Double-crested cormorants and urban wilderness: conflicts and management

In this paper we examine the management of human-double-crested cormorant conflicts in urban nature areas using the Leslie Street Spit in Toronto, Ontario as our focal study area. We examine the management perspectives of various stakeholders and how they shift over time in response to site ecology and stakeholder input. We categorize management perspectives on a spectrum from complete human domination to near absence of human intention. Two broad management categories emerge from this framework: interventionist and laissez-faire. Interventionists recognized need for management of cormorants, laissez-faire argued for no management of a cormorant colony that has deforested 24% of the site through their nesting activities. We conclude that for urban nature areas, particularly those with a unique, rare, or contentious ecology, a hands-off, laissez-faire management approach is not conducive to improving human-nature relations. Rather, for urban nature sites nature management must promote a respectable balance between human and non-human life, for the long-term benefit of both.     

A holistic approach to stakeholder management: A rhetorical foundation

The day-to-day concerns of managing stakeholders are a critical matter for public relations practitioners and scholars alike. “Stakeholder theory” subsumes the knowledge base about stakeholders, who are individuals and groups who affect or are affected by an organization's actions. This article argues that a holistic view of stakeholder management rests on rhetorical grounds and concerns answering three fundamental questions: (1) How are stakeholders created? (2) How can relationships with stakeholders be maintained? and (3) How can relationships with stakeholders be improved? Example cases are used to demonstrate how retrospective analysis reveals the effectiveness of stakeholder management approaches. Ultimately and most important, the combination of theory and case analyses are synthesized into a prospective approach to stakeholder management that organizations may use during strategic planning.     

Social media crisis communication: Enhancing a discourse of renewal through dialogic content

This qualitative study investigates through a case study how dialogic content, which is shared on social media, facilitates stakeholder support and builds relationships to advance a discourse of renewal. Prior research on crisis communication in social media thoroughly investigated crisis response theories relating to reputation management and image restoration. To date, however, a paucity of research has considered how content could facilitate stakeholder support and relationships in crisis communication.The findings show that when an organization commits to transparent, interactive dialogue during a social media crisis on a social media platform, stakeholders are pulled to authentic content because they are interested and actively seeking for relevant information. Dialogic content may also boost stakeholder support and encourage relationship building to help move the organization forward after the crisis with dialogic communication. The insights gained from this study create value for wider audiences in terms of how dialogic content can be used for social media crisis communication, to move beyond reputation and image repair to become meaningful to stakeholders.     

Understanding knowledge transfer in an ergonomics intervention at a poultry processing plant

This case study reviews the knowledge transfer (KT) process of implementing a knife sharpening and steeling program into a poultry processing plant via a participatory ergonomics intervention. This ergonomics intervention required stakeholder participation at the company level to move a 'train-the-trainer' program, developed in Québec, Canada, into action on the plant's deboning line. Communications and exchanges with key stakeholders, as well as changes in steeling and production behaviours were recorded. The intervention was assumed to be at least partially successful because positive changes in work operations occurred. Ergonomic-related changes such as those documented have been cited in the academic literature as beneficial to worker health. However, several components cited in literature that are associated with a successful participatory ergonomics intervention were not attained during the project. A Dynamic Knowledge Transfer Model was used to identify KT issues that impacted on the success of train-the-trainer program. A debriefing analysis reveals that a failure to consider key participatory ergonomics factors necessary for success were related to capacity deficits in the knowledge dissemination strategy.     

An evaluation of stakeholder capacity in the implementation of millenium village primary school meal project

The paper focused on evaluation of stakeholder capacity to implement the millennium village primary school meal project in Kenya. The study which was anchored on the stakeholder theory as well as the Context Input Process Product (CIPP) model of evaluation used mixed methods research design with ex-post facto and case study as its two research elements. The mixed methods was adopted because when both qualitative and quantitative approaches are used in a single study, the strengths of both produce a research synergy in which the collective benefits are greater than what is obtained from either approach when used alone. A sample size of 186 participants was selected from seven (7) primary schools using stratified random sampling. The participants selected purposively included pupils, teachers, head teachers, parents, Area Education Officer (AEO) and project staff. Data was collected using questionnaires, face to face interview guide, Focus Group Discussion (FGD) and document analysis guide. The study findings indicated that the project was implemented with great success as indicated by stakeholders’ capacity to understand project objectives, their involvement in project planning and implementation and their positive attitude towards the project. This has contribute to poverty reduction in the community through the project and sustainable approaches for project implementation.     

Managing stakeholder relationships and nonprofit organization effectiveness

This research examined how nonprofit organizations manage their relationships with stakeholders and how these practices relate to perceived organization effectiveness. We conducted semistructured, open‐ended interviews with executive directors of nonprofit organizations (NPOs) to discover whom they see as their stakeholders, the types of expectations they encounter from stakeholders, and the practices they use in managing stakeholder relationships. The two nonprofits that were evaluated as most effective used a consistent, thematic rationale in dealing with stakeholder issues: one organization discussed its actions in terms of its mission and core values, the other based its actions in terms of building relationships and networks. Our study suggests that organizations that ground their external relations in issues that are recognized as good nonprofit management, and do so consistently across stakeholder groups, will tend to be rated as more effective by multiple, external evaluators.     

