AN ABSTRACT OF THE DISSERTATION OF SARAH RUTH EPPLIN, for the Doctor of Philosophy degree in CURRICULUM AND INSTRUCTION, presented on September 3, 2015, at Southern Illinois University Carbondale. TITLE: RESPONSE TO INTERVENTION (RTI) STAKEHOLDER PERCEPTIONS IN THE SCHOOLS OF SOUTHERN ILLINOIS MAJOR PROFESSOR: Dr. Grant Miller Response to Intervention (RtI) was proposed as an alternative to the discrepancy model for identifying students with Specific Learning Disabilities (SLD) in the reauthorization of IDEA, 2004. RtI requires stakeholders to significantly change how all students are taught. Accepting the changes accompanying educational reforms has been challenging for educators and RtI is no exception. To measure the beliefs and perceptions of stakeholders in Southern Illinois, a survey with a likert-type rating scale was conducted to gauge stakeholder perceptions of academic abilities and performance of students with disabilities, perceptions about data-based decision making, perceptions of the functions of core and supplemental instruction, and perceptions of practices. Analysis was then performed to determine whether significant differences existed among stakeholder groups in relationship to the aforementioned factors. Statistical significance was found in the area of perceptions about data-based decision making. Additional correlational analysis failed to find a relationship between factors and level of education or number of years experience in education. Results of this study suggest that beliefs and perceptions of current stakeholders in RtI are impacted by historical factors, understanding of data taking practices/interpretation, and a lived experience of many educational changes.

The Sustainable Forest Management (SFM) was first introduced in all commercial forest reserves in Sabah in 1997. This policy gives hope to the state government to manage the forests in a sustainable manner following the forest development phase of revenue oriented timber exploitation, which has contributed to the decline in forest resources; the increase in forest degradation and the decrease in state income earned from the forestry sector. Under the SFM concept, the forest of the state was divided into Forest Management Units (FMUs) managed by FMU holders under different institutional arrangements of state, state enterprise and private sector. This study was conducted to investigate the corporate-stakeholder interrelation under the SFM concept implemented by the FMU holder in Sabah, Malaysia. The research was based on the ‘Triple Typology Perspective of Stakeholder Theory’, which encapsulates three different perspectives of ‘conceptual’, ‘corporate’ and ‘stakeholder’ centric. The ‘conceptual’ perspective explores the overall SFM concept and its relation to the FMU holder – stakeholder interaction. The ‘corporate’ view investigates how the FMU holders as the corporate part of the SFM concept deals with their stakeholders; and the ‘stakeholder’ perspective analyses the relation between stakeholders, the FMU holders and SFM implementation. Stakeholder analysis was used to gather information with the application of methods incorporating literature reviews, expert interviews, focus groups, meetings and discussion, questionnaire surveys and Q methodology. Four FMUs were selected as study areas, which managed by the state, state enterprise and private sector. The respondents were encompassed personal of Sabah Forestry Department (SFD), FMU managers and FMU workers, various governmental and non-governmental agencies, and local communities of eight villages located within and in the fringe of FMU areas involved in the study. Under the ‘conceptual centric’, different groups of stakeholders were identified based on SFM documentation, which also provide the normative basis for the SFM concept. The contemporary implementation of SFM was assessed based on stakeholders’ perspective, which indicated that the overall SFM contribution entailed mainly on satisfaction of environment objectives, followed by economic and, to a lesser degree, social objectives. Different categories of stakeholders were identified based on their perceptions of various issues under SFM implementation. These include the level of cooperation or conflict; degree of stakeholder participation; views of specific individuals and a thorough comparison of individual subjectivity. There is, however, an agreement to the statements on the influential factors towards effective SFM implementation, which include the administration and leadership of SFD, and good collaboration between SFD and the FMU holders. Other consensuses were related to the roles of participation in promoting learning about synergy and the importance of various forest uses, and that it should be able to influence the decision-making during the consultation process. The implementation of SFM was agreed in influencing towards investment in the forestry sector and the development of the rural area in the state. The ‘corporate centric’ indicates the different approaches of stakeholder management under the different arrangements of FMU holders. The SFM operations with a high level of stakeholder involvement were identified as community forestry programme followed by forest conservation, forest protection, development and preparation of plans, administration, human resource development, and research and development. The important stakeholders, according to their degree of involvement in SFM operations were the internal stakeholders of FMU workers, followed by external stakeholders of the staff of SFD, contractors, local communities, local authorities, consultants, businessmen/traders and researchers/scientists. Other stakeholders were various state government agencies, manufacturers, shareholders, NGOs (local), international agencies, NGOs (international), donors, federal government agencies and other FMU holders. The ‘stakeholder centric’ identifies the various stakeholders interests and claims associated with SFM implementation that depend on stakeholder affiliation. The main groups in this study were multi-interest stakeholder groups (n=104) and the local community groups of the selected villages (n=332). The interests and claims of the multi-interest stakeholder group were related to SFM objectives such as good management of the forest, protection and conservation of environment and biodiversity, and protection of water catchment areas. The local community groups, on the other hand, were mainly concerned with the importance of the forest as a source for foods, land for agriculture and other livelihood purposes. There are various approaches for stakeholder relation management (SRM) that are employed by the FMU holders and stakeholders. These may consist of management quality system, CSR program, the community forest development project; inter agency meetings and dialogue; and collaboration and cooperation with other agencies and institutions. SRM can assist in balancing conflicts that arise, promoting cooperation, and advancing the knowledge