In this study, it is aimed to derive strategies and develop a Balanced Scorecard in General Directorate of Environmental Impact Assessment and Planning in Ministry of Environment and Forestry. Firstly, the objectives of the General Directorate defined in the law are reassessed and strategies to realize the objectives are derived by making use of feedback received by conducting surveys to 4 main stakeholder groups which are the staff of the General Directorate, Provincial Directorates, companies preparing EIA reports, other public institutions, and interviews with managers. Following the determination of strategies, performance measures for each strategy are specified, replaced into internal business perspective, stakeholder perspective and learning and growth perspective in the Balanced Scorecard and and finally deployed to head of departments and branch offices.

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.

Climate variability and change threaten human and physical systems in coastal zones. With more than 10% of the global population now living and working in low elevation coastal zones, successful adaptation to climate change is becoming a pressing issue, particularly for areas featuring critical, long-lived infrastructure. The aim of this research is to define the architecture and attributes contributing to successful adaptation to climate change. Here, success is measured in terms of the process rather than outcomes of adaptation initiatives. The research features two empirical phases: adaptation framework analysis and an evaluation of factors affecting the adaptive capacity of stakeholder organisations. Framework analysis involved the development of a criterion tool based on recurrent features of different adaptation frameworks as described in research literature. Six hallmarks emerged as discriminators of Scenario-Led (SL), Vulnerability-Led (VL) and Decision-Centric (DC) frameworks. The criterion tool was then tested using four UK coastal case study areas, drawing on evidence from public domain adaptation documents. The Grounded Theory Methodology (GTM) was used investigate factors enabling or inhibiting stakeholder adaptation efforts by designing and iteratively adjust semi-structured interviews with stakeholder organisations in the Sizewell nuclear neighbourhood, Suffolk, UK. The findings from the two phases were brought together to identify opportunities to improve the adaptation processes. Analysis of the adaptation architecture revealed that stakeholders rarely use one theoretical adaptation approach. A hybrid adaptation framework is adopted, with the DC/SL or DC/VL being utilised most frequently. Findings reveal a mismatch between theoretical frameworks and those implemented in practise. Semi-structured interviews exposed six key themes defining adaptation process. Stakeholder organisations reported 12 factors that affect their standpoints on each key theme. Standpoints were broadly consistent between similar stakeholder organisations. Stakeholder groups, key themes and influencing factors provide an evidence base for evaluating the complex social dynamics affecting successes of the adaptation process, offering a route to pragmatic adaptation guidance. By considering the architecture and attributes of adaptation coastal stakeholders in neighbourhoods with long-lived infrastructure could strengthen the adaptation process, thereby realising their shared vision(s) of integrated coastal management. There is scope for improving and advancing the research. It is acknowledged that the inventories of adaptation initiatives were uneven in size and scope, potentially limiting the evaluation of the criterion tool. This may be addressed by assessing other coastal neighbourhoods with long-lived infrastructure. When interviewing representatives from stakeholder organisations, it was difficult to differentiate between personal or professional views. Future research could investigate how the role of the individual influences adaptation efforts. Insights could further refine the architecture and attributes of adaptation.

