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engagement</title> <meta name="description" content="Search results for: stakeholder engagement"> <meta name="keywords" content="stakeholder engagement"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="stakeholder engagement"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1686</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: stakeholder engagement</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1686</span> Key Factors for Stakeholder Engagement and Sustainable Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jo%20Rhodes">Jo Rhodes</a>, <a href="https://publications.waset.org/abstracts/search?q=Bruce%20Bergstrom"> Bruce Bergstrom</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Lok"> Peter Lok</a>, <a href="https://publications.waset.org/abstracts/search?q=Vincent%20Cheng"> Vincent Cheng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to determine key factors and processes for multinationals (MNCs) to develop an effective stakeholder engagement and sustainable development framework. A qualitative multiple-case approach was used. A triangulation method was adopted (interviews, archival documents and observations) to collect data on three global firms (MNCs). 9 senior executives were interviewed for this study (3 from each firm). An initial literature review was conducted to explore possible practices and factors (the deductive approach) to sustainable development. Interview data were analysed using Nvivo to obtain appropriate nodes and themes for the framework. A comparison of findings from interview data and themes, factors developed from the literature review and cross cases comparison were used to develop the final conceptual framework (the inductive approach). The results suggested that stakeholder engagement is a key mediator between ‘stakeholder network’ (internal and external factors) and outcomes (corporate social responsibility, social capital, shared value and sustainable development). Key internal factors such as human capital/talent, technology, culture, leadership and processes such as collaboration, knowledge sharing and co-creation of value with stakeholders were identified. These internal factors and processes must be integrated and aligned with external factors such as social, political, cultural, environment and NGOs to achieve effective stakeholder engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=stakeholder" title="stakeholder">stakeholder</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement" title=" engagement"> engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a>, <a href="https://publications.waset.org/abstracts/search?q=shared%20value" title=" shared value"> shared value</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a> </p> <a href="https://publications.waset.org/abstracts/5571/key-factors-for-stakeholder-engagement-and-sustainable-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5571.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">513</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1685</span> Stakeholder Management for Successful Software Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kassem%20Saleh">Kassem Saleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An alarming number of software projects fail to deliver the required functionalities within the provided budget and timeframe and with the required qualities. Some of the main reasons for this problem include bad stakeholder management, poor communications and informal change management. Informal processes to identify, engage and control stakeholders lead to these reasons. Recently, to emphasize its importance, the Project Management Institute (PMI) updated the Project Management Body of Knowledge (PMBoK) to explicitly include the stakeholder management knowledge area. This knowledge area consists of four processes to identify stakeholders, plan stakeholder management, and manage and control stakeholder engagement. The use of appropriate techniques for stakeholder management in software projects will definitely lead to higher quality and successful software. In this paper, we describe some of the proven techniques that can be used during the execution of the four processes for stakeholder management. Development of collaboration tools for automating these processes are recommended and need to be integrated in available software project management tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management" title="project management">project management</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20management" title=" stakeholder management"> stakeholder management</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development" title=" software development"> software development</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management%20body%20of%20knowledge" title=" project management body of knowledge"> project management body of knowledge</a> </p> <a href="https://publications.waset.org/abstracts/66878/stakeholder-management-for-successful-software-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66878.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">311</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1684</span> Managing Projects in Practice. A Perspective of Stakeholder Management in Managing Stakeholders within the UK Construction Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faraz%20Ali%20Memon">Faraz Ali Memon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Stakeholders are a vital part of any organisation. It includes working on the demands of different stakeholders within the projects. However, the reality of construction projects is slightly different when it comes to practice. The UK construction projects have a history of failing to complete projects on time and within the budget. The purpose of this qualitative study is to enhance knowledge of stakeholder engagement. Semi-structured interviews will be carried out using a purposive sampling technique. It includes interviewing and getting knowledge from industry practitioners from top UK construction firms on how to manage stakeholders effectively. The findings from this study will help in understanding stakeholders' impact and how the engagement of stakeholders can affect construction projects. The conclusions of this study add value to the existing body of knowledge on stakeholder management, especially in the UK, where academic studies on construction projects are few. As a contribution, this study will provide a practical guide for the practitioners to engage stakeholders within the scope of the project. In addition, this study is limited to UK construction projects. Therefore, the outcome may not be generalised to other developing and underdeveloped countries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title="stakeholders">stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=UK%20construction" title=" UK construction"> UK construction</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20and%20time" title=" cost and time"> cost and time</a> </p> <a href="https://publications.waset.org/abstracts/162651/managing-projects-in-practice-a-perspective-of-stakeholder-management-in-managing-stakeholders-within-the-uk-construction-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162651.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">105</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1683</span> Perspectives on the Role of Stakeholder Engagement and Community Participation in River Basin Management in South Africa: A Study of the Hennops River</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lucien%20N.%20James">Lucien N. James</a>, <a href="https://publications.waset.org/abstracts/search?q=Mulala%20D.%20Simatele"> Mulala D. Simatele</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a country that already faces hydrological and climatological challenges, South Africa’s socio-economic situation only complicates water resource management. This is observable through the state of rivers in the Gauteng Province such as the Hennops and Jukskei which are plagued by pollution from surrounding urban areas. While communities in the Hennops River basin contribute to its degradation, their potential in improved water resource management strategies is yet to be established. Therefore, the aim of this study was to investigate the myriad of ways in which stakeholder and community engagement, mobilisation, as well as participation can be harnessed in contested urban spaces to facilitate a sustainable management system for river basins. Through meetings, clean-up campaigns, and a community workshop, the community of Tembisa and several key informants were engaged. The role of communities and their perceptions on an integrated and participatory approach to solving the Hennops River basin’s current pollution crisis were therefore explored. The findings of this study suggest that meaningful participation is tied to the level of awareness within communities as well as the amount of support attributed to active involvement through the initiatives of stakeholders such as NonGovernmental Organisations. For meaningful participation to take place, more needs to be done to shift communities away from a “bystander” position to a more active role. An approach to community engagement is therefore proposed arguing for the further support of stakeholder-driven initiatives and the raising of awareness around environmental challenges in poorer communities. The findings of this study demonstrate the value of engagement with stakeholders and communities, highlighting ways through which better water management and environmental governance can be achieved in South Africa. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20participation" title="community participation">community participation</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20water%20resource%20management" title=" integrated water resource management"> integrated water resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=river%20basin%20management" title=" river basin management"> river basin management</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a> </p> <a href="https://publications.waset.org/abstracts/160130/perspectives-on-the-role-of-stakeholder-engagement-and-community-participation-in-river-basin-management-in-south-africa-a-study-of-the-hennops-river" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160130.