and understanding on the SFM concept among the stakeholders. The SRM approaches under the SFM implementation can augment participation by the stakeholders, which in turn will promote effective and efficient implementation of SFM. The mutual relation of the SFM concept and SRM is advancing stakeholder participation in promoting effective implementation of SFM at the FMU level. The inter-relation of the ‘triple perspective typology of stakeholder theory’ was integrated as new contexts to achieve objectives for sustainability under SFM policy, with the business case of corporate sustainability, and the wider scope of the ecosystem approach and the sustainable development. / Das Konzept Sustainable Forest Management (SFM) wurde erstmals in allen kommerziellen Waldreservaten in Sabah, Malaysia, im Jahr 1997 eingeführt. Mit dieser Politik verbindet die Landesregierung die Hoffnung, dass die Wälder nun in einer nachhaltigen Art und Weise bewirtschaftet werden können, nachdem die fast ausschließlich auf Einnahmen orientierte Holznutzung zum Rückgang der Waldbestände, zur Zunahme der Waldzerstörung und damit letztendlich auch zum Rückgang der Staatseinnahmen aus der Forstwirtschaft beigetragen hat. Zur Umsetzung des SFM-Konzepts wurde der Staatswald in Forest Management Units (FMU) unterteilt, die von FMU Haltern aus verschiedenen Staatsinstitutionen, Staatsunternehmen und der Privatwirtschaft verwaltet werden. Die vorliegende Arbeit untersucht das Verhältnis zwischen Unternehmen als FMU-Bewirtschaftern und Stakeholdern im Konzept nachhaltiger Waldbewirtschaftung, das von FMUs in Sabah, Malaysia implementiert wurde. Die Arbeit basiert auf der „Triple-Typology Perspective of Stakeholder Theory“, welche drei verschiedene Perspektiven beinhaltet, die konzeptionell, unternehmensbezogen oder Stakeholder-zentriert sind. Dabei untersucht die konzeptionelle Perspektive SFM-Konzepte und die daraus resultierenden Beziehungen zwischen FMU-Bewirtschafter und ihren jeweiligen Stakeholdern. Die unternehmenszentrierte Sicht legt den Schwerpunkt darauf, wie FMU-Bewirtschafter als Teil des SFM-Konzeptes mit Stakeholdern interagieren. Die Stakeholder-Perspektive analysiert das Verhältnis zwischen Stakeholdern, FMU-Bewirtschafter und der SFM-Implementierung. Die Daten wurden mit Hilfe der Stakeholder-Theorie unter Anwendung quantitativer und qualitativer Methoden wie Literaturrecherche, Experteninterviews, Fokusgruppen, informellen Treffen und Diskussionsrunden, schriftlichen Befragungen und der Q-Methodologie erhoben. Als Untersuchungseinheiten wurden vier FMUs ausgewählt, die durch den Staat, den staatlichen Forstbetrieb und den privatem Sektor bewirtschaftet werden. Die Befragungsteilnehmer setzten sich aus Personal der Forstverwaltung Sabah (Sabah Forestry Department, SFD), den FMU-Bewirtschaftern und –Mitarbeitern, verschiedenen Regierungs- und Nicht-Regierungsorganisationen und lokalen Gemeinschaften in acht Dörfern innerhalb sowie im Randgebiet der FMUs zusammen. In Bezug auf die konzeptionelle Perspektive wurden, basierend auf der SFM-Dokumentation, verschiedene Stakeholder-Gruppen identifiziert, die die normative Basis für das SFM-Konzept liefern. Dessen Implementation wurde aus Sicht der Stakeholder analysiert. Es zeigte sich, dass der gesamte Beitrag zum SFM vornehmlich umweltbezogene Zielsetzungen erfüllt, gefolgt von ökonomischen und, zu einem noch geringeren Grad, sozialen Zielen. Mehrere Kategorien von Stakeholdern wurden auf Grundlage ihrer Wahrnehmung verschiedener Aspekte im Zuge der SFM-Implementation identifiziert. Diese umfassen die Kooperations- oder Konfliktebene, den Grad der Stakeholder-Beteiligung sowie individuelle Betrachtungen. Es gibt eine Übereinstimmung zu Äußerungen, welche Einflussfaktoren hinsichtlich effektiver SFM-Implementierung entscheidend sind. Dabei wurden vor allem das Management und die Führung der, der SFD sowie gute Zusammenarbeit zwischen dem SFD und den FMU-Bewirtschaftern genannt. Weitere Übereinstimmung besteht darin, die Weiterbildung über die Bedeutung unterschiedlicher Waldnutzungen und deren Ausbalancierung zu stärken, um die Entscheidungsfindung im Konsultationsprozess beeinflussen zu können. Auch herrschte Einigkeit darin, durch Investition in den Forstsektor und Entwicklung ländlicher Regionen die Implementation von SFM zu stärken. Der unternehmensbezogene Fokus konzentriert sich auf die verschiedenen Ansätze des Stakeholder-Managements unter unterschiedlichen Charakteristika der FMU-Bewirtschafter. SFM-Maßnahmen mit einem hohen Grad an Stakeholder-Beteiligung sind Gemeinschaftsforstprogramme (community forestry programmes), gefolgt von Waldnaturschutz, Waldschutz, Entwicklung und Vorbereitung von Plänen, Verwaltung, die Entwicklung von Humanressourcen sowie Forschung und Entwicklung. Die wichtigsten Stakeholder, bezogen auf ihren Beteiligungsgrad in SFM-Maßnahmen, waren intern die Mitarbeiter der FMUs und extern die Mitarbeiter der SFD, Vertragsnehmer, lokale Gemeinschaftsgruppen und Verwaltungen, Berater, Geschäftsleute/Händler und Forscher/Wissenschaftler. Weitere Stakeholder waren verschiedene Regierungsorganisationen, Produzenten, Aktionäre, internationale Behörden, lokale und internationale NGOs, Behörden der föderalen Regierung und andere FMU-Bewirtschafter. Die Stakeholder Perspektive identifiziert verschiedene Interessen und Forderungen der Stakeholder, die sich auf die SFM-Implementation beziehen und von der Stakeholder-Zugehörigkeit abhängen. Die Hauptgruppen in dieser Studie waren sogenannte Mehrinteressen-Stakeholder-Gruppen (n=104) und lokale Gemeinschaftsgruppen (n=332). Die Interessen und Forderungen der Mehrinteressen-Stakeholder-Gruppen waren bezogen auf SFM-Ziele wie gute Waldbewirtschaftung, Schutz und Erhaltung der Umwelt und Biodiversität sowie Schutz von Wassereinzugsgebieten. Andererseits stand der Wald als Quelle für Nahrung, landwirtschaftliche Flächen und andere Aspekte des Lebensunterhaltes im Mittelpunkt des Interesses lokaler Gemeinschaftsgruppen. Es gibt zahlreiche Ansätze für das Management von Stakeholder-Beziehungen (Stakeholder Relation Management, SRM), welches durch FMU-Bewirtschafter und Stakeholder genutzt wird. Der SRM-Ansatz besteht aus dem Bewirtschaftungsqualitätssystem, CSR-Programm, dem Gemeinschaftswaldentwicklungsprojekt, multilateralen Treffen und Dialog zwischen den Behörden, und Zusammenarbeit und Kooperation mit anderen Behörden und Organisationen. SRM kann dazu dienen, mögliche Konflikte auszubalancieren, Kooperation zu begünstigen sowie das Wissen und Verständnis von SFM zu fördern. Die Einbindung von SRM in die Implementation von SFM erweitert die Beteiligung der Stakeholder, was wiederum zu einer effektiveren und effizienteren Implementation von SFM auf FMU-Ebene führen kann. Die Wechselbeziehungen zwischen der „Triple-Perspective Typology of Stakeholder Theory“ und dem Ökosystemansatz, der unternehmensbezogenen Nachhaltigkeit und dem Konzept des Sustainable Forest Management bilden die Grundlage, um das Ziel einer umfassenden Nachhaltigkeit zu erreichen.