Nonprofit relationship management: Extending the organization-public relationship to loyalty and behaviors

Through a survey of organizational stakeholders (N = 660), this study contributes to the understanding of nonprofit public relations in three key areas. First, a new five-factor scale to measure perceptions of the relationship cultivation strategies of stewardship was tested. Second, group differences between organization stakeholder types were explored. Third, a new working model that extends previous organization-public relationship (OPR) models to include variables of loyalty and behavioral intentions was advanced. Findings revealed theoretical, measurement, and practical applications.     

Do public relations professionals understand corporate governance issues well enough to advise companies on stakeholder relationship management?

The King Reports on Governance for South Africa are internationally respected for proposing integrated reporting in a triple bottom-line business context to improve corporate governance. The most recent report, King III, views stakeholder relationship management as a key tenet of corporate governance. This raises the question whether public relations professionals (PRPs) understand the principles of corporate governance well-enough to inform and guide organizations on the management of stakeholder relationships. The views of senior PRPs at selected top performing companies were elicited on their practice of stakeholder relationship management in line with corporate governance principles. It was found that their knowledge on corporate governance was limited, although they recognized its importance. They propose six role functions for managing stakeholder relationships on a strategic or managerial level; these role functions are aligned with the King III principles on stakeholder relationships. The following three were of particular importance: developing a corporate strategy, giving advice to senior management and managing crisis communication. Different terminologies were used to build relations with stakeholders and different approaches were used to profile stakeholders. It is recommended that organizations leverage their public relations functions on strategic and managerial levels in support of their corporate governance efforts. In turn, PRPs are encouraged to ensure a deep knowledge on corporate governance issues when counseling senior management on building stakeholder relationships.     

Where you stand depends on where you sit: Participation and reactions to change

Although a considerable body of research on strategic planning, organizational decision making, and organizational change has emphasized the importance of participation by key stakeholders for the successful management of organizational change, few empirical studies have produced in‐depth understanding of the differing perspectives of stakeholder groups according to their level of involvement in decisions about major change. This case study examines the differing perspectives and perceptions of stakeholders leading into and during the merger of two nonprofit arts organizations. It refines and enriches existing empirical research on the effects of participation on the implementation of change.     

Taking in the view from the edge: Issues management recontextualized

This article examines the conflicting imperatives of issues management through a New Zealand case study in which short-term political and economic objectives compete with longer-term ones of sustainability and legitimacy. Issues management becomes double-edged, so that success in achieving one set of objectives may, paradoxically, lead to failure in the other. The article explores this under-researched phenomenon and expands the boundaries of thinking about issues management by recontextualizing it to the marginalized perspective of the planet as a key stakeholder.     

Meshworked reputation: Publicists’ views on the reputational impacts of online communication

This paper discusses the conceptual and empirical connections between an organization's reputation management and online communication. The paper develops a theory driven model of the structural dimensions of reputation and analyzes organizational communication professionals’ views on the potential that online communication has for reputation management. The survey data showed that online communication was perceived to have positive impacts on the structure and advantages of reputation, and that these two aspects would seem to be strongly dependent on each other. Thus, online communication can be used to influence the assessments made by stakeholders about an organization's products and services, corporate responsibility, success, its ability to change and develop, and its public image. In addition, online communication can generate reputational advantages by strengthening stakeholder relationships and building social capital for the organization.     

Envisioning upland futures: Stakeholder responses to scenarios for Europe's mountain landscapes

In a period of agricultural decline in the uplands of Europe, agriculture is ceasing to provide the primary rationale for the organisation, utilisation and functioning of rural space. Policy reform, market trends and changes to the way citizens and consumers think about the countryside all suggest a need for thinking strategically about the future development of these areas. However, without a broad involvement of stakeholders, land use conflicts, and social and cultural conflicts in general, may increase. Involving stakeholders in upland areas can be facilitated by using scenario technique and by discussing alternative futures in local stakeholder panels. In this paper we present four scenarios of land-use change for the year 2030, and their assessments by stakeholder panels in Scotland, France, Norway, Switzerland, Slovakia and Greece. The aim of the paper is to explore the ways in which stakeholders in these locations advocate and assess these scenarios. We also explore how stakeholders in different countries weight the visual landscape impacts, the livelihood and biodiversity aspects of the scenarios in their assessment, and the reasons for their prioritising. The cross-country analysis shows that stakeholders across the study areas are united in their overall rejection of agricultural liberalisation, advocating a production-oriented, but multifunctional and environmentally-friendly agriculture that maintains landscapes and biodiversity.     