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">98</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1682</span> The Impact of Institutional and Organizational Change on Social Housing Organizations and Their Stakeholders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farnoosh%20Faal">Farnoosh Faal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Institutional and organizational change in social housing organizations can have a significant impact on both the organizations themselves and their stakeholders. This paper provides an overview of the impact of institutional and organizational change on social housing organizations and their stakeholders, including tenants, employees, and other community members. The paper examines the different types of institutional and organizational change that can occur in social housing organizations, such as changes in management structure, funding models, and service delivery methods. It also explores the potential benefits and drawbacks of these changes, including changes in efficiency, service quality, and tenant satisfaction. The paper further discusses the impact of institutional and organizational change on social housing organization stakeholders, including the effects on employee morale, tenant engagement, and community relationships. The paper highlights the importance of effective stakeholder engagement and communication in ensuring a smooth transition to new organizational models and systems. Finally, the paper discusses the challenges and opportunities presented by institutional and organizational change in social housing organizations and provides recommendations for organizations looking to navigate these changes successfully. These recommendations include prioritizing stakeholder engagement, investing in staff training and development, and maintaining a focus on the needs and priorities of tenants and communities. Overall, this paper emphasizes the importance of considering the impact of institutional and organizational change on social housing organizations and their stakeholders and highlights strategies for managing these changes in a way that maximizes benefits and minimizes negative impacts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20housing%20organizations" title="social housing organizations">social housing organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=institutional%20change" title=" institutional change"> institutional change</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges" title=" challenges"> challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunities" title=" opportunities"> opportunities</a> </p> <a href="https://publications.waset.org/abstracts/163473/the-impact-of-institutional-and-organizational-change-on-social-housing-organizations-and-their-stakeholders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163473.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">86</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1681</span> Navigating Construction Project Outcomes: Synergy Through the Evolution of Digital Innovation and Strategic Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Derrick%20Mirindi">Derrick Mirindi</a>, <a href="https://publications.waset.org/abstracts/search?q=Frederic%20Mirindi"> Frederic Mirindi</a>, <a href="https://publications.waset.org/abstracts/search?q=Oluwakemi%20Oshineye"> Oluwakemi Oshineye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The ongoing high rate of construction project failures worldwide is often blamed on the difficulties of managing stakeholders. This highlights the crucial role of strategic management (SM) in achieving project success. This study investigates how integrating digital tools into the SM framework can effectively address stakeholder-related challenges. This work specifically focuses on the impact of evolving digital tools, such as Project Management Software (PMS) (e.g., Basecamp and Wrike), Building Information Modeling (BIM) (e.g., Tekla BIMsight and Autodesk Navisworks), Virtual and Augmented Reality (VR/AR) (e.g., Microsoft HoloLens), drones and remote monitoring, and social media and Web-Based platforms, in improving stakeholder engagement and project outcomes. Through existing literature with examples of failed projects, the study highlights how the evolution of digital tools will serve as facilitators within the strategic management process. These tools offer benefits such as real-time data access, enhanced visualization, and more efficient workflows to mitigate stakeholder challenges in construction projects. The findings indicate that integrating digital tools with SM principles effectively addresses stakeholder challenges, resulting in improved project outcomes and stakeholder satisfaction. The research advocates for a combined approach that embraces both strategic management and digital innovation to navigate the complex stakeholder landscape in construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20tools" title=" digital tools"> digital tools</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20and%20augmented%20reality" title=" virtual and augmented reality"> virtual and augmented reality</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20management" title=" stakeholder management"> stakeholder management</a>, <a href="https://publications.waset.org/abstracts/search?q=building%20information%20modeling" title=" building information modeling"> building information modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management%20software" title=" project management software"> project management software</a> </p> <a href="https://publications.waset.org/abstracts/184581/navigating-construction-project-outcomes-synergy-through-the-evolution-of-digital-innovation-and-strategic-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184581.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">83</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1680</span> Evaluating Construction Project Outcomes: Synergy Through the Evolution of Digital Innovation and Strategic Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mirindi%20Derrick">Mirindi Derrick</a>, <a href="https://publications.waset.org/abstracts/search?q=Mirindi%20Frederic"> Mirindi Frederic</a>, <a href="https://publications.waset.org/abstracts/search?q=Oluwakemi%20Oshineye"> Oluwakemi Oshineye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Abstract: The ongoing high rate of construction project failures worldwide is often blamed on the difficulties of managing stakeholders. This highlights the crucial role of strategic management (SM) in achieving project success. This study investigates how integrating digital tools into the SM framework can effectively address stakeholder-related challenges. This work specifically focuses on the impact of evolving digital tools, such as Project Management Software (PMS) (e.g., Basecamp and Wrike), Building Information Modeling (BIM) (e.g., Tekla BIMsight and Autodesk Navisworks), Virtual and Augmented Reality (VR/AR) (e.g., Microsoft HoloLens), drones and remote monitoring, and social media and Web-Based platforms, in improving stakeholder engagement and project outcomes. Through existing literature with examples of failed projects, the study highlights how the evolution of digital tools will serve as facilitators within the strategic management process. These tools offer benefits such as real-time data access, enhanced visualization, and more efficient workflows to mitigate stakeholder challenges in construction projects. The findings indicate that integrating digital tools with SM principles effectively addresses stakeholder challenges, resulting in improved project outcomes and stakeholder satisfaction. The research advocates for a combined approach that embraces both strategic management and digital innovation to navigate the complex stakeholder landscape in construction projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20tools" title=" digital tools"> digital tools</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20and%20augmented%20reality" title=" virtual and augmented reality"> virtual and augmented reality</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20management" title=" stakeholder management"> stakeholder management</a>, <a href="https://publications.waset.org/abstracts/search?q=building%20information%20modeling" title=" building information modeling"> building information modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management%20software" title=" project management software"> project management software</a> </p> <a href="https://publications.waset.org/abstracts/187155/evaluating-construction-project-outcomes-synergy-through-the-evolution-of-digital-innovation-and-strategic-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187155.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">49</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1679</span> Measuring Stakeholder Engagement and Drivers of Success in Ethiopian Tourism Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gezahegn%20Gizaw">Gezahegn Gizaw</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The FDRE Tourism Training Institute organizes forums for debates, best practices exchange and focus group discussions to forge a sustainable and growing tourism sector while minimizing negative impacts on the environment, communities, and cultures. This study aimed at applying empirical research method to identify and quantify relative importance of success factors and individual engagement indicators that were identified in these forums. Response to the 12-question survey was collected from a total of 437 respondents in academic training institutes (212), business executive and employee (204) and non-academic government offices (21). Overall, capacity building was perceived as the most important driver of success for stakeholder engagement. Business executive and employee category rated capacity building as the most important driver of success (53%), followed by decision-making process (27%) and community participation (20%). Among educators and students, both capacity building and decision-making process were perceived as the most important factors (40% of respondents), whereas community participation was perceived as the most important success factor only by 20% of respondents. Individual engagement score in capacity building, decision-making process and community participation showed highest variability by educational level of participants (variance of 3.4% - 5.2%, p<0.001). Individual engagement score in capacity building was highly correlated to perceived benefit of training on improved efficiency, job security, higher customer satisfaction and self-esteem. On the other hand, individual engagement score in decision making process was highly correlated to its perceived benefit on lowering business costs, improving ability to meet the needs of a target market, job security, self-esteem and more teamwork. The study provides a set of recommendations that help educators, business executives and policy makers to maximize the individual and synergetic effect of training, decision making process on sustainability and growth of the tourism sector in Ethiopia. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=engagement%20score" title="engagement score">engagement score</a>, <a href="https://publications.waset.org/abstracts/search?q=driver%20of%20success" title=" driver of success"> driver of success</a>, <a href="https://publications.waset.org/abstracts/search?q=capacity%20building" title=" capacity building"> capacity building</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a> </p> <a href="https://publications.waset.org/abstracts/171440/measuring-stakeholder-engagement-and-drivers-of-success-in-ethiopian-tourism-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171440.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1678</span> Sustainability Communications Across Multi-Stakeholder Groups: A Critical Review of the Findings from the Hospitality and Tourism Sectors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Frederica%20Pettit">Frederica Pettit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Contribution: Stakeholder involvement in CSR is essential to ensuring pro-environmental attitudes and behaviours across multi-stakeholder groups. Despite increased awareness of the benefits surrounding a collaborative approach to sustainability communications, its success is limited by difficulties engaging with active online conversations with stakeholder groups. Whilst previous research defines the effectiveness of sustainability communications; this paper contributes to knowledge through the development of a theoretical framework that explores the processes to achieving pro-environmental attitudes and behaviours in stakeholder groups. The research will also consider social media as an opportunity to communicate CSR information to all stakeholder groups. Approach: A systematic review was chosen to investigate the effectiveness of the types of sustainability communications used in the hospitality and tourism industries. The systematic review was completed using Web of Science and Scopus using the search terms “sustainab* communicat*” “effective or effectiveness,” and “hospitality or tourism,” limiting the results to peer-reviewed research. 133 abstracts were initially read, with articles being excluded for irrelevance, duplicated articles, non-empirical studies, and language. A total of 45 papers were included as part of the systematic review. 5 propositions were created based on the results of the systematic review, helping to develop a theoretical framework of the processes needed for companies to encourage pro-environmental behaviours across multi-stakeholder groups. Results: The theoretical framework developed in the paper determined the processes necessary for companies to achieve pro-environmental behaviours in stakeholders. The processes to achieving pro-environmental attitudes and behaviours are stakeholder-focused, identifying the need for communications to be specific to their targeted audience. Collaborative communications that enable stakeholders to engage with CSR information and provide feedback lead to a higher awareness of CSR shared visions and pro-environmental attitudes and behaviours. These processes should also aim to improve their relationships with stakeholders through transparency of CSR, CSR strategies that match stakeholder values and ethics whilst prioritizing sustainability as part of their job role. Alternatively, companies can prioritize pro-environmental behaviours using choice editing by mainstreaming sustainability as the only option. In recent years, there has been extensive research on social media as a viable source of sustainability communications, with benefits including direct interactions with stakeholders, the ability to enforce the authenticity of CSR activities and encouragement of pro-environmental behaviours. Despite this, there are challenges to implementing CSR, including difficulties controlling stakeholder criticisms, negative stakeholder influences and comments left on social media platforms. Conclusion: A lack of engagement with CSR information is a reoccurring reason for preventing pro-environmental attitudes and behaviours across stakeholder groups. Traditional CSR strategies contribute to this due to their inability to engage with their intended audience. Hospitality and tourism companies are improving stakeholder relationships through collaborative processes which reduce single-use plastic consumption. A collaborative approach to communications can lead to stakeholder satisfaction, leading to changes in attitudes and behaviours. Different sources of communications are accessed by different stakeholder groups, identifying the need for targeted sustainability messaging, creating benefits such as direct interactions with stakeholders, the ability to enforce the authenticity of CSR activities, and encouraging engagement with sustainability information. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hospitality" title="hospitality">hospitality</a>, <a href="https://publications.waset.org/abstracts/search?q=pro-environmental%20attitudes%20and%20behaviours" title=" pro-environmental attitudes and behaviours"> pro-environmental attitudes and behaviours</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability%20communication" title=" sustainability communication"> sustainability communication</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a> </p> <a href="https://publications.waset.org/abstracts/146277/sustainability-communications-across-multi-stakeholder-groups-a-critical-review-of-the-findings-from-the-hospitality-and-tourism-sectors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146277.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">139</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1677</span> Integrating Artificial Intelligence (AI) into Education-Stakeholder Engagement and ICT Practices for Complex Systems: A Governance Framework for Addressing Counseling Gaps in Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chinyere%20Ori%20Elom">Chinyere Ori Elom</a>, <a href="https://publications.waset.org/abstracts/search?q=Ikechukwu%20Ogeze%20Ukeje"> Ikechukwu Ogeze Ukeje</a>, <a href="https://publications.waset.org/abstracts/search?q=Chukwudum%20Collins%20Umoke"> Chukwudum Collins Umoke</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to stimulate scholarly interest in AI, ICT and the existing (complex) systems trajectory- theory, practice, and aspirations within the African continent and to shed fresh light on the shortcomings of the higher education sector (HEs) through the prism of AI-driven Solutions for enhancing Guidance and Counseling and sound governance framework (SGF) in higher education modeling. It further seeks to investigate existing prospects yet to be realized in Nigerian universities by probing innovation neglect in the localities, exploring practices in the global ICT spaces neglected by Nigeria universities’ governance regimes (UGRs), and suggesting area applicability, sustainability and solution modeling in response to peculiar ‘wicked ICT-driven problems’ and or issues facing the continent as well as other universities in emerging societies. This study will adopt a mixed-method approach to collect both qualitative and quantitative data. This paper argues that it will command great relevance in the local and global university system by developing ICT relevance sustainability policy initiatives (SPIs) powered by a multi-stakeholder engagement governance model (MSEGm) that is sufficiently dynamic, eclectic and innovative to surmount complex and constantly rising challenges of the modern-developing world. Hence, it will consider diverse actors both as producers and users alike as victims and beneficiaries of common concerns in the ICT world; thereby providing pathways on how AI’s integration into education governance can significantly reduce counseling gaps, ensuring more students are attended to especially when human counselors are unavailable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AI-counseling%20solution" title="AI-counseling solution">AI-counseling solution</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=university%20governance" title=" university governance"> university governance</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a> </p> <a href="https://publications.waset.org/abstracts/192905/integrating-artificial-intelligence-ai-into-education-stakeholder-engagement-and-ict-practices-for-complex-systems-a-governance-framework-for-addressing-counseling-gaps-in-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192905.