The Sustainable Forest Management (SFM) was first introduced in all commercial forest reserves in Sabah in 1997. This policy gives hope to the state government to manage the forests in a sustainable manner following the forest development phase of revenue oriented timber exploitation, which has contributed to the decline in forest resources; the increase in forest degradation and the decrease in state income earned from the forestry sector. Under the SFM concept, the forest of the state was divided into Forest Management Units (FMUs) managed by FMU holders under different institutional arrangements of state, state enterprise and private sector. This study was conducted to investigate the corporate-stakeholder interrelation under the SFM concept implemented by the FMU holder in Sabah, Malaysia. The research was based on the ‘Triple Typology Perspective of Stakeholder Theory’, which encapsulates three different perspectives of ‘conceptual’, ‘corporate’ and ‘stakeholder’ centric. The ‘conceptual’ perspective explores the overall SFM concept and its relation to the FMU holder – stakeholder interaction. The ‘corporate’ view investigates how the FMU holders as the corporate part of the SFM concept deals with their stakeholders; and the ‘stakeholder’ perspective analyses the relation between stakeholders, the FMU holders and SFM implementation. Stakeholder analysis was used to gather information with the application of methods incorporating literature reviews, expert interviews, focus groups, meetings and discussion, questionnaire surveys and Q methodology. Four FMUs were selected as study areas, which managed by the state, state enterprise and private sector. The respondents were encompassed personal of Sabah Forestry Department (SFD), FMU managers and FMU workers, various governmental and non-governmental agencies, and local communities of eight villages located within and in the fringe of FMU areas involved in the study. Under the ‘conceptual centric’, different groups of stakeholders were identified based on SFM documentation, which also provide the normative basis for the SFM concept. The contemporary implementation of SFM was assessed based on stakeholders’ perspective, which indicated that the overall SFM contribution entailed mainly on satisfaction of environment objectives, followed by economic and, to a lesser degree, social objectives. Different categories of stakeholders were identified based on their perceptions of various issues under SFM implementation. These include the level of cooperation or conflict; degree of stakeholder participation; views of specific individuals and a thorough comparison of individual subjectivity. There is, however, an agreement to the statements on the influential factors towards effective SFM implementation, which include the administration and leadership of SFD, and good collaboration between SFD and the FMU holders. Other consensuses were related to the roles of participation in promoting learning about synergy and the importance of various forest uses, and that it should be able to influence the decision-making during the consultation process. The implementation of SFM was agreed in influencing towards investment in the forestry sector and the development of the rural area in the state. The ‘corporate centric’ indicates the different approaches of stakeholder management under the different arrangements of FMU holders. The SFM operations with a high level of stakeholder involvement were identified as community forestry programme followed by forest conservation, forest protection, development and preparation of plans, administration, human resource development, and research and development. The important stakeholders, according to their degree of involvement in SFM operations were the internal stakeholders of FMU workers, followed by external stakeholders of the staff of SFD, contractors, local communities, local authorities, consultants, businessmen/traders and researchers/scientists. Other stakeholders were various state government agencies, manufacturers, shareholders, NGOs (local), international agencies, NGOs (international), donors, federal government agencies and other FMU holders. The ‘stakeholder centric’ identifies the various stakeholders interests and claims associated with SFM implementation that depend on stakeholder affiliation. The main groups in this study were multi-interest stakeholder groups (n=104) and the local community groups of the selected villages (n=332). The interests and claims of the multi-interest stakeholder group were related to SFM objectives such as good management of the forest, protection and conservation of environment and biodiversity, and protection of water catchment areas. The local community groups, on the other hand, were mainly concerned with the importance of the forest as a source for foods, land for agriculture and other livelihood purposes. There are various approaches for stakeholder relation management (SRM) that are employed by the FMU holders and stakeholders. These may consist of management quality system, CSR program, the community forest development project; inter agency meetings and dialogue; and collaboration and cooperation with other agencies and institutions. SRM can assist in balancing conflicts that arise, promoting cooperation, and advancing the knowledge and understanding on the SFM concept among the stakeholders. The SRM approaches under the SFM implementation can augment participation by the stakeholders, which in turn will promote effective and efficient implementation of SFM. The mutual relation of the SFM concept and SRM is advancing stakeholder participation in promoting effective implementation of SFM at the FMU level. The inter-relation of the ‘triple perspective typology of stakeholder theory’ was integrated as new contexts to achieve objectives for sustainability under SFM policy, with the business case of corporate sustainability, and the wider scope of the ecosystem approach and the sustainable development. / Das Konzept Sustainable Forest Management (SFM) wurde erstmals in allen kommerziellen Waldreservaten in Sabah, Malaysia, im Jahr 1997 eingeführt. Mit dieser Politik verbindet die