A conservation planning protocol based on components from successful conservation projects in Mexico and other countries was developed to evaluate conservation planning practices and to serve as a template to guide future conservation planning efforts in Mexico. My research specifically explored stakeholder analysis and performance measurement as currently applied to conservation planning. Twenty-seven natural protected area (NPA) management plans and 6 plans from modified rural landscape projects (MDRL), all within Mexico, were evaluated. Additionally, 38 planning team members from 8 selected case studies were interviewed. I used the Laguna de Babicora Watershed planning process and management plan as the focus of my examination of stakeholder analysis. Seventy-four individuals who represented 5 major stakeholder categories were identified and interviewed. Examples of process-, outcome-, output-, and input-related performance measures (PMs) were developed for the Babicora project using information collected from my interviews, the existing management plan, and my conservation planning protocol. The approaches used and products generated from NPA and MDRL plans differed substantially. NPA plans often used pre-established planning guidelines dictated by the overseeing or authorizing agency. Institutional rigidity was a limiting factor to development of NPA management plans. NPA plan content suggested that planners focused more attention on inventory and strategic planning than on other planning components, yet recommended operational strategies in NPA management plans still were comprehensive. MDRL planning processes were more sensitive to local conditions, but less comprehensive than NPA plans. With MDRL plans, on-the-ground pilot projects often were initiated concurrent with inventory and strategic planning efforts. As a result, MDRL planning teams often did not complete management plans due to demands imposed by these concurrent projects. Performance measurement systems for both plan implementation and monitoring of planning processes largely were absent in all NPA and most MDRL projects. Only one MDRL case study addressed process-related performance measures. NPA and MDRL plans both suffered from poor issue identification and problem definition, offering only generic strategic statements that lacked indicators of spatial scale, geographic location, and causative agents. Management plans overall, but NPA in particular, also lacked clear links among identified problems, other key stages of the planning process, and desired or stated outcomes. Unfamiliarity with or failure to use effective diagnostic tools, coupled with a need to comply with existing planning protocols, produced management recommendations that frequently were not justified or related to identified management problems, particularly among NPA plans. MDRL case studies, which typically targeted smaller geographic areas, were not as comprehensive as NPA plans. However, MDRL case studies more often incorporated stronger participatory components. Demands from participatory processes often delayed final development of MDRL management plans. Although NPAs and MDRLs currently follow different planning processes, ultimate success in conservation management may best be served by blending complementary components from each approach. Stakeholders who participate in conservation planning fundamentally are issue specific. Current environmental literature on stakeholder methodologies endorses use of general categories. Although cross-category stakeholder analysis is useful during inventory and strategic planning, within-stakeholder analysis is necessary for successful plan implementation. My findings suggest that within-stakeholder analysis helps (1) identify problems or needs important to particular stakeholders, (2) identify stakeholders with contrasting behavior within categories, and (3) establish areas for potential collaboration. Stakeholder involvement, tailored to local conditions, should occur in all planning stages. Successful conservation planning in Mexico currently should be addressed more as a question of human organization. Suggested performance measures to help monitor and evaluate both the planning process and plan implementation were developed. Process-related PMs focused on the 4 major planning stages. Process-related PMs allow planners to analyze and reassess the direction of the planning process; they are not prescriptive, rather statements that recognize planning as a social exercise likely to face areas where trade-offs are likely to occur (e.g., problem identification, sharing decision-making, public involvement). Performance measures for plan implementation should be hierarchical, nested, and include input-, output-, and outcome-related assessment attributes. / Ph. D.

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共享經濟在近年來大行其道，其透過資訊平台直接媒合交易供需的雙方，根本性的改變以往我們對交易模式的想像與觀察。然而，共享經濟也備受爭議，以本研究個案Uber為例，其在保險、賦稅與消費者安全等問題上與政府進行多次討論，卻難獲具體共識。除此之外，對相關利害關係人而言，對Uber亦有各自擁護的價值與立場，使政府在凝聚利害關係人共識及價值選擇上陷入兩難困境。 　　本研究採用利害關係人分析與理論，並以Uber運輸服務為研究個案，探悉政府管理共享經濟新創事業的整體場景。研究的核心發現主要有三：第一，政府面對新創事業所涉及的價值選擇，相較於經濟利益，平等與安全的價值更為重要。第二，政府應依照不同利害關係人的特性與立場，進行利害關係人管理，作為政策制定與管理的重要依據。第三，利害關係人對政府決策的影響力，除與利害關係人權力、合法性地位以及對問題的急迫性密切相關外，亦展現在其公共關係經營能力與政策溝通能力上，如何與政府部門在理性與對等的前提下進行積極溝通，將是新創事業是否能在市場上合法經營的關鍵因素，對未來欲進入市場的新創事業具有指標性的參考意義。

Approved for public release; distribution in unlimited. / The purpose of a United States Army Directorate of Contracting (DOC) is to award or execute contracts for supplies or services and perform post-award contract administration functions for the Army installation and Army units stationed at the installation. The DOC accomplishes its purpose within the context of the Federal Acquisition System's Vision, which is to deliver on a timely basis the best value product or service to the customer, while maintaining the public's trust and fulfilling public policy objectives. A DOC must consider many external stakeholders to achieve its purpose. The basic premise of this thesis research is to improve a DOC's organizational effectiveness through the examination of its external environment, particularly, external stakeholders. The concept of stakeholder management concentrates on an organization's need to consider its relationships with specific stakeholder groups. An organization's ability to satisfy the desires of key stakeholders, meeting the stakeholders' criteria, is the key to an effective organization. Data were gathered from 15 government stakeholders and 14 contractors using a questionnaire that addressed such questions as: What are your organizations expectations and requirements of the DOC? How well did the DOC meet your needs and expectations? Does your organization control a resource needed by the DOC? The thesis summarizes findings and provides recommendations. The overall benefit of this thesis research is improved environmental awareness, which enables the DOC to become more effective in achieving its mission and meeting the desires of its external stakeholders. / Major, United States Army