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">16</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1676</span> Participatory Monitoring Strategy to Address Stakeholder Engagement Impact in Co-creation of NBS Related Project: The OPERANDUM Case</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Teresa%20Carlone">Teresa Carlone</a>, <a href="https://publications.waset.org/abstracts/search?q=Matteo%20Mannocchi"> Matteo Mannocchi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the last decade, a growing number of International Organizations are pushing toward green solutions for adaptation to climate change. This is particularly true in the field of Disaster Risk Reduction (DRR) and land planning, where Nature-Based Solutions (NBS) had been sponsored through funding programs and planning tools. Stakeholder engagement and co-creation of NBS is growing as a practice and research field in environmental projects, fostering the consolidation of a multidisciplinary socio-ecological approach in addressing hydro-meteorological risk. Even thou research and financial interests are constantly spread, the NBS mainstreaming process is still at an early stage as innovative concepts and practices make it difficult to be fully accepted and adopted by a multitude of different actors to produce wide scale societal change. The monitoring and impact evaluation of stakeholders’ participation in these processes represent a crucial aspect and should be seen as a continuous and integral element of the co-creation approach. However, setting up a fit for purpose-monitoring strategy for different contexts is not an easy task, and multiple challenges emerge. In this scenario, the Horizon 2020 OPERANDUM project, designed to address the major hydro-meteorological risks that negatively affect European rural and natural territories through the co-design, co-deployment, and assessment of Nature-based Solution, represents a valid case study to test a monitoring strategy from which set a broader, general and scalable monitoring framework. Applying a participative monitoring methodology, based on selected indicators list that combines quantitative and qualitative data developed within the activity of the project, the paper proposes an experimental in-depth analysis of the stakeholder engagement impact in the co-creation process of NBS. The main focus will be to spot and analyze which factors increase knowledge, social acceptance, and mainstreaming of NBS, promoting also a base-experience guideline to could be integrated with the stakeholder engagement strategy in current and future similar strongly collaborative approach-based environmental projects, such as OPERANDUM. Measurement will be carried out through survey submitted at a different timescale to the same sample (stakeholder: policy makers, business, researchers, interest groups). Changes will be recorded and analyzed through focus groups in order to highlight causal explanation and to assess the proposed list of indicators to steer the conduction of similar activities in other projects and/or contexts. The idea of the paper is to contribute to the construction of a more structured and shared corpus of indicators that can support the evaluation of the activities of involvement and participation of various levels of stakeholders in the co-production, planning, and implementation of NBS to address climate change challenges. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=co-creation%20and%20collaborative%20planning" title="co-creation and collaborative planning">co-creation and collaborative planning</a>, <a href="https://publications.waset.org/abstracts/search?q=monitoring" title=" monitoring"> monitoring</a>, <a href="https://publications.waset.org/abstracts/search?q=nature-based%20solution" title=" nature-based solution"> nature-based solution</a>, <a href="https://publications.waset.org/abstracts/search?q=participation%20%26%20inclusion" title=" participation & inclusion"> participation & inclusion</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a> </p> <a href="https://publications.waset.org/abstracts/144160/participatory-monitoring-strategy-to-address-stakeholder-engagement-impact-in-co-creation-of-nbs-related-project-the-operandum-case" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144160.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">112</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1675</span> A Soft System Methodology Approach to Stakeholder Engagement in Water Sensitive Urban Design</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lina%20Lukusa">Lina Lukusa</a>, <a href="https://publications.waset.org/abstracts/search?q=Ulrike%20Rivett"> Ulrike Rivett</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Poor water management can increase the extreme pressure already faced by water scarcity. Unless water management is addressed holistically, water quality and quantity will continue to degrade. A holistic approach to water management named Water Sensitive Urban Design (WSUD) has thus been created to facilitate the effective management of water. Traditionally, water management has employed a linear design approach, while WSUD requires a systematic, cyclical approach. In simple terms, WSUD assumes that everything is connected. Hence, it is critical for different stakeholders involved in WSUD to engage and reach a consensus on a solution. However, many stakeholders in WSUD have conflicting interests. Using the soft system methodology (SSM), developed by Peter Checkland, as a problem-solving method, decision-makers can understand this problematic situation from different world views. The SSM addresses ill and complex challenging situations involving human activities in a complex structured scenario. This paper demonstrates how SSM can be applied to understand the complexity of stakeholder engagement in WSUD. The paper concludes that SSM is an adequate solution to understand a complex problem better and then propose efficient solutions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=co-design" title="co-design">co-design</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT%20platform" title=" ICT platform"> ICT platform</a>, <a href="https://publications.waset.org/abstracts/search?q=soft%20systems%20methodology" title=" soft systems methodology"> soft systems methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20sensitive%20urban%20design" title=" water sensitive urban design"> water sensitive urban design</a> </p> <a href="https://publications.waset.org/abstracts/151507/a-soft-system-methodology-approach-to-stakeholder-engagement-in-water-sensitive-urban-design" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151507.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">121</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1674</span> Financial Capacity, Governance, and Corporate Engagement in Environmental Protection</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lubica%20Hikkerova">Lubica Hikkerova</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Michel%20Sahut"> Jean-Michel Sahut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Environmental protection remains a global challenge but, since 2012, there has been a progressive decline in corporate engagement in environmental protection issues. This study seeks to investigate the role of financial capacity and governance in improving the level of environmental engagement of companies. The regression technique is applied to data on 351 large European companies from the ASSET4-ESG database for the 2007-2015 period. Firstly, the results show that the companies in the sample are fairly engaged in environmental protection, with a strong dispersion representing nearly four times the average. This means that the companies in the sample do not share the same level of engagement in matters of environmental protection, some being more committed than others. Secondly, the results reveal that the financial capacity of the company, as assessed through its indicators, has a significant effect on its level of environmental protection engagement in the present sample. This effect is more positive the higher the profits the company makes, and more negative the more heavily indebted or, the higher the rates of dividends it pays per share. Lastly, the results also show that a better quality of governance plays an important role in the decision to undertake actions leading to environmental protection. More specifically, the degree of management implication in the running of the business, the respect of the rights of the shareholders, the effectiveness of the control exerted by the board of directors, and, to a lesser extent, the independence of the audit committee, are variables which have a positive and significant influence on the level of environmental engagement of companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=financial%20capacity" title="financial capacity">financial capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20engagement" title=" environmental engagement"> environmental engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20theory" title=" stakeholder theory"> stakeholder theory</a>, <a href="https://publications.waset.org/abstracts/search?q=theory%20of%20organizational%20legitimacy" title=" theory of organizational legitimacy"> theory of organizational legitimacy</a>, <a href="https://publications.waset.org/abstracts/search?q=theory%20of%20resources%20and%20capabilities" title=" theory of resources and capabilities"> theory of resources and capabilities</a> </p> <a href="https://publications.waset.org/abstracts/133317/financial-capacity-governance-and-corporate-engagement-in-environmental-protection" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/133317.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">188</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1673</span> Multi-Stakeholder Engagement in the Food Waste Ecosystem: Opportunities and Policy Initiatives in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Victor%20Oyewumi%20Ogunbiyi">Victor Oyewumi Ogunbiyi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Food waste is a global sustainability issue that demands that multiple stakeholders participate in solving it. This article examines how different food system stakeholders are held responsible in the policy debate related to food waste reduction. The study adopts a qualitative approach, paying attention to the views of both public and private policymakers and constructing their views relating to opportunities and policy initiatives towards waste reduction. The data consists of a list of opportunities and food policy initiatives in the development process in Nigeria. The authors identify three emerging opportunities: sectoral growth, technological demands in food service, and sustainable collaborative behaviour. The findings also revealed key policy initiatives for development: law and regulations, multi-stakeholder collaboration, economic incentives, research, and new knowledge. The study extends the marketing literature on food sustainability by investigating several stakeholders’ roles beyond the practical management of the food services sector. Additionally, considering policy initiative development for food waste mitigation sheds light on how stakeholders’ policy initiatives can sustain the food service sector. Finally, the authors outline policy implications. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=multistakeholder%20engagement" title="multistakeholder engagement">multistakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20services" title=" food services"> food services</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20waste" title=" food waste"> food waste</a>, <a href="https://publications.waset.org/abstracts/search?q=policy%20initiatives" title=" policy initiatives"> policy initiatives</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/166853/multi-stakeholder-engagement-in-the-food-waste-ecosystem-opportunities-and-policy-initiatives-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166853.