Nowadays, an increasing number of global retailers such as IKEA, Carrefour and Auchan, are expanding their business internationally: internationalization is seen as a way to face competitors as well as to enhance position on the market. In particular, emerging markets are becoming a fertile field for investing resources due to their fast economic development and growing disposable income of the local population. A number of market actors (or stakeholders) affect or are affected by the internationalization process, and therefore stakeholder management determines its success to a large extent. Thus, stakeholder management competences are becoming increasingly important in today’s business world. Our study addresses stakeholder management strategy applied by a Swedish global retailer (IKEA) when internationalizing to the Russian market. We also try to identify the main cultural differences between the focal organization and the Russian stakeholders, and the way in which the company faces and overcomes those diversities. Thus, we first give a brief overview of stakeholder management approach applied by IKEA on the corporate level, and then focus on particular practices adopted in Russia. Although the IKEA Group has internal and external stakeholder management framework, we find out that no explicit stakeholder management methodology is used in Russia. The strategy of managers is emergent and implicit, but within the company guidelines and code of conduct and in accordance with organizational culture and values. Although we outline IKEA Russia’s interaction with all main stakeholder groups on the Russian market, we examine more in detail the strategies applied towards the company’s three most critical stakeholders: government, suppliers and employees. Hence, IKEA Russia opts for long-term close collaboration with suppliers through knowledge and expertise exchange, close relationship-building, improvement of working standards, and even financial investments in some cases. Employees are granted good working conditions and respectful attitude, different compensation package, possibilities for personal and professional development. Government, identified by our respondents as the most challenging stakeholder, is approached through lobbying on different levels, development of personal relationships, exchange of experience and best practices. However, when interacting with authorities, IKEA also has to adapt, be “flexible within the limits”, and focus on the long-term. Having outlined real-life strategies applied by IKEA in Russia, we compare them with the results of theoretical modeling. In order to come up with theoretical propositions for stakeholder management of IKEA in Russia, we developed a stakeholder management model, which comprised all the most relevant theories. We, thus, discover that theoretical suggestions for stakeholder management are close to what is done by management in practice. However, the theoretical model overlooks “soft” aspects of dealing with stakeholders: local and organizational culture, turbulent business environment, fast pace of doing business. Moreover, it is difficult for a single stakeholder management framework to give a one-right stakeholder management approach: it is important to combine different theories and use them for complementing each other. This allows to get a more profound insight into managing stakeholders. We develop our research based on the information we could gather from IKEA’s representatives as well as secondary data sources, such as books, two doctoral theses, and a vast amount of journal articles. Our respondents were asked to answer questions throughout which their perceptions about the company’s stakeholders have been evaluated. This has helped the researchers to draw conclusions and answer the research questions.

Since 1987, the United Nations has promoted sustainable development as a form of development that takes into account and balances economic, ecological, and social considerations. To achieve sustainability, the United Nations has repeatedly required private businesses—among other actors—to assume a broader set of social responsibilities. This is though highly contested in the corporate world and among economists. To throw light on this debate, the aim of this paper is to assess whether contemporary theories of business ethics are compatible with the Brundtland notion of sustainable development. For that reason, the responsibilities for sustainable development that corporations should assume are deduced from the Brundtland Report; followed by an introduction to the field of business ethics and a detailed discussion of major contemporary theories reflecting instrumental, integrative, political, and ethical approaches to corporate social responsibility. By comparing the different responsibilities the compatibility of sustainability with each discussed theory on business ethics is assessed. This paper finds that the compatibility is low for instrumental theories, moderate for integrative and political theories, and high for ethical theories on business ethics. Nevertheless, ethical theories assume a normative perspective on sustainable development, idealizing how corporations ought to act in a sustainable world. In reality, the world is far from sustainability. This is not least a result of national economic and legal policies maintaining conditions and structures that continue to promote globalization and free markets. It is argued that the combination of fierce competition and corporations’ opportunities to take advantage of weak legal systems in emerging and developing countries leads firms to further subscribe to an instrumental approach to business ethics. It is suggested that international politics develop a global legal framework based on sustainable development that provides competitive conditions at arm’s length. At the same time, recent management research is presented that suggests that corporations can promote sustainability if they contribute solutions to the social and environmental problems of our time. The pursuit of sustainability, therefore, results more from business opportunities than from any ethical convictions.