Landesregierung die Hoffnung, dass die Wälder nun in einer nachhaltigen Art und Weise bewirtschaftet werden können, nachdem die fast ausschließlich auf Einnahmen orientierte Holznutzung zum Rückgang der Waldbestände, zur Zunahme der Waldzerstörung und damit letztendlich auch zum Rückgang der Staatseinnahmen aus der Forstwirtschaft beigetragen hat. Zur Umsetzung des SFM-Konzepts wurde der Staatswald in Forest Management Units (FMU) unterteilt, die von FMU Haltern aus verschiedenen Staatsinstitutionen, Staatsunternehmen und der Privatwirtschaft verwaltet werden. Die vorliegende Arbeit untersucht das Verhältnis zwischen Unternehmen als FMU-Bewirtschaftern und Stakeholdern im Konzept nachhaltiger Waldbewirtschaftung, das von FMUs in Sabah, Malaysia implementiert wurde. Die Arbeit basiert auf der „Triple-Typology Perspective of Stakeholder Theory“, welche drei verschiedene Perspektiven beinhaltet, die konzeptionell, unternehmensbezogen oder Stakeholder-zentriert sind. Dabei untersucht die konzeptionelle Perspektive SFM-Konzepte und die daraus resultierenden Beziehungen zwischen FMU-Bewirtschafter und ihren jeweiligen Stakeholdern. Die unternehmenszentrierte Sicht legt den Schwerpunkt darauf, wie FMU-Bewirtschafter als Teil des SFM-Konzeptes mit Stakeholdern interagieren. Die Stakeholder-Perspektive analysiert das Verhältnis zwischen Stakeholdern, FMU-Bewirtschafter und der SFM-Implementierung. Die Daten wurden mit Hilfe der Stakeholder-Theorie unter Anwendung quantitativer und qualitativer Methoden wie Literaturrecherche, Experteninterviews, Fokusgruppen, informellen Treffen und Diskussionsrunden, schriftlichen Befragungen und der Q-Methodologie erhoben. Als Untersuchungseinheiten wurden vier FMUs ausgewählt, die durch den Staat, den staatlichen Forstbetrieb und den privatem Sektor bewirtschaftet werden. Die Befragungsteilnehmer setzten sich aus Personal der Forstverwaltung Sabah (Sabah Forestry Department, SFD), den FMU-Bewirtschaftern und –Mitarbeitern, verschiedenen Regierungs- und Nicht-Regierungsorganisationen und lokalen Gemeinschaften in acht Dörfern innerhalb sowie im Randgebiet der FMUs zusammen. In Bezug auf die konzeptionelle Perspektive wurden, basierend auf der SFM-Dokumentation, verschiedene Stakeholder-Gruppen identifiziert, die die normative Basis für das SFM-Konzept liefern. Dessen Implementation wurde aus Sicht der Stakeholder analysiert. Es zeigte sich, dass der gesamte Beitrag zum SFM vornehmlich umweltbezogene Zielsetzungen erfüllt, gefolgt von ökonomischen und, zu einem noch geringeren Grad, sozialen Zielen. Mehrere Kategorien von Stakeholdern wurden auf Grundlage ihrer Wahrnehmung verschiedener Aspekte im Zuge der SFM-Implementation identifiziert. Diese umfassen die Kooperations- oder Konfliktebene, den Grad der Stakeholder-Beteiligung sowie individuelle Betrachtungen. Es gibt eine Übereinstimmung zu Äußerungen, welche Einflussfaktoren hinsichtlich effektiver SFM-Implementierung entscheidend sind. Dabei wurden vor allem das Management und die Führung der, der SFD sowie gute Zusammenarbeit zwischen dem SFD und den FMU-Bewirtschaftern genannt. Weitere Übereinstimmung besteht darin, die Weiterbildung über die Bedeutung unterschiedlicher Waldnutzungen und deren Ausbalancierung zu stärken, um die Entscheidungsfindung im Konsultationsprozess beeinflussen zu können. Auch herrschte Einigkeit darin, durch Investition in den Forstsektor und Entwicklung ländlicher Regionen die Implementation von SFM zu stärken. Der unternehmensbezogene Fokus konzentriert sich auf die verschiedenen Ansätze des Stakeholder-Managements unter unterschiedlichen Charakteristika der FMU-Bewirtschafter. SFM-Maßnahmen mit einem hohen Grad an Stakeholder-Beteiligung sind Gemeinschaftsforstprogramme (community forestry programmes), gefolgt von Waldnaturschutz, Waldschutz, Entwicklung und Vorbereitung von Plänen, Verwaltung, die Entwicklung von Humanressourcen sowie Forschung und Entwicklung. Die wichtigsten Stakeholder, bezogen auf ihren Beteiligungsgrad in SFM-Maßnahmen, waren intern die Mitarbeiter der FMUs und extern die Mitarbeiter der SFD, Vertragsnehmer, lokale Gemeinschaftsgruppen und Verwaltungen, Berater, Geschäftsleute/Händler und Forscher/Wissenschaftler. Weitere Stakeholder waren verschiedene Regierungsorganisationen, Produzenten, Aktionäre, internationale Behörden, lokale und internationale NGOs, Behörden der föderalen Regierung und andere FMU-Bewirtschafter. Die Stakeholder Perspektive identifiziert verschiedene Interessen und Forderungen der Stakeholder, die sich auf die SFM-Implementation beziehen und von der Stakeholder-Zugehörigkeit abhängen. Die Hauptgruppen in dieser Studie waren sogenannte Mehrinteressen-Stakeholder-Gruppen (n=104) und lokale Gemeinschaftsgruppen (n=332). Die Interessen und Forderungen der Mehrinteressen-Stakeholder-Gruppen waren bezogen auf SFM-Ziele wie gute Waldbewirtschaftung, Schutz und Erhaltung der Umwelt und Biodiversität sowie Schutz von Wassereinzugsgebieten. Andererseits stand der Wald als Quelle für Nahrung, landwirtschaftliche Flächen und andere Aspekte des Lebensunterhaltes im Mittelpunkt des Interesses lokaler Gemeinschaftsgruppen. Es gibt zahlreiche Ansätze für das Management von Stakeholder-Beziehungen (Stakeholder Relation Management, SRM), welches durch FMU-Bewirtschafter und Stakeholder genutzt wird. Der SRM-Ansatz besteht aus dem Bewirtschaftungsqualitätssystem, CSR-Programm, dem Gemeinschaftswaldentwicklungsprojekt, multilateralen Treffen und Dialog zwischen den Behörden, und Zusammenarbeit und Kooperation mit anderen Behörden und Organisationen. SRM kann dazu dienen, mögliche Konflikte auszubalancieren, Kooperation zu begünstigen sowie das Wissen und Verständnis von SFM zu fördern. Die Einbindung von SRM in die Implementation von SFM erweitert die Beteiligung der Stakeholder, was wiederum zu einer effektiveren und effizienteren Implementation von SFM auf FMU-Ebene führen kann. Die Wechselbeziehungen zwischen der „Triple-Perspective Typology of Stakeholder Theory“ und dem Ökosystemansatz, der unternehmensbezogenen Nachhaltigkeit und dem Konzept des Sustainable Forest Management bilden die Grundlage, um das Ziel einer umfassenden Nachhaltigkeit zu erreichen.