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1672</span> Attributes of Employee Engagement Best Practices: A Guideline for SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghazanfar%20Bozai">Ghazanfar Bozai</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanwal%20Gul"> Kanwal Gul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Pakistan, SMEs are the major source of contribution to the economy, but due to lack of proper HR practices (lack of employee engagement), these fast growing business shut down with in few years of startup. The purpose of this study is to conduct a comprehensive literature survy of the major best practices used for employee engagement globally. This paper could be used as employee engagement best practices guide for SME’s in developing countries. This article is focused on identifying the attributes of employee engagement in different countries/ cultures and organizations. It will provide a summary of employee engagement models used globally and how SMEs could pick suitable attributes of employee engagement as per their structural culture. This article will add valuable literature on employee engagement in developing countries for new startups and small, medium business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attributes" title="attributes">attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20practices" title=" human resources practices"> human resources practices</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises" title=" small medium enterprises"> small medium enterprises</a> </p> <a href="https://publications.waset.org/abstracts/78599/attributes-of-employee-engagement-best-practices-a-guideline-for-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1671</span> Stakeholder Perceptions of Environmental, Social, and Governance Reporting Patterns: A Multi-Method Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samrina%20Jafrin">Samrina Jafrin</a>, <a href="https://publications.waset.org/abstracts/search?q=Till%20Talaulicar"> Till Talaulicar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates stakeholder perceptions of environmental, social, and governance (ESG) reporting patterns and their effectiveness in enhancing trust and transparency. Utilizing a multi-method approach, including experimental research and systematic literature review, insights are gathered from investors, employees, customers, suppliers, managers, and community members. The findings reveal diverse stakeholder expectations and perceptions and emphasize the importance of effective ESG reporting strategies in building credibility and trust. This research contributes to the academic discourse on corporate sustainability reporting and provides practical recommendations for optimizing ESG reporting practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ESG%20reporting" title="ESG reporting">ESG reporting</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20perceptions" title=" stakeholder perceptions"> stakeholder perceptions</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20sustainability" title=" corporate sustainability"> corporate sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=transparency" title=" transparency"> transparency</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/192142/stakeholder-perceptions-of-environmental-social-and-governance-reporting-patterns-a-multi-method-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192142.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">17</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1670</span> Professional Stakeholders Perspectives on Community Participation in Transit-Oriented Development Projects: A Johannesburg Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kofi%20Quartey">Kofi Quartey</a>, <a href="https://publications.waset.org/abstracts/search?q=Kola%20Ijasan"> Kola Ijasan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Achieving densification around transit-oriented development projects has proven the most ideal way of facilitating urban sprawl whilst increasing the mobility of the majority of the urban populations, making parts of the city that were inaccessible, accessible. Johannesburg has undertaken TOD vision, which was initially called the corridors of freedom. The TOD, in line with the Sustainable Development Goal 11, seeks to establish inclusive, sustainable cities and, in line with the Joburg Growth Development Strategy, aims to create an equitable world-class African city. Equity and inclusivity should occur from the onset of planning and implementation of TOD projects through meaningful community participation. Stakeholder engagement literature from various disciplinary backgrounds has documented dissatisfaction of communities regarding the lack of meaningful participation in government-led development initiatives. The views of other project stakeholders such as project policy planners and project implementors and their challenges in undertaking community participation are, however, not taken into account in such instances, leaving room for a biased perspective. Document analysis was undertaken to determine what is expected of the Project stakeholders according to policy and whether they carried out their duties) seven interviews were also conducted with city entities and community representatives to determine their experiences and challenges with community participation in the various TOD projects attributed to the CoF vision. The findings of the study indicated that stakeholder engagement processes were best described as an ‘educative process’; where local communities were limited to being informed from the onset rather than having an active involvement in the planning processes. Most community members felt they were being informed and educated as to what was going to happen in spite of having their views and opinions collected – primarily due to project deadlines and budget constraints, as was confirmed by professional stakeholders. Some community members exhibited reluctance to change due to feelings of having projects being imposed on them, and the implications of the projects on their properties and lifestyles. It is recommended that community participation should remain a participatory and engaging process that creates an exchange of knowledge and understanding in the form of a dialogue between communities and project stakeholders until a consensus is reached. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title="stakeholder engagement">stakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=transit%20oriented%20%20%20development" title=" transit oriented development"> transit oriented development</a>, <a href="https://publications.waset.org/abstracts/search?q=community%20participation" title=" community participation"> community participation</a>, <a href="https://publications.waset.org/abstracts/search?q=Johannesburg" title=" Johannesburg"> Johannesburg</a> </p> <a href="https://publications.waset.org/abstracts/119012/professional-stakeholders-perspectives-on-community-participation-in-transit-oriented-development-projects-a-johannesburg-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/119012.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">127</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1669</span> Advancing Sustainable Development in the Construction Industry: A Theoretical Framework for Integrating Sustainable Project Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Francis%20Kwesi%20Bondinuba">Francis Kwesi Bondinuba</a>, <a href="https://publications.waset.org/abstracts/search?q=Seidu%20Abdullah"> Seidu Abdullah</a>, <a href="https://publications.waset.org/abstracts/search?q=Nelly%20Bondinuba"> Nelly Bondinuba</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The study proposes a theoretical framework for integrating sustainable project management in the construction sector, addressing the need for sustainable development practices. Methodology: The study adopts a theoretical approach by reviewing existing literature on sustainable development and project management in the construction industry. It analyses various concepts, theories, and frameworks to develop a comprehensive theoretical framework for integrating sustainable project management. Findings: The study emphasizes the importance of incorporating sustainable development practices into construction project management, focusing on collaboration, stakeholder engagement, and continuous improvement to achieve environmental conservation, social responsibility, and economic viability. Conclusion: Sustainable Project Management (SPM) in Ghana's construction industry is challenging due to lack of awareness, regulatory frameworks, financial constraints, and skill shortages, despite its benefits in promoting social inclusivity, job creation, and environmental resilience. Recommendation: The construction industry in Ghana should adopt a comprehensive approach involving local communities, government bodies, and environmental organizations. It should utilize green materials and technologies and effectively manage waste. Originality: This study presents a theoretical framework for sustainable project management in construction. It emphasizes collaboration and stakeholder engagement for long-term sustainable outcomes and considers environmental, social, and economic aspects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title="construction industry">construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=theoretical%20framework" title=" theoretical framework"> theoretical framework</a>, <a href="https://publications.waset.org/abstracts/search?q=integration" title=" integration"> integration</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/188533/advancing-sustainable-development-in-the-construction-industry-a-theoretical-framework-for-integrating-sustainable-project-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/188533.