Suchergebnisse

The active participation of the stakeholder community is viewed as a crucial consideration in the regional assessment of climate change in the Mediterranean. Each of the CIRCE integrating case studies has benefited from the real-life experience and expertise of local and regional stakeholders. The level of involvement has included stakeholder dialogue on an informal basis throughout the project, culminating in a series of more formal regional stakeholder workshops in the final year of the project. For each case study, stakeholders were chosen from the arena for which decisions are made at the regional-to-local level, and comprise local and regional decision and policy makers within government departments, agencies, and public/private sector entities. Regional stakeholders have contributed to the case-study assessments in six key areas: the conceptual framework and indicator selection, data and knowledge, identification of climate impact thresholds, risk assessment and management, strategies for adaptation, and guidance for policy. However, impediments to stakeholder participation have also been highlighted and include lack of motivation and resources commitment, stakeholder fatigue, and a need for targeted information. The CIRCE experience suggests that a more participatory approach, which involves sharing of 'best' practice and accessible targeted information, will be fundamental to successful adaptation planning in the Mediterranean region. This experience has also been used to develop a good practice checklist for facilitating stakeholder involvement in research projects.

PurposeThe purpose of this paper is to investigate perceptions of the relative importance of different stakeholders (owners, employees, customers, non‐governmental organizations (NGOs) and governmental authorities) as agents motivating managers to engage in corporate social responsibility (CSR). The aim is to determine which stakeholders are viewed as key motivators and which the respondents think ought to be key stakeholders.Design/methodology/approachThis is an empirical study. Three stakeholder groups – corporate leaders, MSc business students and NGOs – were consulted through a paper survey (n = 264).FindingsThe findings reveal that the three stakeholder groups roughly agree that owners are the main motivators for managers to pursue CSR, followed by customers, governments, employees and NGOs, in that order. The paper then turned from perceptions of how things are to opinions about how things ought to be, asking who should be the main motivator. In this case, customers moved up to first place, followed by employees, owners, government and NGOs. Age, but not gender, was a significant variable. The older the respondents, the smaller the discrepancy between perceptions of what is and opinions about what ought to be.Research limitations/implicationsThis study was conducted in Norway and generalization is therefore limited. By replicating the study in other countries cultural differences can be investigated.Practical implicationsThe findings are applicable for evaluating different avenues for understanding and influencing managerial and stakeholder CSR behaviour.Originality/valueSeveral studies have concluded that stakeholders are of key importance in the CSR setting. However, few studies so far have compared the perceived relative "power" held by stakeholders. This type of knowledge can provide a key to understanding the development of CSR.

Corporate philanthropy, as an expression of commitment to the common good, can contribute to the creation of social value in companies. This corporate philanthropy can be managed in various ways. The choice of how to channel corporate philanthropy could be, in accordance with stakeholder theory, the result of companies' interactions with key stakeholders and, in accordance with the theory of signaling, a signal that companies use to respond to their demands. This approach contributes to the literature on bottom-up initiatives (stakeholder–managers) as opposed to top-down strategies (board–stakeholders) in relation to corporate social responsibility, which is becoming increasingly important in a society where networks of communication, cooperation and interaction are established. To this end, a study was conducted on 221 European companies indexed in the Dow Jones Sustainability Indices in the year 2018. The findings have several practical implications: The management of corporate philanthropy should take into account the stakeholders' requirements, and stakeholders show greater affinity and trust with the company when philanthropy is channeled through foundations. By contrast, donations are not associated with stakeholder attitudes. As a theoretical implication, this paper supports the theories of stakeholders and signaling by explaining the role of philanthropy in the relationship with stakeholders. ; RD PROJECTS ; European Union (EU) B1-SEJ-387-UGR18

Many are praising a recent Business Roundtable announcement that corporations should serve stakeholders as well as shareholders. On the surface, this may seem like a historic reversal of the status quo that has held since Milton Friedman's famous "shareholder primacy" theory was put forward in the 70s. But it's not that simple.

On this episode, Kate and Luigi layout the history of this theory, revealing that it's really been around for as long as we've been asking the most fundamental question in business: what is the purpose of a corporation? They explore that question, and interrogate the possible underlying motives behind the Business Roundtable's decision.