A challenge related to the expansion of wind power concerns how wind power developers can foster a good relationship with local communities. Building on research on social acceptance for wind power, this thesis addresses two identified gaps. The main focus is a theoretical gap, where previous research is criticized for assuming perfectly flexible organizations when suggesting how social acceptance can be enhanced. Also, an empirical gap is addressed by studying India, a different socio-economic and socio-cultural context compared to western contexts, which previous research has focused on. The aim is to study how management’s stakeholder prioritization affects community acceptance through a qualitative case study of a large Indian wind power developer with data from semi-structured interviews with senior management and internal company reports. The results show that managers’ stakeholder prioritizations and organizational constraints affect community acceptance and that the factors that enhance community acceptance has to be adapted to the context.

Problem: The scarcity of resources and increasing awareness of human rights issues in the media and the public are increasing the pressure on companies to introduce a Corporate Social Responsibility (CSR) strategy. Company Stakeholder Responsibility is a relatively new model in this field and is suggesting a wider approach to CSR. Purpose: The purpose of this thesis is to describe the topics of CSR, Stakeholder Theory and Company Stakeholder Responsibility and apply them in order to analyze the CSR strategy of H&M. The focus is on the similarities and differences between the theoretical requirements of the Company Stakeholder Responsibility model and the practical CSR strategy currently applied by H&M. Method: The approach used in this thesis is a case study approach with a focus on documentary exegesis. Documents were collected from H&M, media and NGOs and two interviews were conducted. Result: The CSR strategy of H&M is based on their seven commitments and has a very strong focus on the work with their suppliers. The main instrument for the implementation of the strategy is their Code of Conduct (COC) and for the monitoring, there is an auditing system with regular audits conducted by H&M. Conclusion: H&M with their CSR strategy has many similarities with the Company Stakeholder Responsibility model and they are trying to expand it to more stakeholders. While their strong focus on suppliers is good because they are their most important stakeholders, which also brings a danger of neglecting other stakeholder in terms of CSR. The strong focus on the price in their business model might also bring problems.

Landfilling waste material is still one of the most common methods to take care of waste in a big part of the world. Gaborone, the capital of Botswana located in the southern part of Africa is no different in this way. The major part of all waste is landfilled in Gaborone and there is only a minor part of all collected material that is recycled. One solution that earlier studies suggest is to build a transfer and recycling station in the city of Gaborone that can contribute to a more sustainable waste management. This study aims to identify the major waste streams of recyclable waste and also the major stakeholders that are active in this area through an exploratory study involving interviews, a workshop and a survey. The result of this thesis can hopefully assist in the preparations for such a transfer station. The conclusions of this study are many and contains of both hard facts and also loose ends that can contribute to pursue further studies. The first important result is that all the waste collection companies transports everything they collects to a landfill and it is only recycling organizations that are working with collection and recycling in Gaborone. These recycling organizations are a few but smaller compared to the waste collection companies in collected amounts of material. Besides these collection organizations, Gaborone City Council, the local municipality works with collection of household waste and the collaboration between these three groups that operates in the same environment is very poor. All the interviewed stakeholders showed a positive interest in the transfer and recycling station but there is only a small part of the commercial business in Gaborone that believes in a more serious waste management than landfilling. Despite that one major shopping mall actually sort out recyclables and saves 30% in waste management costs thanks to that. Another issue is the prevailing cultural contradictions that is obvious among the organizations in Gaborone. The last two bigger issues is the tremendously dull political bureaucracy that is appearing in Botswana and also that voices are raised that corruption is great beneath the surface.

This study explored stakeholder behaviour during consultation processes for development, implementation, and evaluation of multi-faceted tourism strategies, using the Victorian Alpine Resorts 2020 Strategy as a case study. Stakeholders were classified using six stakeholder types (Government/Semi-government, Alpine Resort Management Board, Industry Group, Ski Club, Community-based Organisation, Individual) and five behaviour groups (allied, cooperative, neutral, competitive, threatening). An examination was made of stakeholder behaviour across the consultation process from engagement in the development of the Strategy to implementation and in attitude toward participating in an evaluation of the Strategy, behaviour recorded and factors contributing to changing behaviour analysed. Stakeholders displayed complex behaviour patterns moving between behaviour classifications during and across the consultation process. Stakeholder behaviour and commitment to strategy implementation changed; neutral, competitive or threatening behaviour often led to less commitment to strategy success and higher levels of cynicism in the consultation process, allied or cooperative behaviour supported strategy development but did not always lead to a commitment to strategy success. Behaviour toward an evaluation of the strategy often reverted to that exhibited during development. The majority of the stakeholders exhibited behaviour changes in both positive and negative directions and key factors in this change were associated with the consultation process itself to varying degrees of disappointment or satisfaction with the content of the final strategy document. However, negative or positive stakeholder behaviour bore no relation to stakeholder commitment to the Strategy. The findings of this study have added the element of behaviour to stakeholder theory and analysis of stakeholders, which is currently limited to describing and identifying stakeholders. Using this understanding a model of stakeholder behaviour has been developed comprising four behaviour groups (allied, disconnected, guarded and neutral), with indicators of behaviour and suggested consultation strategies to overcome negative responses. The model may facilitate the management of stakeholder consultation processes for positive long-term outcomes, the result of which would be the ongoing support and commitment of stakeholders to strategy or policy development and implementation.

Little is known about how employees in New Zealand companies view their organisation’s involvement in community-based initiatives that attempt to address areas of social needs. Understanding what people and organisations think from their frame of reference (Taylor & Bodgan, 1998) on ways of contributing to enhance community wellbeing is of high importance within a nation growing in diversity, and where everyone needs to fully participate in building a harmonious society (Ministry of Social Development, 2005; Swanson, 2002). Despite abundant extant research and many models already developed, frameworks in this area are fragmented. A case study approach has been adopted using one New Zealand Company to test a preliminary framework, Stakeholders and Organisational Enablers Relationship (SOER) Model, that analyses “the nature of relationships in terms of processes and outcomes for the business and its stakeholders” (Jones & Wicks, 1999, p. 207). From investigating the company’s community involvement from the employees’ perspective, results indicate that this particular company is engaging with the community, supporting and empowering employees to participate in the company’s community programme and thereby making a difference in the community by giving to the community. However, in general terms, solving recurring social, economic, political and psychological issues that influence social wellbeing requires cooperation between public, private, and voluntary sectors of the community (New Zealand Ministry of Economic Development, New Zealand Ministry of Social Development, New Zealand Dept of Labour, & New Zealand Dept of Statistics, 2003; Roberts & King, 1989; Steane, 1999). While the results from the case company reported in this study demonstrate that community engagement is being taken seriously by exemplary private sector companies, generalisation of these findings would require further cross-sectional research across industries and organisations from all sectors: private, public and voluntary.

Universiẗat, Diss.--Bayreuth, 2006. / Literaturverz. S. 233 - 283.

Zugl.: München, Techn. Univ., Diss., 2008

Universiẗat, Diss--St. Gallen, 2001.

Zugleich: Diss. Nr. 18039 Wiss. ETH Zürich, 2008. / Am Fuss des Titelbl.: Institut für Bauplanung und Baubetrieb, ETH Zürich. Literaturverz.

Zugl.: München, Techn. Univ., Diss., 2009