Thesis advisor: Lauren Saenz / Stakeholder involvement is widely acknowledged to be an important aspect of program evaluation (Mertens, 2007; Greene, 2005a; Brandon, 1998). However, limited work has been done to empirically study evaluators’ practices of stakeholder involvement and ways in which stakeholder involvement is affected or guided by various factors. As evaluators interact with and place value on the input of stakeholders, social, cultural, and historical backgrounds will always be infused into the context (Mertens & Wilson, 2012; MacNeil, 2005). The field of evaluation has done little to critically examine how such contexts impact evaluators’ perceptions of stakeholders and their involvement. The present study attempts to fill these gaps, focusing specifically on the relationships among evaluator identities and characteristics, evaluation models, and stakeholder involvement. Using the frameworks of critical evaluation theory (Freeman & Vasconcelos, 2010) and a theory of capital (Bourdieu, 1986), the present study utilized a sequential explanatory mixed methods approach. A sample of 272 practicing program evaluators from the United States and Canada provided quantitative survey data, while a sample of nine evaluators provided focus group and interview data. Regression analyses and thematic content analyses were conducted. Findings from the quantitative strand included relationships between: (1) measures of individualism-collectivism and stakeholder involvement outcomes, (2) contextual evaluation variables and stakeholder involvement outcomes, (3) use of use, values or social justice branch evaluation models and stakeholder involvement outcomes, and (4) whether the evaluator identified as a person of color and the diversity of involved stakeholders. Findings from the qualitative strand demonstrated the role of dominant frameworks of evaluation serving to perpetuate systems of power. Participating evaluators revealed ways in which they feel and experience systems of power acting on them, including participation in, recognition of, and responses to oppression. The qualitative strand showed that evaluation models may be used to help recognize power dynamics, but that they are also used to reinforce existing power dynamics. Implications and recommended directions for future research are discussed. / Thesis (PhD) — Boston College, 2015. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Research, Measurement and Evaluation.

A teoria dos stakeholders tem apresentado significativos avanços conceituais quanto a criação e distribuição de valor para os stakeholders. No entanto, algumas questões ainda são pouco exploradas nessa literatura. Uma delas refere-se à relação entre a distribuição de valor para os stakeholders e o desempenho organizacional. Esta pesquisa contribui com esta questão ao analisar a relação entre distribuição de valor tangível e intangível para o stakeholder funcionário e o desempenho organizacional. Como objetivos específicos, definiu-se: a) analisar a relação entre distribuição de valor tangível para os funcionários e o desempenho de curto e longo prazo da empresa; b) analisar a relação entre distribuição de valor intangível para os funcionários e o desempenho de curto e longo prazo da empresa. Para operacionalização da pesquisa foi selecionado o stakeholder funcionário, uma vez que este é um dos stakeholders mais estreitamente ligado à criação de valor da empresa, tem acesso a informações chaves, possui competências críticas para a geração de renda, e, consequentemente, um custo de reposição muito alto. A Revisão de Literatura abordou três teorias. A primeira foi a Teoria dos Stakeholders, da qual emergiu o problema de pesquisa. A segunda teoria utilizada foi a Gestão Estratégica de Recursos Humanos que contribuiu para a discussão sobre atendimento do stakeholder funcionário e desempenho organizacional. Por fim, foram empregadas teorias de motivação para explicar como o valor distribuído ao funcionário afeta sua motivação e, consequentemente, o desempenho organizacional. O método utilizado compreende uma abordagem quantitativa, cuja análise dos dados foi realizada por meio da técnica de regressão. Foram analisadas 40 empresas ao longo de quatro anos. A amostra compreendeu o conjunto de empresas que responderam ao questionário do Índice de Sustentabilidade Empresarial (ISE), da BM&FBovespa, nos anos de 2010 à 2013. Este conjunto incluiu tanto empresas de capital aberto, listadas na Bolsa de Valores, quanto suas controladas. Os resultados desta pesquisa indicam que o valor tangível está mais associado ao desempenho de curto prazo enquanto o valor intangível tem efeitos no desempenho de longo prazo. Esta pesquisa apresenta contribuições teóricas e gerenciais. Sob o ponto de vista teórico, apresenta os mecanismos pelos quais a distribuição de valor para o stakeholder funcionário afeta o desempenho organizacional e testa empiricamente essa relação. Em termos gerenciais, os resultados são úteis para os gestores na decisão de que tipo de valor distribuir para o atendimento do funcionário que resulte em um melhor desempenho organizacional. / The Stakeholder Theory has shown significant conceptual advances regarding the value creation and distribution for stakeholders. However, some issues remain little explored in this literature. One of these issues is relate to the relationship between value distribution for stakeholders and organizational performance. This research contributes to this issue since analyze the relationship between the distribution of tangible and intangible values for the employee stakeholder and organizational performance. The specific objectives are: a) analyze the relationship between distribution of tangible value for employees and short and long-term organizational performance; b) analyze the relationship between distribution of intangible value for employees and short and long-term organizational performance. In order to perform the research it was selected the employee stakeholder, since this is one of the most closely stakeholder associated with the firm\'s value creation, has access to key information, critical skills to generate rent, and high replacement cost. The Literature Review section covers three theories. The first one is the Stakeholders Theory, from which the research problem emerged. The second theory is the Strategic Human Resource Management (SHRM), which contributed to the discussion on the employee stakeholder and organizational performance. Finally, theories of motivation were used to explain how the value distributed for employees affects their motivation and therefore organizational performance. The method comprised a quantitative approach, which analysis was performed through the regression technique. It was analyzed 40 firms over four years. The sample is composed by firms that responded the Corporate Sustainability Index (ISE) questionnaire, from the BM&FBovespa, in the years from 2010 to 2013. This set of firms included both publicly traded companies listed on the Stock Exchange, and their subsidiaries. The results indicate that the tangible value is more associated with short-term performance while the intangible value has effects on long-term performance. This research presents theoretical and managerial contributions. From the theoretical point of view, this study presents the mechanisms through which the distribution of value for employees affects organizational performance and test empirically this relationship. In terms of management, the results are useful to managers decide what kind of value distribute to employees in order to achieve a better firm performance