Large multi-national corporations experience more and more pressure to maintain good relationships with their stakeholders, including employees. Concurrent with this, the focus of Corporate Communication management has shifted from pure communication management to relationship management. Lonmin Platinum, a mining company within the South African mining and minerals sector is no exception in this regard. In fact, due to the apartheid legacy and government regulations that are aimed at safety and equity, it is especially difficult to manage employee relationships in the mining industry. Apart from historical and environmental factors, Lonmin Platinum's task is further complicated by its diverse work-force. At the time of the study the work-force of approximately 20 000 employees consisted of literate, semiliterate and illiterate employees. In addition, the company comprised five business units, each with their own corporate identity. In order to manage relationships effectively, a company needs to understand the nature and quality of its relationships as well as which factors might influence its stakeholder relationships. Studies have already indicated that a company's corporate identity can contribute to the stakeholders' images of the company. Over time, the image impacts on the company's reputation and consequently on the stakeholders' relationships with the company. In the case of a company such as Lonmin Platinum, with an endorsed corporate identity, it can be expected that corporate identity will also play a role in the nature and quality of relationships, including employee relationships. Previous studies have investigated the link between corporate identity and relationships focussing on communication, and on behaviour elements of identity. Up until now, no examples of research of the possible influence of symbolic corporate identity elements on relationships in the South African mining industry could be traced. Against this background, the following research question was asked: What is the relationship between employees' perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum? Semi-structured interviews, focus group interviews and quantitative questionnaires were applied as data collection methods. The results confirmed that Lonmin Platinum did not have a good relationship with its employees in general. The lack of trust was seen as one of the most apparent problems. It also seemed that the employees did not understand the company's endorsed corporate identity. They, for example, did not understand the company structure and identified themselves more with the symbolic corporate identity of their respective business units than with the company itself. With regard to the correlation between symbolic corporate identity and relationships, this study indicated a relationship between employees' perceptions of how effective the company reached it objectives and the quality of its employee relationships. Company objectives, such as a safe working environment, a healthy working environment, socioeconomic empowerment and accountability, as well as a company that unites its workforce and creates a family feeling amongst the employees impacted most on employee relationships. / Thesis (Ph.D. (Communication Studies))--North-West University, Potchefstroom Campus, 2008.

The establishment of a UNESCO Biosphere indicates a shift from traditional conservation of individual areas towards a more regional approach and an inclusive planning and management regime. This study sets out to investigate the effects of the Biosphere Reserve designation in Mount Carmel, Israel, with special regard to settlement development and stakeholder management. The implications of the Biosphere Reserve designation have been explored through GIS analysis, using LANDSAT satellite data, and through interviews, observations and participatory checking. The empirical findings were analysed in relation to the Biosphere Reserve Statutory Framework, and to theories on territorialisation, space production and participatory planning. The findings suggest that the Biosphere Reserve designation have had very limited effects in the case of Mount Carmel. Settlements have continued to expand into protected areas, and there is no organised structure for stakeholder participation. This study underlines the value of considering context and history in the establishment of protected areas, and the importance of establishing the Biosphere Reserve concept among the different stakeholders. / GLEAN - A Global Survey of Learning, Participation and Ecosystem Management in Biosphere Reserves

Large multi-national corporations experience more and more pressure to maintain good relationships with their stakeholders, including employees. Concurrent with this, the focus of Corporate Communication management has shifted from pure communication management to relationship management. Lonmin Platinum, a mining company within the South African mining and minerals sector is no exception in this regard. In fact, due to the apartheid legacy and government regulations that are aimed at safety and equity, it is especially difficult to manage employee relationships in the mining industry. Apart from historical and environmental factors, Lonmin Platinum's task is further complicated by its diverse work-force. At the time of the study the work-force of approximately 20 000 employees consisted of literate, semiliterate and illiterate employees. In addition, the company comprised five business units, each with their own corporate identity. In order to manage relationships effectively, a company needs to understand the nature and quality of its relationships as well as which factors might influence its stakeholder relationships. Studies have already indicated that a company's corporate identity can contribute to the stakeholders' images of the company. Over time, the image impacts on the company's reputation and consequently on the stakeholders' relationships with the company. In the case of a company such as Lonmin Platinum, with an endorsed corporate identity, it can be expected that corporate identity will also play a role in the nature and quality of relationships, including employee relationships. Previous studies have investigated the link between corporate identity and relationships focussing on communication, and on behaviour elements of identity. Up until now, no examples of research of the possible influence of symbolic corporate identity elements on relationships in the South African mining industry could be traced. Against this background, the following research question was asked: What is the relationship between employees' perceptions of symbolic corporate identity elements and employer-employee relationships at Lonmin Platinum? Semi-structured interviews, focus group interviews and quantitative questionnaires were applied as data collection methods. The results confirmed that Lonmin Platinum did not have a good relationship with its employees in general. The lack of trust was seen as one of the most apparent problems. It also seemed that the employees did not understand the company's endorsed corporate identity. They, for example, did not understand the company structure and identified themselves more with the symbolic corporate identity of their respective business units than with the company itself. With regard to the correlation between symbolic corporate identity and relationships, this study indicated a relationship between employees' perceptions of how effective the company reached it objectives and the quality of its employee relationships. Company objectives, such as a safe working environment, a healthy working environment, socioeconomic empowerment and accountability, as well as a company that unites its workforce and creates a family feeling amongst the employees impacted most on employee relationships. / Thesis (Ph.D. (Communication Studies))--North-West University, Potchefstroom Campus, 2008.