Nonprofit Organizational Effectiveness: Contrasts Between Especially Effective and Less Effective Organizations

How do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner-identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner-identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.     

Change and inertia in the New York state medicaid personal care services program: an institutional case study

This study analyzes how competing logics (belief systems) of stakeholders have influenced patterns of change and inertia in the development of the New York Medicaid Personal Care Services (PCS) program. A case-study methodology was used to collect documents, statistics, and interview data from four key stakeholder groups: state and city officials, PCS agencies, a labor union, and consumer advocates covering the period 1999 to 2005. The New York PCS program is one of the oldest, largest, and most stable programs in the United States. Its early unionization of workers resulted in relatively generous wages and benefits and made New York number one nationally in PCS spending per capita. In spite of wide support from stakeholder groups, the overall number of participants has gradually declined since 1999. A consumer-directed model of personal care developed in 1995 challenged the status quo and has grown steadily. Resistance by public officials, agency providers, and union representatives to the consumer-directed model has resulted in a small program that is often targeted toward individuals labeled "difficult to serve." Dominant stakeholders in New York have ensured a stable personal care program that has resisted change and led to program inertia.     

Negotiating the Organizational Effectiveness of Social Ventures among Multiple Stakeholders

When planning their social ventures, entrepreneurs generally need to consider multiple stakeholders with conflicting views of organizational effectiveness. We propose a scoring technique that is often used for the analysis of multiple-issue negotiations to analyze and manage the stakeholder conflicts. We show how the quantitative assessment of stakeholders’ preferences results in a one-dimensional subjective measure of organizational effectiveness for each stakeholder. Our approach complements recent research by contributing to a quantitative discussion of organizational effectiveness. Due to typical structural features of the employed scoring template, we are able to derive general principles concerning the conflict structure and the interaction of multiple stakeholders. We find that an increase in the number of stakeholders required for an agreement tends to decrease the perceived organizational effectiveness for the initial negotiators. On the other hand, the multitude of possible agreements is also reduced, thereby sharpening the focus on acceptable proposals to the stakeholders involved.     

Developing the Learning Door: a case study in youth participatory program planning

This article presents the results of a case study in youth participatory program planning conducted in the context of a nonformal technology-education program in eastern Finland. The purpose of the program was to have youth, university, and business stakeholders work together to create the Learning Door, a door that would meet the needs of older people and people with disabilities. The participatory program planning process that was used involved clarifying the mission, roles, and modes of collaboration as well as creating stakeholder matrices, logic models, program plans, and implementation plans. It was found that the observed program planning process was similar to the intended planning process and that the process was well received by the planning participants. The lessons learned include clarifying the nature of collaboration before the program gets underway, reviewing program planning steps often, and making clear distinctions between logic models and implementations plans.     

Technology at the planning table: Activity theory,negotiation and course management systems

Abstract

This paper presents results from a qualitative inquiry into how online courses in UK and US HEIs are shaped by stakeholder negotiations around course management systems. The investigation used a multi-theory framework composed of Cervero and Wilson's (1994) negotiation of power and interests model and activity theory. Forty-six stakeholders from seven sites participated in the study. The findings identified four primary benefits that prompt stakeholders to employ specific course management systems and described two types of relationships that exist between the stakeholders and their CMS.     

Mixed-methods library evaluation integrating the patron,library, and external perspectives: The case of Namibia regional libraries

The article presents a mixed-methods evaluation of regional libraries in Namibia, which incorporates three perspectives: the patron perspective (library users), the library perspective (library staff, management, and related officials), and the external perspective (including evaluators and monitoring data). Seven data collection methods were used: patron surveys, patron panel studies, focus group discussions, key informant and staff interviews, secondary data analysis, media analysis, and observations. The goal of the evaluation was to assess library performance for both formative and summative purposes by addressing evaluation questions on areas such as library services, use, and operations. Building upon the literature review of how mixed-methods approaches can contribute to library evaluation, the aim of this article is to show how a mixed-methods evaluation can be designed to examine multi-faceted library performance and to illustrate how the evaluation design allows information complementarity and can be utilized to present diverse viewpoints of the above three perspectives. The evaluation design, analysis process, and lessons learned from this study may be useful to evaluators engaged in evaluation of public services or programs (including public libraries) that examine multiple aspects of service performance and involve a variety of stakeholders.     

Stakeholder management and program planning in German public theaters

Taking the example of a German public professional theater, this study is the first to analyze how stakeholder interests are managed in the process of program planning. We address the following questions: (1) What are the goals and interests of the most influential stakeholders? (2) How are these goals and interests reflected by theater management when deciding the season's program? (3) Which strategies does theater management apply to balance conflicting stakeholder goals and interests? Results of our qualitative study identify five decisions to be made with regard to program planning: selection of the season's theme, plays, stage directors, cast, and chronological order of productions. Four strategies of balancing conflicting stakeholder goals and interests are identified: setting priorities, combining stakeholder interests, focusing on neutral goals, and developing audiences.