O relacionamento entre empresas e sociedade faz emergir a necessidade de prestação de contas a distintos grupos de interesse e a DVA apresenta-se como ferramenta importante, ao apresentar informações relevantes a diferentes stakeholders. Este trabalho discute a interpretação dessa demonstração a partir do que se concebe no senso comum, propondo-se a identificar e caracterizar mitos originados numa leitura simplista da DVA, bem como verificar o impacto do setor de atuação sobre a análise. A plataforma teórica edifica-se sobre a teoria dos stakeholders que, para determinar grupos efetivamente relevantes à entidade, se distingue nos atributos: poder, legitimidade e urgência. Analisa a DVA em sua gênese e desenvolvimentos posteriores até os dias atuais. Para responder à questão de pesquisa, Quais as verdades e os mitos contidos na interpretação da Demonstração do Valor Adicionado?, tomou-se como base uma amostra composta de informações contábeis de 6.286 empresas não financeiras, oriundas de diversos setores, extraídas do banco de dados mantido pela Fipecafi e utilizado como fonte para o ranking das Melhores e Maiores, da Revista Exame. O estudo abrange os anos de 2004 a 2009. Os resultados demonstraram haver correlação positiva e moderada entre valor adicionado e lucro líquido ajustado, indicando que elevações do lucro podem estar acompanhadas de aumentos do valor adicionado; nesse caso, a segregação setorial não apontou resultados distintos em relação à amostra global, apenas realçando a tendência observada. As correlações de Spearman indicaram a existência de relacionamento estatístico entre o valor adicionado destinado aos empregados e o destinado aos acionistas, sob a forma de juros sobre capital próprio e dividendos, embora essa associação negativa tenha se apresentado em nível moderado. Nesse caso, a consideração dos setores de atuação apontou algumas diferenças, como, por exemplo, para o setor 1, constituído basicamente por empresas comerciais, no qual não se identificou significativo nível de associação. Nos demais setores, identificou-se uma associação negativa e moderada entre as variáveis testadas. Os resultados globais dos testes de médias indicaram não haver indícios de que as destinações do valor adicionado se comportassem de modo constante, exceção feita ao item lucro retido; entretanto, a separação por setores trouxe novas informações, sobretudo para os setores 1 (comércio em geral); 3 (serviços) e 4 (energia), cujas distribuições não apresentaram, na média, diferenças expressivas. A aplicação de modelos lineares generalizados destacou que somente a variável rentabilidade ajustada ao patrimônio líquido (Rent) foi significativa no modelo, em todos os anos da análise, tendo apresentado sinal negativo. Apenas, em 2007, a variável crescimento de vendas (Cresc) mostrou-se significativa no modelo e, também, com sinal negativo. As correlações de Spearman indicaram a existência de associação positiva e fraca, entre 2004 e 2007, e moderada, em 2008 e 2009. A consideração dos setores não conferiu novos contornos aos achados, apenas um destaque em relação ao setor 4 (formado por empresas de energia elétrica), em que ocorreu uma elevação dos níveis de associação: de parâmetro fraco para moderado. Assim, os resultados dos testes estatísticos permitiram um real aprofundamento da análise da DVA, de modo a desvendar alguns mitos, pelo menos, no que possa ser aplicável à amostra utilizada. / The relationship between entities and the society brings to the fore a need for a public accountability to specific groups. VAS proves to be an important tool to achieve this need when demonstrating relevant information to various stakeholders. This study aims to discuss the VAS interpretation from the common sense knowledge, consequently identifying and characterizing the myths derived from a simplistic VAS interpretation, as well as checking the impact of a product sector over this analysis. The stakeholders theory on power, legitimacy and urgency as means to identify the most relevant groups for an entity is the theoretical basis for this study. Moreover, this paper analyses the VAS origin and its development down to our day. From Fipecafi database, which ranks Maiores e Melhores, published by Exame magazine, accounting information of 6,286 sample entities, from different sectors, with the exception of non-financial enterprises, was selected to answer the question: What are the truths and myths within the Value Added Statement interpretation? This study spans the years 2004 to 2009. The results disclosed a positive and moderate correlation between added value and adjusted net profits, indicating that higher profits may be accompanied by higher added value. In this case, an isolated sector did not display a distinct result in relation to the overall sample, but simply emphasized the tendency identified above. Spearmans rank correlation coefficient identified a statistical connection between the added value dispensed to employees and to the stakeholders in the form of interest on own equity and dividend, although such negative relation was presented in a moderate level. In this case some differences were identified when studying the product sectors, such as found in sector 1, made up mainly of commercial enterprises, where no significant level of association was identified. Tested variables displayed a negative and moderate association within other sectors. In addition, except for retained earnings, overall results of main tests showed no sign of the applied added value behaving. However, when sectors were isolated, new information was brought to light, specially in sectors 1 commerce; 3 service; and 4 energy. In their distribution, no significant differences were found. Overall linear models highlighted that only the Rent variable had a significant outcome to the model during the whole period of time, and with a negative result. The Cresc variable had an important outcome, only in 2007, with a negative result as well. The Spearmans rho general outcome indicated a positive and weak association from 2004 to 2007, and a moderate one, for the 2008 and 2009 period. The analysis of the sectors did not add new information to the finds, except for sector 4, the energy segment, which the association level raised from weak to moderate. To sum up, the outcome of the statistical tests has led to a much deeper VAS analysis, at least unveiling some myths related to the sample analyzed