The rapid changes in the world of online technology during the last two decades brought along new challenges and opportunities for public relations practitioners. Literature has proven that the interactive capabilities of web-based technology have the possibility to build and maintain relationships with stakeholders and create two-way symmetrical communication opportunities. One such technology is an intranet, which could have an immense impact on an organisation's internal communication environment. If managed and applied correctly the intranet has the possibility to build two-way symmetrical relationships with an organisation's internal stakeholders - often described as one of the organisation's most strategic stakeholder groups. In this applied research study, the contribution of an international mining organisation's intranet to internal two-way symmetrical communication was explored and described. An extensive literature study was conducted to determine how an intranet could contribute theoretically to two-way symmetrical communication. The empirical findings were obtained by means of two main research methods: a qualitative content analysis and semi-structured interviews with middle management employees. The content analysis described how the basic principles of two-way symmetrical communication were applied on the Lonmin Platinum intranet. The semistructured interviews with middle management explored and described how they perceived and used the intranet with regard to two-way symmetrical communication. It was concluded that the Lonmin intranet did not contribute to two-way symmetrical communication. A critical conclusion is that an intranet as a mediated communication medium could not contribute to two-way symmetrical communication if the internal communication climate does not facilitate the specific values related to the Excellence Theory and two-way symmetrical communication principles. Another conclusion is that Lonmin's intranet was too technologically focussed. There was no management of strategic communication or ownership, and as a result the intranet did not contribute to two-way symmetrical communication in the organisation. It is suggested that future studies describe the contribution of the Lonmin intranet to two-way symmetrical communication after the communication department had commenced with strategic intranet management. The relation between the contribution of the intranet to two-way symmetrical communication in the organisation and the general communication climate could also be explored in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2007.

The rapid changes in the world of online technology during the last two decades brought along new challenges and opportunities for public relations practitioners. Literature has proven that the interactive capabilities of web-based technology have the possibility to build and maintain relationships with stakeholders and create two-way symmetrical communication opportunities. One such technology is an intranet, which could have an immense impact on an organisation's internal communication environment. If managed and applied correctly the intranet has the possibility to build two-way symmetrical relationships with an organisation's internal stakeholders - often described as one of the organisation's most strategic stakeholder groups. In this applied research study, the contribution of an international mining organisation's intranet to internal two-way symmetrical communication was explored and described. An extensive literature study was conducted to determine how an intranet could contribute theoretically to two-way symmetrical communication. The empirical findings were obtained by means of two main research methods: a qualitative content analysis and semi-structured interviews with middle management employees. The content analysis described how the basic principles of two-way symmetrical communication were applied on the Lonmin Platinum intranet. The semistructured interviews with middle management explored and described how they perceived and used the intranet with regard to two-way symmetrical communication. It was concluded that the Lonmin intranet did not contribute to two-way symmetrical communication. A critical conclusion is that an intranet as a mediated communication medium could not contribute to two-way symmetrical communication if the internal communication climate does not facilitate the specific values related to the Excellence Theory and two-way symmetrical communication principles. Another conclusion is that Lonmin's intranet was too technologically focussed. There was no management of strategic communication or ownership, and as a result the intranet did not contribute to two-way symmetrical communication in the organisation. It is suggested that future studies describe the contribution of the Lonmin intranet to two-way symmetrical communication after the communication department had commenced with strategic intranet management. The relation between the contribution of the intranet to two-way symmetrical communication in the organisation and the general communication climate could also be explored in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2007.