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">32</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1668</span> Employer Brand Image and Employee Engagement: An Exploratory Study in Britain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Melisa%20Mete">Melisa Mete</a>, <a href="https://publications.waset.org/abstracts/search?q=Gary%20Davies"> Gary Davies</a>, <a href="https://publications.waset.org/abstracts/search?q=Susan%20Whelan"> Susan Whelan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintaining a good employer brand image is crucial for companies since it has numerous advantages such as better recruitment, retention and employee engagement, and commitment. This study aims to understand the relationship between employer brand image and employee satisfaction and engagement in the British context. A panel survey data (N=228) is tested via the regression models from the Hayes (2012) PROCESS macro, in IBM SPSS 23.0. The results are statistically significant and proves that the more positive employer brand image, the greater employee’ engagement and satisfaction, and the greater is employee satisfaction, the greater their engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title="employer brand">employer brand</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand%20image" title=" employer brand image"> employer brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/81648/employer-brand-image-and-employee-engagement-an-exploratory-study-in-britain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81648.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">337</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1667</span> Going beyond Stakeholder Participation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Florian%20Engel">Florian Engel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Only with a radical change to an intrinsically motivated project team, through giving the employees the freedom for autonomy, mastery and purpose, it is then possible to develop excellent products. With these changes, combined with using a rapid application development approach, the group of users serves as an important indicator to test the market needs, rather than only as the stakeholders for requirements. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intrinsic%20motivation" title="intrinsic motivation">intrinsic motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=requirements%20elicitation" title=" requirements elicitation"> requirements elicitation</a>, <a href="https://publications.waset.org/abstracts/search?q=self-directed%20work" title=" self-directed work"> self-directed work</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20participation" title=" stakeholder participation"> stakeholder participation</a> </p> <a href="https://publications.waset.org/abstracts/29706/going-beyond-stakeholder-participation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29706.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1666</span> Decentralization and Participatory Approach in the Cultural Heritage Management in Local Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amorn%20Kritsanaphan">Amorn Kritsanaphan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper illustrates the decentralization of cultural heritage management in local Thailand, a place similar to other middle- income developing countries characterized by rapid tourism-industrialization, weakness formal state institutions and procedures, and intensity use of the cultural heritage resources. The author conducted field research in local Thailand, principally using qualitative primary data gathering. These were combined with records reviews and content analysis of documents. The author also attended local public meetings, and social activities, and interacted casually with local residents and governments. Cultural heritage management has been supposed to improve through multi-stakeholder participation and decentralization. However, processes and outcomes are far from being straightforward and depend on a variety of contingencies and contexts involved. Multi-stakeholder and participatory approach in decentralization of the cultural heritage management in Thailand have pushed to the forefront and sharpened a number of existing problems. However, under the decentralization, the most significant contribution has been in creating real political space where various local stakeholders have become active, respond and address their concerns in various ways vis-à-vis cultural heritage problems. Improving cultural heritage sustainability and viability of local livelihoods through decentralization and participatory approach is by no means certain. However, the shift instead creates spaces potent with possibilities for a meaningful and constructive engagement between and among local state and non-state actors that can lead to synergies and positive outcomes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decentralization" title="decentralization">decentralization</a>, <a href="https://publications.waset.org/abstracts/search?q=participatory%20approach" title=" participatory approach"> participatory approach</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20heritage%20management" title=" cultural heritage management"> cultural heritage management</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-stakeholder%20approach" title=" multi-stakeholder approach"> multi-stakeholder approach</a> </p> <a href="https://publications.waset.org/abstracts/99126/decentralization-and-participatory-approach-in-the-cultural-heritage-management-in-local-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/99126.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">148</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1665</span> Knowledge and Organisational Success: Developing a Scale of Knowledge Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Almohammedali">Mohammed Almohammedali</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Edgar"> David Edgar</a>, <a href="https://publications.waset.org/abstracts/search?q=Duncan%20Peter"> Duncan Peter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this exploratory research is to further understand how organisations can evaluate their activities, which generate knowledge creation, to meet changing stakeholder expectations. A Scale of Knowledge (SoK) Framework is proposed which links knowledge management and organisational activities to changing stakeholder expectations. The framework was informed by the knowledge management literature, as well as empirical work conducted via a single case study of a multi-site hospital organisation in Saudi Arabia. Eight in-depth semi-structured interviews were conducted with managers from across the organisation regarding current and future stakeholder expectations, organisational strategy/activities and knowledge management. Data were analysed using thematic analysis and a hierarchical value map technique to identify activities that can produce further knowledge and consequently impact on how stakeholder expectations are met. The SoK Framework developed may be useful to practitioners as an analytical aid to determine if current organisational activities produce organisational knowledge which helps them meet (increasingly higher levels of) stakeholder expectations. The limitations of the research and avenues for future development of the proposed framework are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title="knowledge creation">knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20knowledge" title=" organisational knowledge"> organisational knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=analytical%20aid" title=" analytical aid"> analytical aid</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a> </p> <a href="https://publications.waset.org/abstracts/23627/knowledge-and-organisational-success-developing-a-scale-of-knowledge-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23627.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">433</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1664</span> The Role of Team Efficacy and Coaching on the Relationships between Distributive and Procedural Justice and Job Engagement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yoonhee%20Cho">Yoonhee Cho</a>, <a href="https://publications.waset.org/abstracts/search?q=Gye-Hoon%20Hong"> Gye-Hoon Hong </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study focuses on the roles of distributive and procedural justice on job engagement. Additionally, the study focuses on whether situational factors such as team efficacy and team leaders’ coaching moderate the relationship between distributive and procedural justice and job engagement. Ordinary linear regression was used to analyze data from seven South Korean Companies (total N=346). Results confirmed the hypothesized model indicating that both distributive and procedural justices were positively related to job engagement of employees. Team efficacy and team leaders’ coaching moderated the relationship between distributive justice and job engagement whereas it brought non-significant result found for procedural justice. The facts that two types of justice and the interactive effects of two situational variables were different implied that different managerial strategies should be used when job engagement was to be enhanced. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=coaching" title="coaching">coaching</a>, <a href="https://publications.waset.org/abstracts/search?q=distributive%20justice" title=" distributive justice"> distributive justice</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20engagement" title=" job engagement"> job engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=procedural%20justice" title=" procedural justice"> procedural justice</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20efficacy" title=" team efficacy"> team efficacy</a> </p> <a href="https://publications.waset.org/abstracts/23699/the-role-of-team-efficacy-and-coaching-on-the-relationships-between-distributive-and-procedural-justice-and-job-engagement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23699.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">554</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1663</span> Employees’ Satisfaction and Engagement in UAE: Antecedents and Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sareh%20Rajabi">Sareh Rajabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Taha%20Anjamrooz"> Taha Anjamrooz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Hassan%20%20Almarzooqi"> Ahmed Hassan Almarzooqi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee satisfaction, engagement, and performance are crucial for successful organizations. The performance of the employees now depends on their satisfaction level and whether they are satisfied with the management. Due to this fact, the organizations are now measuring the satisfaction level of their employees to increase profitability, productivity, and turnover. The aim of this research is to inspect the antecedents which direct in the direction of significant employee engagement and good job fit by finding the relationship between employee satisfaction and engagement. Based on an inclusive literature review on the employees’ satisfaction, engagement and performance, this research will conduct a study and survey in the UAE organizations in order to develop a framework for evaluating the impact of factors like employee satisfaction and engagement on the operation as an outcome by using statistical analysis. This study will allow in understanding the advantages of containing satisfied employees and how they perform in their peak motivation to make the company more profitable and competitive. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20satisfaction" title="employees’ satisfaction">employees’ satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20engagement" title=" employees’ engagement"> employees’ engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=antecedents" title=" antecedents"> antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=outcomes" title=" outcomes"> outcomes</a> </p> <a href="https://publications.waset.org/abstracts/128752/employees-satisfaction-and-engagement-in-uae-antecedents-and-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/128752.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">151</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1662</span> Engagement Analysis Using DAiSEE Dataset</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naman%20Solanki">Naman Solanki</a>, <a href="https://publications.waset.org/abstracts/search?q=Souraj%20Mondal"> Souraj Mondal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the world moving towards online communication, the video datastore has exploded in the past few years. Consequently, it has become crucial to analyse participant’s engagement levels in online communication videos. Engagement prediction of people in videos can be useful in many domains, like education, client meetings, dating, etc. Video-level or frame-level prediction of engagement for a user involves the development of robust models that can capture facial micro-emotions efficiently. For the development of an engagement prediction model, it is necessary to have a widely-accepted standard dataset for engagement analysis. DAiSEE is one of the datasets which consist of in-the-wild data and has a gold standard annotation for engagement prediction. Earlier research done using the DAiSEE dataset involved training and testing standard models like CNN-based models, but the results were not satisfactory according to industry standards. In this paper, a multi-level classification approach has been introduced to create a more robust model for engagement analysis using the DAiSEE dataset. This approach has recorded testing accuracies of 0.638, 0.7728, 0.8195, and 0.866 for predicting boredom level, engagement level, confusion level, and frustration level, respectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=computer%20vision" title="computer vision">computer vision</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement%20prediction" title=" engagement prediction"> engagement prediction</a>, <a href="https://publications.waset.org/abstracts/search?q=deep%20learning" title=" deep learning"> deep learning</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-level%20classification" title=" multi-level classification"> multi-level classification</a> </p> <a href="https://publications.waset.org/abstracts/152133/engagement-analysis-using-daisee-dataset" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152133.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">114</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1661</span> Closing the Loop between Building Sustainability and Stakeholder Engagement: Case Study of an Australian University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karishma%20Kashyap">Karishma Kashyap</a>, <a href="https://publications.waset.org/abstracts/search?q=Subha%20D.%20Parida"> Subha D. Parida</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rapid population growth and urbanization is creating pressure throughout the world. This has a dramatic effect on a lot of elements which include water, food, transportation, energy, infrastructure etc. as few of the key services. Built environment sector is growing concurrently to meet the needs of urbanization. Due to such large scale development of buildings, there is a need for them to be monitored and managed efficiently. Along with appropriate management, climate adaptation is highly crucial as well because buildings are one of the major sources of greenhouse gas emission in their operation phase. Buildings to be adaptive need to provide a triple bottom approach to sustainability i.e., being socially, environmentally and economically sustainable. Hence, in order to deliver these sustainability outcomes, there is a growing understanding and thrive towards switching to green buildings or renovating new ones as per green standards wherever possible. Academic institutions in particular have been following this trend globally. This is highly significant as universities usually have high occupancy rates because they manage a large building portfolio. Also, as universities accommodate the future generation of architects, policy makers etc., they have the potential of setting themselves as a best industry practice model for research and innovation for the rest to follow. Hence their climate adaptation, sustainable growth and performance management becomes highly crucial in order to provide the best services to users. With the objective of evaluating appropriate management mechanisms within academic institutions, a feasibility study was carried out in a recent 5-Star Green Star rated university building (housing the School of Construction) in Victoria (south-eastern state of Australia). The key aim was to understand the behavioral and social aspect of the building users, management and the impact of their relationship on overall building sustainability. A survey was used to understand the building occupant’s response and reactions in terms of their work environment and management. A report was generated based on the survey results complemented with utility and performance data which were then used to evaluate the management structure of the university. Followed by the report, interviews were scheduled with the facility and asset managers in order to understand the approach they use to manage the different buildings in their university campuses (old, new, refurbished), respective building and parameters incorporated in maintaining the Green Star performance. The results aimed at closing the communication and feedback loop within the respective institutions and assist the facility managers to deliver appropriate stakeholder engagement. For the wider design community, analysis of the data highlights the applicability and significance of prioritizing key stakeholders, integrating desired engagement policies within an institution’s management structures and frameworks and their effect on building performance <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20optimization" title="building optimization">building optimization</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20building" title=" green building"> green building</a>, <a href="https://publications.waset.org/abstracts/search?q=post%20occupancy%20evaluation" title=" post occupancy evaluation"> post occupancy evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a> </p> <a href="https://publications.waset.org/abstracts/65504/closing-the-loop-between-building-sustainability-and-stakeholder-engagement-case-study-of-an-australian-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65504.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">357</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1660</span> Media Engagement and Ethnic Identity: The Case of the Aeta Ambala of Pastolan Village</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kriztine%20R.%20Viray">Kriztine R. Viray</a>, <a href="https://publications.waset.org/abstracts/search?q=Chona%20Rita%20R.%20Cruz"> Chona Rita R. Cruz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper explores the engagement of indigenous group, Aeta Ambala with different media and how this engagement affects their perception of their own ethnic identity. The researchers employed qualitative research as their approach and descriptive research method as their design. The paper integrates two theories. These are communication theory of identity by Michael Hecht and the Uses and Gratification Theory of Katz, Blumler, and Gurevitch. Among others, the paper exposes that the engagement of the Aeta-Ambala with the various forms of media certainly affected the way they perceived the outside world and their own ethnic group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aeta%20Ambala" title="Aeta Ambala">Aeta Ambala</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=ethnic" title=" ethnic"> ethnic</a>, <a href="https://publications.waset.org/abstracts/search?q=media%20engagement" title=" media engagement"> media engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=Philippines" title=" Philippines"> Philippines</a> </p> <a href="https://publications.waset.org/abstracts/46660/media-engagement-and-ethnic-identity-the-case-of-the-aeta-ambala-of-pastolan-village" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46660.