Esta pesquisa teve como objetivo descrever a priorização de stakeholders em empresas brasileiras e a sua relação com a indústria (setor econômico). Para atingir o objetivo principal da pesquisa, foram estabelecidos dois objetivos específicos: descrever a priorização de stakeholders nas empresas pesquisadas; e investigar a relação entre a priorização de stakeholders e a variável indústria. Nesta pesquisa, a priorização é definida operacionalmente como o atendimento preferencial dos interesses de um stakeholder em relação a outro. A fundamentação teórica aborda a teoria dos stakeholders, a priorização de stakeholders, os modelos de saliência e dominância de stakeholders, a performance social corporativa e o disclosure social, embasando-se também na voluntary disclosure theory. A amostra pesquisada é composta por 90 empresas que divulgaram relatórios anuais e/ou de sustentabilidade adotando a estrutura da GRI, referente ao ano de 2010. Calculou-se medidas de atendimento dos interesses dos stakeholders a partir da análise de 73 indicadores de desempenho GRI, associados a cinco stakeholders: compradores, direitos humanos, funcionários, meio ambiente e sociedade. Utilizou-se de análises descritivas para hierarquização dos stakeholders e das técnicas de análise de agrupamentos, ANOVA e qui-quadrado para investigar a relação entre a priorização e a variável indústria. Os resultados encontrados mostram que a hierarquia de priorização na amostra estudada tem a seguinte ordem: funcionários, sociedade e compradores, direitos humanos e meio ambiente. Os resultados apontam diferenças na hierarquia de priorização de stakeholders por indústria, e indicam uma influência da indústria no nível de atendimento dos interesses dos stakeholders. Desta forma, este estudo busca contribuir apresentando evidências empíricas da priorização de stakeholders no contexto brasileiro. / This study aimed to describe the stakeholder prioritization in Brazilian companies and their relationship with industry. The two specific objectives are: to describe the stakeholder prioritization across the surveyed firms and investigate the relationship between the stakeholder prioritization and the industry variable. In this research, prioritization is operationally defined as the preferential treatment to the interests of one stakeholder over another. The literature review is based on the stakeholder theory, stakeholder prioritization, stakeholder salience and dominance, corporate social performance, and social disclosure, basing also on voluntary disclosure theory. The sample is made by 90 companies with sustainability reporting adopting the GRI framework, in the year 2010. Measures of the treatment to the stakeholder interests were calculated from the analysis of 73 GRI performance indicators associated with five stakeholders: customers, human rights, employees, environment and society. It was used descriptive analysis, cluster analysis, ANOVA and chi-square techniques to investigate the relationship between the prioritization and the industry. The results show that the hierarchy of prioritization in the sample has the following order: employees, customers and society, human rights and environment. The results show differences in the hierarchy of stakeholder prioritization by industry, and indicate an influence of the industry on the level of treatment to the stakeholder interests. Thus, this study wants to contribute with empirical evidence of stakeholder prioritization in the Brazilian context.

Os negócios são entendidos como um conjunto de relações e interações entre os grupos de stakeholders que participam nas atividades que compõe o negócio e como eles criam valor. Sob esta perspectiva, adotar a mentalidade dos stakeholders significa entender que o negócio é criação de valor para os stakeholders (FREEMAN, HARRISON, WICKS, 2007). O trabalho objetiva analisar a relação entre as posturas estratégicas e a distribuição de valor para os stakeholders nas empresas brasileiras. Para alcançar tal objetivo, foram desenvolvidos os objetivos específicos: (a) analisar as posturas estratégicas dos stakeholders, por meio do potencial cooperativo e ameaça competitiva dos stakeholders; (b) analisar a distribuição de valor para os stakeholders; e (c) analisar a relação entre as posturas estratégicas e a distribuição de valor para os stakeholders. A revisão da literatura abordou a Teoria do Stakeholders, mais precisamente os modelos de Posturas Estratégicas de Freeman (1984) e a criação e distribuição de valor para os stakeholders. No modelo de posturas estratégicas de Freeman (1984) cada stakeholder é classificado conforme as posturas estratégicas de swing, defensive, offensive e hold para o desenvolvimento de estratégicas específicas de criação de valor. A classificação nas posturas estratégicas foi realizada em relação ao potencial cooperativo e de ameaça competitiva dos stakeholders primário à organização. O método de pesquisa empregado foi de análise de conteúdo quantitativa, a qual se baseia em técnicas de frequência das unidades de registro com a aplicação de técnicas estatísticas, e qualitativa, implicações decorrentes da presença ou ausência das unidades de registro na seção de Sumário da Companhia, dos prospectos de IPO. A população deste estudo é formada pelas 143 empresas que tiveram suas Ofertas Públicas de Ações disponíveis no site da BM&F Bovespa e CVM, no período de 2003 a 2013. Os resultados evidenciam que há diferenças na distribuição média de valor para os stakeholders de acordo com as posturas estratégicas. A postura estratégica Swing stakeholder é a postura estratégica de Freeman (1984) que possui diferença na distribuição média de valor em relação às posturas estratégicas Offensive, Defensive e Hold. Além de ter uma diferença na distribuição média de valor entre a postura estratégia Offensive e a postura Hold. / Business can be understood as a set of relations and interactions among stakeholder´s groups participating in activities that make up the business and how they create value. From this perspective, adopting stakeholder´s mindset means business is about value creation for the stakeholders (FREEMAN, HARRISON, WICKS, 2007). The work aims to analyze the relationship among strategic postures and the value distribution for stakeholders in Brazilian companies. To achieve this goal, specific objectives were developed: (a) analyze the strategic postures of the stakeholders, through the cooperative potential and competitive threat of stakeholders; (b) analyze the value distribution for stakeholders; and (c) analyze the relationship among strategic postures and the value distribution for stakeholders. The literature review addressed the stakeholder\'s theory, more precisely the Strategic Postures models Freeman (1984) and the creation and distribution of value for stakeholders. In Freeman´s (1984) Strategic Postures model each stakeholder is classified as its strategic postures: \"Swing\", \"Defensive\", \"Offensive\" and \"Hold\" for development of specific strategies of value creation. The strategic postures classifications was performed with respect to cooperative potential and competitive threats of primary organization´s stakeholders. The research method employed was content quantitative analysis, which is based on frequency techniques of log units applying statistical techniques, and qualitative, implications of presence or absence of log units in the Companies Summary section, the IPO prospectus. The study population was made using 143 companies which had their Public Offerings available in the BM&F Bovespa and the CVM website, from 2003 to 2013. The results show that there are differences in the average distribution of value to stakeholders in accordance with the strategic postures. The strategic posture Swing stakeholder is the strategic postures of Freeman (1984) that has difference in the average distribution of value in relation to the strategic postures Offensive, Defensive and Hold. Additionally, it can be noted a difference in average distribution among the strategic posture Offensive and the Hold.