Stakeholder satisfaction has in the modern day, become an imperative criterion to achieve project success. Satisfaction of stakeholders’ requirements however is challenging because these requirements evolve as the project progresses. Previous research indicates that as stakeholders continuously interact with a project, they gain more information and new requirements or request for modifications are likely to emerge as a result of this increased intelligence.  Nonetheless, conventional project management elicits requirements from stakeholders at the onset of the project, and uses these pre-defined requests to design the project. This practice hinders the ability of stakeholders to influence the project as it advances, and ill equips managers to handle and implement stakeholder requirements that materialize at subsequent phases. It is therefore important to investigate how emergent requirements of stakeholders come about and how they are managed in practice.  The objective of this thesis is to answer the research question, “From the perspective of managers, in the Scandinavian management context, how do emergent requirements of key stakeholders materialize, and how are they managed?” by probing into the ways via which emergent requirement of stakeholders come about, and investigating how managers deal with these emergent requirement upon their occurrence.  This qualitative study was conducted in the Scandinavian region using semi-structured interviews. Five respondents in managerial positions of the Umeå wastewater treatment plant project participated in the research and data collected concerned materialization and management of emergent requirements that surfaced during different phases of the project. The resulting data was then analyzed with reference to previously established theoretical frameworks.  Results from this study confirm that, new or modified requirements and consequently, requests for changes do emerge at even the execution phase of projects, despite careful planning. These emergent requirements are traced to three different sources and are managed in different ways depending on the type of requirement, whether strategic and critical or minor.

For the past couple of decades, third sector organisations have registered a fast growth over the world with a focus on social, economic and political concerns whilst holding a presence in public matters. This study is mainly focused on non-profit organisations (NPOs). Organisations supporting social concerns on a not-for-profit (NFP) basis. Nowadays, NPOs are a social trend where people with different backgrounds and purposes aim to get involved in. Their participation is to either assist a community or a cause (as a contributor), or to obtain assistance when being part of a community (as a beneficiary). Nonetheless, the challenges as well as the opportunities faced by NPOs are widely acknowledged in both practice and theory, with a special focus on the different organisation’s participants involved, that is, stakeholders. In order to “do the right project” whilst “doing the project right” (Williams & Samser, 2010, p. 38), NPOs need the support and collaboration of stakeholders to obtain funds, operate, meet a community needs, and survive in the market. Aiming to find out how are relationships between stakeholders and NPOs managers stablished and maintained, the study analyses the managerial approaches undertaken by the organisation’s employees towards stakeholders. Further, in order to identify the characteristics of entrepreneurial project-based NPOs, the study explores the organisation requirements to properly develop within the mentioned sector. By hence, the NPO concept is analysed within the entrepreneurial context to understand and recognise the stakeholder management practices employed in such scenario. There is limited literature drawing on stakeholder management within NPOs. However, there is even less research done studying the link between NPOs and entrepreneurship. For the purpose of this study, which is to contribute to the general body of knowledge by analysing stakeholder management in an NPO within the entrepreneurship field, this study has selected a Swedish NPO as a main focus. With grounds on the existing literature discussing stakeholder classification and participation in the mentioned type of organisations, this study identifies the different groups of stakeholders and their different meanings to the organisation. At the same time, the lack of research in entrepreneurial project-based NPOs is highlighted, encouraging further research in related areas. This research is based on a single case study of an NPO operating in Sweden, given the particularity and uniqueness of the phenomenon studied. Qualitative data is collected through the implementation of unstructured and semi-structured interviews with top management team (TMT) members and managers in the NPO selected as study focus, a total of five people contacted out of twelve employees. Then data is analysed and the study findings are presented and linked to existing literature. Further, the suggestion of five propositions for further research are presented. Finally, the study conclusions are outlined, along with the managerial and theoretical implications, and the study limitations.

This thesis aims to determine what CSR issues stakeholders in the wind power industry careabout and how stakeholders want to be involved in these issues. The objective is furthermoreto test and improve the theory of stakeholder involvement – the normative idea thatstakeholder management should strive for maximum stakeholder involvement.The study is carried out using a case study, o2, an important actor in the wind power industryin Sweden. Five stakeholder groups are included in the study, customers, capital providers, inthe form of a major bank and a private equity company, NGO’s and lastly regulators.The study contributes directly to the stakeholder management practices in the wind powerindustry by giving guidance on how to prioritize among different stakeholder groups as wellas to the untested theory of stakeholder involvement by applying the theory to a real casestudy.The result of the study suggests that stakeholders value environmentally related CSR issuesmore than socially related CSR issues. In particular the issues of emissions and flora & faunaare classified as the most important CSR issues for the wind power industry to manage.Furthermore, the theory of stakeholder involvement is shown to be misleading for thestakeholders closest to the company, the once with a direct contractual stake (customers andcapital providers). However, it is shown to be directly applicable, and useful, to thestakeholders more external to the company (NGO’s and regulators).