<p>There often exist hard-to-identify or unforeseen external parties that emerge as indirect stakeholders of a project who can significantly influence its execution and outcome. The broader stakeholder landscape in both theory and practice recognizes the local community including other interest groups of a project site as such key stakeholders. However recent cases have revealed shortcomings in managing this category of stakeholders, leading to authoritative rejection of development permit applications and strong local opposition that consequently increase costs and delay to the project. There is indication that a weak community stakeholder management process in the planning stages can cause problems to the project, or worse, in some cases lead to project failure and abandonment by the developer. Wind energy development projects are not exempted from this condition and are possibly even more prone as they involve the erection of tall wind turbines across wide-open landscapes that are deemed controversial and unacceptable to a wider population. Endorsed by the persuasive rationale for wind energy especially in view of the environment and sustainable development, a more comprehensive and effective guidance for community stakeholder management in the planning stage is required to mitigate, if not eliminate, potential issues that can hinder the successful implementation of wind energy development projects. Hence this thesis primarily seeks to answer the research question of: “How should community stakeholders of wind energy development projects be managed in the planning stage prior to permit application?”.</p><p>Using a qualitative approach to research through interviews with several industry practitioners and reviewing secondary data of industry best practices, policies, literature and case studies, 16 community stakeholder management key conclusion points could be made from research data collected. These points are individually important while in aggregate form a broad and novel framework that serves to further raise the awareness and readiness of wind energy development project managers in their community stakeholder management initiatives. A baseline list of community stakeholders and their common concerns were identified, together with suggested approaches to identify community stakeholders in each project. Community consultation is key to the process and engaging the community as widely and early as possible is recommended. Furthermore, key principles and an array of common methods for community stakeholder management in the planning stages of the project are presented, while acknowledging that not all stakeholders can be satisfied at each instance. Ultimately these findings were consolidated in a community consultation checklist that serves as a more systematic and practical tool in guiding project managers in their community stakeholder management initiatives during planning.</p><p>The research findings herewith contribute valuable insights to the existing body of knowledge in this area and also provide enhanced practical guidance to project managers in achieving successful community stakeholder management during planning, facilitating higher acceptance for the proposal, carrying out a more efficient and effective planning process and improving the likelihood for project approval from both authoritative and judiciary standpoints.</p>

There often exist hard-to-identify or unforeseen external parties that emerge as indirect stakeholders of a project who can significantly influence its execution and outcome. The broader stakeholder landscape in both theory and practice recognizes the local community including other interest groups of a project site as such key stakeholders. However recent cases have revealed shortcomings in managing this category of stakeholders, leading to authoritative rejection of development permit applications and strong local opposition that consequently increase costs and delay to the project. There is indication that a weak community stakeholder management process in the planning stages can cause problems to the project, or worse, in some cases lead to project failure and abandonment by the developer. Wind energy development projects are not exempted from this condition and are possibly even more prone as they involve the erection of tall wind turbines across wide-open landscapes that are deemed controversial and unacceptable to a wider population. Endorsed by the persuasive rationale for wind energy especially in view of the environment and sustainable development, a more comprehensive and effective guidance for community stakeholder management in the planning stage is required to mitigate, if not eliminate, potential issues that can hinder the successful implementation of wind energy development projects. Hence this thesis primarily seeks to answer the research question of: “How should community stakeholders of wind energy development projects be managed in the planning stage prior to permit application?”. Using a qualitative approach to research through interviews with several industry practitioners and reviewing secondary data of industry best practices, policies, literature and case studies, 16 community stakeholder management key conclusion points could be made from research data collected. These points are individually important while in aggregate form a broad and novel framework that serves to further raise the awareness and readiness of wind energy development project managers in their community stakeholder management initiatives. A baseline list of community stakeholders and their common concerns were identified, together with suggested approaches to identify community stakeholders in each project. Community consultation is key to the process and engaging the community as widely and early as possible is recommended. Furthermore, key principles and an array of common methods for community stakeholder management in the planning stages of the project are presented, while acknowledging that not all stakeholders can be satisfied at each instance. Ultimately these findings were consolidated in a community consultation checklist that serves as a more systematic and practical tool in guiding project managers in their community stakeholder management initiatives during planning. The research findings herewith contribute valuable insights to the existing body of knowledge in this area and also provide enhanced practical guidance to project managers in achieving successful community stakeholder management during planning, facilitating higher acceptance for the proposal, carrying out a more efficient and effective planning process and improving the likelihood for project approval from both authoritative and judiciary standpoints.