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Unternehmen sind mehr und mehr dem globalen Wettbewerb, strengeren gesetzlichen Regelungen und veränderten Kundenbedürfnissen ausgesetzt. Durch eine Neuausrichtung des Unternehmens auf Stakeholder-Management können sich Entscheidungsträger an veränderte Marktbedingungen anpassen. Der vorliegende Beitrag ist ein Leitfaden zum Stakeholder-Management der gemeinsam mit Nachhaltigkeitsexperten von PricewaterhouseCoopers entwickelt wurde. Er besteht aus den Schritten (i) Strategisch Denken, (ii) Analyse und Priorisierung der Stakeholder und ihrer Ansprüche, (iii) Aufbau von Kapazitäten zum Stakeholder-Management, (iv) Stakeholder-Kommunikation sowie (v) Kommunikation und Lernen. Der vorliegende Leitfaden ist der erste, der explizit die Bedürfnisse von kleinen und mittleren Unternehmen und Familienunternehmen einbezieht. Obwohl diese Unternehmen oft explizit oder implizit Stakeholder-Management in ihrer Unternehmensphilosophie verankert haben, fehlen häufig strukturierte Ansätze und Management-Tools hierfür. Dieser Leitfaden gibt Managern in kleinen und mittleren Unternehmen sowie Familienunternehmen eine praktische Handhabe für ihr Stakeholder-Management. / Firms are facing more global competition, more stringent regulation and a faster change of customer needs. Managers can adapt to changed market dynamics with increased stakeholder management. Together with sustainability experts from Pricewaterhouse Coopers we develop a guideline for stakeholder management consisting of the steps (i) think strategically, (ii) analysis and prioritization of stakeholders and their stakes (iii) capacity building for stakeholder management (iv) stakeholder information (v) communication and learning. It builds on Freeman (1984) and defines stakeholder as “any group or individual who can affect or can be affected by the achievement of anorganisation’s objectives”. The proposed stakeholder guideline is the first, which fulfils the needs of small and medium sized enterprises and family owned businesses. While these companies often have explicitly or implicitly embodied stakeholder management corporate philosophy, structured approaches and management tools are still missing. Our guideline givesmanagers in small and medium sized enterprises and family owned businesses a practical tool for stakeholder management.

Corporate social responsibility (CSR) is an emerging concept that continues to play a controversial role in the business world. Different CSR theories and ethical foundations inform different approaches to embedding socially responsible behavior into today's business functions. As technology, globalization, and economic challenges change the corporate world, the meaning and application of CSR also changes. While no empirical evidence of CSR's impact on performance exists, many corporations operate under the assumption that CSR holds significant value. This study examines the framing of CSR in stories published by leading business magazines between 2008 and 2012. By examining the presentation of CSR concepts, the resulting analysis can provide important conclusions for corporations, public relations practitioners, mass media, and consumers. This study resulted in a hierarchical pyramid of frames that organizes the framing of CSR in business magazines into three layers: category, motivation, and classification as either responsible behavior or irresponsible behavior. These results lead to recommendations for future CSR research, including the need for quantitative evidence of a connection or disconnection between CSR and profitability.

In Australia, the development and implementation of National Training Packages has been a major tool in the drive to reform of the vocational education and training system. The main aim of the reform is to establish a national vocational and education system within a federal political system and to make vocational educations and training providers more responsive to the needs of industry, by industry specifying its skill needs through the mechanism of national Training Packages. The background to this workplace project, the Review of the Community Services Training Package, and this study, is established by a review of policy and literature in relation to national training reform issues and stakeholder management within a public policy context. This review established some principles of good practice in relation to stakeholder management. The industry context of the workplace project is discussed. The workplace project is then unpacked in some detail with specific reference to stakeholder management strategies and issues and some specific stakeholder groups. This exegesis goes on to explore stakeholder behaviour in this particular workplace project in its historical context of the introduction of Training Packages to the vocational education and training system. It explores the perspectives of teachers and industry on the implementation of Training Packages and in particular the gap between educational technologies and industry expectations of standards of work performance. The exegesis concludes with some suggestions of opportunities for enhanced workplace practice in stakeholder management and for further research. It also suggests a job of work for industry and teachers to develop new communities of practice around Training Packages as a means of bringing together their sometimes divergent interests.

<p>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).</p>

<p>Stakeholder management is a topic that has received increased attention in later years. Researchers have tried to answer the question of which stakeholders that really matters to organizations and developed ways for identifying and prioritizing among stakeholders. This thesis fills a void in academia by looking exclusively on external stakeholders in large and complex projects such as the construction of power plants. The thesis investigates the approach towards external stakeholders as well as the process of identifying and prioritizing external stakeholders in this specific setting. By using attributes identified in earlier research, a theoretical framework was created that was used to investigate two of Sweden’s largest companies through a qualitative case study. The thesis describe how stakeholder identification and prioritization occurs in the different case companies and ultimately contribute with a new model that can be used by managers to prioritize among external stakeholder in organizational projects.</p>

Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2007.

Stakeholder management is a topic that has received increased attention in later years. Researchers have tried to answer the question of which stakeholders that really matters to organizations and developed ways for identifying and prioritizing among stakeholders. This thesis fills a void in academia by looking exclusively on external stakeholders in large and complex projects such as the construction of power plants. The thesis investigates the approach towards external stakeholders as well as the process of identifying and prioritizing external stakeholders in this specific setting. By using attributes identified in earlier research, a theoretical framework was created that was used to investigate two of Sweden’s largest companies through a qualitative case study. The thesis describe how stakeholder identification and prioritization occurs in the different case companies and ultimately contribute with a new model that can be used by managers to prioritize among external stakeholder in organizational projects.

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.