%
Functioning
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 7||Arau||Small light||GEAOPM||15||34||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 8||Kaibarupai||Small
light||GEAOPM||15||68||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 8||Tuseneng||Small
light||GEAOPM||15||40||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
9||Parikwarunai||S
mall light||GEAOPM||15||45||201
0||?
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 9||Rupertree||Small light||GEAOPM||15||52||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 9||Surama||Small
light||GEAOPM||15||50||2010||?
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
1||Hobodeia||School||UAEP|
|260||2008||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 1||Port Kaituma||GSM base
station||Digicel||10002000||2012||Not ready yet
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 1||Red
Hill||School||UAEP||260||2
008||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
1||Sebai||School||UAEP||260
||2008||Functional
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 1||Shell Beach||Health
Centre||Eerepami||1000||2011Eerepami webpage
07/2011||Functional
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 1||Mabaruma (Thomas
Hill)||GSM base
station||Digicel||10,000||201
1
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 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
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
1||Yarakita||School||UAEP||250||2008||Ba
tteries dead, solar array partly missing
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 4||St. Cuthberts Mission||Public
buildings||IAST||||2002||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
6||Orealla||Business|||
|2450||2009||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 6||Orealla||Public
buildings||IAST||||2002||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
7||Paruima||School||UAEP||
260||||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 8||Iwokrama||Field station
use||Private||2300||2008||Field visit
H.Horn 05/2011
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 8||Monkey
Mountain||Health
Centre||||110||2007||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
8||Waipa||School||UAEP||260||2008|
|
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| 9||Bina Hill||Community
use||Eerepami||11000||2011||Not
installed yet
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
9||Karanambu||Lodge||Priva
te||500||2008||OKR.Anliker
07/2011
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 9||Maruranau||Community
use||||1000||2011||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
9||Wowetta||Pump||GE
ACIDA||340||2009||Pump
out of order
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
9||Yupukari||School||UAEP||
260||2008||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 9||Yupukari||Caiman
House||Private||3900||
||OK
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| 9||Yupukari||Pump Caiman
H.||Private||||||OK
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
|
10||Muritaro||School||
UAEP||250||2008||
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
| Eagle Resources Ltd||PV, Solar Water
Heating, Wind and Micro hydro|Micro-hydro
power
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1
| Starr Computers||PV, Wind
https://store.theartofservice.com/the-stakeholder-toolkit.html
Academic analytics - Comprehending Involved Stakeholders
1
Academic analytics
affects many
stakeholders in the
institution
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
* China National
Petroleum Corporation:
40%
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1
* ONGC Videsh (the overseas arm of Oil and
Natural Gas Corporation|ONGC) of India: 25%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
* Sudapet (Sudan National Petroleum
Corporation, the national oil company of Sudan):
5%
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
Canadian company Talisman Energy
(previously known as Arakis) was an original
stakeholder
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
* the federal, state and territory
governments (including their fisheries
managers and other natural resource
managers)
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1
* research partners (including universities,
fisheries research organisations, industry
and private sector research providers, and
investors)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1
* the people of Australia (on whose behalf
aquatic natural resources are managed,
and as consumers).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
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.
1
https://store.theartofservice.com/the-stakeholder-toolkit.html
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
https://store.theartofservice.com/the-stakeholder-toolkit.html
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.
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For More Information, Visit:
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m/the-stakeholder-toolkit.html
The Art of Service
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