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1659</span> Measuring Engagement Equation in Educational Institutes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahfoodh%20Saleh%20Al%20Sabbagh">Mahfoodh Saleh Al Sabbagh</a>, <a href="https://publications.waset.org/abstracts/search?q=Venkoba%20Rao"> Venkoba Rao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is plenty of research, both in academic and consultancy circles, about the importance and benefits of employee engagement and customer engagement and how it gives organization an opportunity to reduce variability and improve performance. Customer engagement is directly related to the engagement level of the organization's employees. It is therefore important to measure both. This research drawing from the work of Human Sigma by Fleming and Asplund, attempts to assess engagement level of customer and employees - the human systems of business - in an educational setup. Student is important to an educational institute and is a customer to be served efficiently and effectively. Considering student as customer and faculty as employees serving them, in–depth interviews were conducted to analyze the relationship between faculty and student engagement in two leading colleges in Oman, one from private sector and another from public sector. The study relied mainly on secondary data sources to understand the concept of engagement. However, the search of secondary sources was extensive to compensate the limited primary data. The results indicate that high faculty engagement is likely to lead to high student engagement. Engaged students were excited about learning, loved the feeling of they being cared as a person by their faculty and advocated the organization to other. The interaction truly represents an opportunity to build emotional connection to the organization. This study could be of interest to organizations interest in building and maintaining engagement with employees and customers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20engagement" title="customer engagement">customer engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=consumer%20psychology" title=" consumer psychology"> consumer psychology</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20institutes" title=" educational institutes"> educational institutes</a> </p> <a href="https://publications.waset.org/abstracts/17671/measuring-engagement-equation-in-educational-institutes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17671.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">472</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1658</span> Collaboration with Governmental Stakeholders in Positioning Reputation on Value</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeynep%20Genel">Zeynep Genel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of reputation in corporate development comes to the fore as one of the most frequently discussed topics in recent years. Many organizations, which make worldwide investments, make effort in order to adapt themselves to the topics within the scope of this concept and to promote the name of the organization through the values that might become prominent. The stakeholder groups are considered as the most important actors determining the reputation. Even, the effect of stakeholders is not evaluated as a direct factor; it is signed as indirect effects of their perception are a very strong on ultimate reputation. It is foreseen that the parallelism between the projected reputation and the perceived c reputation, which is established as a result of communication experiences perceived by the stakeholders, has an important effect on achieving these objectives. In assessing the efficiency of these efforts, the opinions of stakeholders are widely utilized. In other words, the projected reputation, in which the positive and/or negative reflections of corporate communication play effective role, is measured through how the stakeholders perceptively position the organization. From this perspective, it is thought that the interaction and cooperation of corporate communication professionals with different stakeholder groups during the reputation positioning efforts play significant role in achieving the targeted reputation or in sustainability of this value. The governmental stakeholders having intense communication with mass stakeholder groups are within the most effective stakeholder groups of organization. The most important reason of this is that the organizations, regarding which the governmental stakeholders have positive perception, inspire more confidence to the mass stakeholders. At this point, the organizations carrying out joint projects with governmental stakeholders in parallel with sustainable communication approach come to the fore as the organizations having strong reputation, whereas the reputation of organizations, which fall behind in this regard or which cannot establish the efficiency from this aspect, is thought to be perceived as weak. Similarly, the social responsibility campaigns, in which the governmental stakeholders are involved and which play efficient role in strengthening the reputation, are thought to draw more attention. From this perspective, the role and effect of governmental stakeholders on the reputation positioning is discussed in this study. In parallel with this objective, it is aimed to reveal perspectives of seven governmental stakeholders towards the cooperation in reputation positioning. The sample group representing the governmental stakeholders is examined under the lights of results obtained from in-depth interviews with the executives of different ministries. It is asserted that this study, which aims to express the importance of stakeholder participation in corporate reputation positioning especially in Turkey and the effective role of governmental stakeholders in strong reputation, might provide a new perspective on measuring the corporate reputation, as well as establishing an important source to contribute to the studies in both academic and practical domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=collaborative%20communications" title="collaborative communications">collaborative communications</a>, <a href="https://publications.waset.org/abstracts/search?q=reputation%20management" title=" reputation management"> reputation management</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=ultimate%20reputation" title=" ultimate reputation"> ultimate reputation</a> </p> <a href="https://publications.waset.org/abstracts/86246/collaboration-with-governmental-stakeholders-in-positioning-reputation-on-value" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86246.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">225</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1657</span> Sustainable and Responsible Mining - Lundin Mining’s Subsidiary in Portugal, Sociedade Mineira de Neves-Corvo Case</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jose%20Daniel%20Braga%20Alves">Jose Daniel Braga Alves</a>, <a href="https://publications.waset.org/abstracts/search?q=Joaquim%20Gois"> Joaquim Gois</a>, <a href="https://publications.waset.org/abstracts/search?q=Alexandre%20Leite"> Alexandre Leite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This abstract presents the responsible and sustainable mining case study of a Portuguese mine operation, highlighting how mine exploitation can sustainably exist in balance with the environment, aligned with all stakeholders. The mining operation is remotely located in a United Nations (UN) biodiversity reserve, away from major industrial centers or logistical ports, and presents an interesting investigation to assess the balanced mine operation in alignment with all key stakeholders, which presents unique opportunities as well as challenges. Based on the sustainable mining framework, it is intended to detail examples of best practices from Sociedade Mineira de Neves-Corvo (SOMINCOR), demonstrating social acceptance by the local community, health, and safety at work, reduction of environmental impacts and management of mining waste, which directly influence the acceptance and recognition of a sustainable operation. The case study aims to present the SOMINCOR approach to sustainable mining, focusing on social responsibility, considering materials provided by Lundin Mining Corporation (LMC) and SOMINCOR and the socially responsible approach of the mining operations., referencing related international guidelines, UN Sustainable Development Goals. The researchers reviewed LMC's annual Sustainability Reports (2019, 2020 and 2021) and updated information regarding material topics of the most significant interest to internal and external stakeholders. These material topics formed the basis of the corporation-wide sustainability strategy. LMC's Responsible Mining Policy (RMP) was reviewed, focusing on the commitment that guides the approach to responsible operation and management of the Company's business. Social performance, compliance, environmental management, governance, human rights, and economic contribution are principles of the RMP. The Human Rights Risk Impact Assessment (HRRIA), based on frameworks including UN Guiding Principles (UNGP), Voluntary Principles on Security and Human Rights, and a community engagement program implemented (SLO index), was part of this research. The program consists of ongoing surveys and perceptions studies using behavioural science insights, data from which was not available within the timeframe of completing this research. LMC stakeholder engagement standards and grievance mechanisms were also reviewed. Stakeholder engagement and the community's perception are key to this operation to ensure social license to operate (SLO). Preliminary surveys with local communities provided input data for the local development strategy. After the implementation of several initiatives, subsequent surveys were performed to assess acceptance and trust from the local communities and changes to the SLO index. SOMINCOR's operation contributes to 12 out of 17 sustainable development goals. From the assessed and available data, local communities and social engagement are priorities to SOMINCOR. Experience to date shows that the continual engagement with local communities and the grievance mechanisms in place are respected and followed for all concerns presented by any stakeholder. It can be concluded that this underground mine in Portugal complies with applicable regulations and goes beyond them with regard to sustainable development and engagement with key stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20mining" title="sustainable mining">sustainable mining</a>, <a href="https://publications.waset.org/abstracts/search?q=development%20goals" title=" development goals"> development goals</a>, <a href="https://publications.waset.org/abstracts/search?q=portuguese%20mining" title=" portuguese mining"> portuguese mining</a>, <a href="https://publications.waset.org/abstracts/search?q=zinc%20copper" title=" zinc copper"> zinc copper</a> </p> <a href="https://publications.waset.org/abstracts/165617/sustainable-and-responsible-mining-lundin-minings-subsidiary-in-portugal-sociedade-mineira-de-neves-corvo-case" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165617.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">76</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement&page=5">5</a></li> <li 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