O objetivo principal da tese é investigar a relação entre a distribuição de valor para os stakeholders e o desempenho financeiro corporativo. O estudo foi realizado em uma amostra de 62 empresas que responderam o questionário do Índice de Sustentabilidade Empresarial (ISE) da Bolsa de Valores B3 - Brasil, Bolsa Balcão em 2011, 2012 e 2013. A distribuição de valor para stakeholders foi mensurada pelo questionário ISE e a variável de desempenho financeiro pelo retorno sobre o ativo (ROA). As hipóteses foram testadas por modelos de regressão para dados em painel. Os resultados revelaram uma relação positiva entre distribuição de valor para stakeholders e o desempenho financeiro das empresas. Os achados da pesquisa suportaram a hipótese de que o valor relacional está mais associado ao desempenho financeiro que o valor transacional. Os resultados também mostraram que o equilíbrio na distribuição de valor incremental entre stakeholders primários está associado ao desempenho financeiro corporativo. Concluiu-se que distribuição de valor relacional e o equilíbrio na distribuição de valor incremental para os stakeholders primários podem levar a empresa a obter vantagens competitivas que levam a um desempenho superior. A contribuição da pesquisa consiste na classificação do valor incremental como uma ferramenta de análise da estratégia de distribuição de valor para stakeholders, que envolve o balanceamento dos interesses e a priorização de stakeholders. A pesquisa também contribui para evidenciar a importância do valor relacional para a obtenção de vantagens competitivas e desempenho financeiro superior. / The main purpose of this thesis is to investigate the relationship between value distribution to stakeholders and corporate financial performance. The sample is composed by 62 companies that answered the questionnaire of the Corporate Sustainabity Index (ISE) of the Brazilian Stock Exchange B3 - Brasil, Bolsa Balcão in 2011, 2012 and 2013. The value distribution to stakeholders was measured by the ISE questionnaire and the financial performance variable was the return on assets (ROA). The hypotheses were tested by panel data regression models. The results revealed a positive relationship between value distribution to stakeholders and financial performance. The findings supported the hypothesis that relational value is more associated with financial performance than transactional value. The results also showed that the equilibrium in the incremental value distribution among primary stakeholders is associated with the corporate financial performance. It was concluded that the distribution of relational value and the balance in the distribution of incremental value to the primary stakeholders can lead the company to obtain competitive advantages and superior performance. The research contribution consists in the classification of the incremental value as a tool to analyze the value distribution strategy for stakeholders, which involves balancing interests and stakeholder prioritization. The research also contributes to highlight the importance of relational value to obtain competitive advantage and superior financial performance.

O principal objetivo desta pesquisa é analisar, de forma empírica, a relação do alinhamento entre a materialidade dos stakeholders e o valor distribuído pela empresa no desempenho organizacional. O estudo foi realizado com 56 empresas que divulgaram a matriz de materialidade nos padrões GRI em seus relatórios de sustentabilidade e responderam ao questionário ISE nos ciclos de 2015/2016, 2016/2017 e 2017/2018, resultando em 105 observações. A materialidade foi identificada, para cada grupo de stakeholder primário, pela análise das matrizes de materialidade e foi proposto um framework de temas materiais. Questões do ISE foram selecionadas para se obter o score do valor distribuído pelas empresas. Na sequência, foi calculado o alinhamento de valor, que é o percentual da materialidade sobre o valor distribuído. O ROA e o ROAt+1 foram utilizados como proxy de desemprenho. Modelos de regressão linear múltipla foram utilizados e os resultados da pesquisa mostraram, empiricamente, uma associação positiva entre o alinhamento do valor e o desempenho, suportando a hipótese. Conclui-se que o alinhamento entre a materialidade e a distribuição de valor está positivamente relacionada com o desempenho. A pesquisa apresenta contribuições teóricas por mostrar como a distribuição de valor alinhada à materialidade se relaciona com o desempenho e a importância da gestão de todos os grupos de stakeholder primários para obtenção do resultado; contribuições metodológicas por trazer a matriz de materialidade como uma ferramenta capaz de identificar, de forma clara, as necessidades e demandas dos stakeholders; e contribuições gerenciais pois, a utilização do framework proposto tem potencial de auxiliar o gestor na tomada de decisão em relação à distribuição de valor. / The main goal of this research is to empirically assess the relation of the alignment between the stakeholders\' materiality and the value distributed by the company in the organizational performance. The study was carried out with 56 companies that published the GRI materiality matrix in their sustainability reports and answered the ISE questionnaire in the 2015/2016, 2016/2017 and 2017/2018 cycles, resulting in 105 observations. Materiality was identified for each primary stakeholder group by the analysis of materiality matrices, leading to the proposition of a material themes framework ISE questions were selected to obtain the score of the value distributed by the companies. Then, the value alignment was calculated as the percentage of materiality over the distributed value. ROA and ROAt+1 were used as a proxies for performance. Multiple linear regression models were used and the research results showed, empirically, a positive relation between value alignment and performance, supporting the hypothesis That leads to the conclusion that the alignment between materiality and value distribution is positively related to performance. The research presents theoretical contributions by showing how the value distribution aligned to materiality is related to the performance and the importance of the management of all the primary stakeholder groups to obtain this result; methodological contributions by bringing the materiality matrix as a tool capable of clearly identifying the needs and demands of stakeholders; and managerial contributions because the use of the proposed framework has the potential to assist the manager in decision making regarding the value distribution