Thesis (Ph. D.)--University of California, Los Angeles, 1993. / Vita. Includes bibliographical references (leaves 143-153).

Thesis (Ph. D.)--University of Kentucky, 2001. / Vita. Includes bibliographical references (leaves 276-292).

Thesis (M.C.A.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

Thesis (Ed. D.)--Graduate School of Education, Oral Roberts University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 132-138 ).

Dissertation (Ph.D.)--The University of North Carolina at Greensboro, 2010. / Directed by Terry Ackerman; submitted to the Dept. of Educational Research Methodology. Title from PDF t.p. (viewed Jul. 9, 2010). Includes bibliographical references (p. 130-141).

Thesis (Ph. D.)--Oxford Graduate School, 2001. / Includes bibliographical references (leaves [128]-137).

Thesis (Ph. D.)--Industrial and Systems Engineering, Georgia Institute of Technology, 2007. / Branislav Vidakovic, Committee Member ; Chip White, Committee Member ; Amy Pritchett, Committee Member ; Ken Boff, Committee Member ; William B. Rouse, Committee Member.

Thesis (M. Div.)--Emmanuel School of Religion, Johnson City, Tenn., 2003. / Abstract and vita. Includes bibliographical references (leaves 114-119).

Thesis (Ph. D.)--Georgia State University, 2005. / Daniel Robey, committee chair; Pamela Barr, Mark Keil, Ephraim McLean, committee members. Electronic text (209 p. : col. ill.) : digital, PDF file. Description based on contents viewed Aug. 10, 2007. Includes bibliographical references (p. 197-207).

This research investigates the relationship among the stakeholders during the strategic planning process in an airline company. The concept of involving stakeholders in strategic planning is based on the assumption that engaging stakeholders in a meaningful way will increase the benefits for both the organization and the stakeholders. The growth trend of the company investigated has resulted in complexity due to the growth of its internal and external stakeholders and the influence that their relationships can have on strategic planning. Whereas studies have identified a number of factors that can influence stakeholder relations, it has also been suggested that relationships could further be influenced by host of other stakeholder-related attributes. It is in this context that the study answers the following research questions: (1) how do stakeholders understand their responsibilities in strategic planning?; (2) how do they perceive the importance of communication and coordination to their relationship during the planning process?; and (3) how do the stakeholders‘ expectations shape the challenges faced by the company and their relationship during strategic planning? The study employs the qualitative method of research using the interview technique to collect data to gain insights into how the participants perceive and make sense of their relationships during strategic planning in their company. The conceptual dimension of the study is premised on the two streams of meaning of relationships and the dynamics of stakeholder relations during strategic planning projected in the literature. The methodological dimension is premised on the importance of lived experience as a significant source of knowledge. In this respect, the study draws on phenomenology using narrative analysis and inductive content analysis in the treatment of data. Accordingly, the study found that stakeholders bring to the table a plethora of responsibilities which have significant upward and downward influences during strategic planning. There is a consensus among stakeholders on the general importance of the relational benefits of coordination and communication. Real time coordination and communication with external stakeholders is differentially perceived within the range of poor to excellent. Likewise, there is differential perception of the relational importance of communication in terms of organizational context. Whether the coordination among stakeholders is perceived as excellent or poor, the bottom line is that stakeholder relations in the company remains a challenge. Stakeholders have multiple expectations of the company strategic plan and the strategic planning process which further raises multi-faceted challenges to the company. Based on the findings the study came up with a model that highlights the streams of thought pursued in the study. The findings affirm the view that relationships result from what transpires, happens, or occurs during strategic planning. Likewise, the inherent connectivity that results from the social nature of individuals involved in the planning process is affirmed. The former is on account of the responsibilities of the stakeholders and the latter on account of the inherent value that stakeholders place on strategic planning. The quality and extent of stakeholder relations however is moderated by extent and quality of coordination and communication before and during the planning process.