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analysis</title> <meta name="description" content="Search results for: stakeholder analysis"> <meta name="keywords" content="stakeholder analysis"> <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 d-lg-none 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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 analysis"> <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> 28027</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: stakeholder analysis</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">28027</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">28026</span> Stakeholder Analysis of Agricultural Drone Policy: A Case Study of the Agricultural Drone Ecosystem of Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thanomsin%20Chakreeves">Thanomsin Chakreeves</a>, <a href="https://publications.waset.org/abstracts/search?q=Atichat%20Preittigun"> Atichat Preittigun</a>, <a href="https://publications.waset.org/abstracts/search?q=Ajchara%20Phu-ang"> Ajchara Phu-ang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a stakeholder analysis of agricultural drone policies that meet the government's goal of building an agricultural drone ecosystem in Thailand. Firstly, case studies from other countries are reviewed. The stakeholder analysis method and qualitative data from the interviews are then presented including data from the Institute of Innovation and Management, the Office of National Higher Education Science Research and Innovation Policy Council, agricultural entrepreneurs and farmers. Study and interview data are then employed to describe the current ecosystem and to guide the implementation of agricultural drone policies that are suitable for the ecosystem of Thailand. Finally, policy recommendations are then made that the Thai government should adopt in the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=drone%20public%20policy" title="drone public policy">drone public policy</a>, <a href="https://publications.waset.org/abstracts/search?q=drone%20ecosystem" title=" drone ecosystem"> drone ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=policy%20development" title=" policy development"> policy development</a>, <a href="https://publications.waset.org/abstracts/search?q=agricultural%20drone" title=" agricultural drone"> agricultural drone</a> </p> <a href="https://publications.waset.org/abstracts/132133/stakeholder-analysis-of-agricultural-drone-policy-a-case-study-of-the-agricultural-drone-ecosystem-of-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132133.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">147</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">28025</span> A Multi-agent System Framework for Stakeholder Analysis of Local Energy Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mengqiu%20Deng">Mengqiu Deng</a>, <a href="https://publications.waset.org/abstracts/search?q=Xiao%20Peng"> Xiao Peng</a>, <a href="https://publications.waset.org/abstracts/search?q=Yang%20Zhao"> Yang Zhao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The development of local energy systems requires the collective involvement of different actors from various levels of society. However, the stakeholder analysis of local energy systems still has been under-developed. This paper proposes an multi-agent system (MAS) framework to facilitate the development of stakeholder analysis of local energy systems. The framework takes into account the most influencing stakeholders, including prosumers/consumers, system operators, energy companies and government bodies. Different stakeholders are modeled based on agent architectures for example the belief-desire-intention (BDI) to better reflect their motivations and interests in participating in local energy systems. The agent models of different stakeholders are then integrated in one model of the whole energy system. An illustrative case study is provided to elaborate how to develop a quantitative agent model for different stakeholders, as well as to demonstrate the practicability of the proposed framework. The findings from the case study indicate that the suggested framework and agent model can serve as analytical instruments for enhancing the government’s policy-making process by offering a systematic view of stakeholder interconnections in local energy systems. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=multi-agent%20system" title="multi-agent system">multi-agent system</a>, <a href="https://publications.waset.org/abstracts/search?q=BDI%20agent" title=" BDI agent"> BDI agent</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20energy%20systems" title=" local energy systems"> local energy systems</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a> </p> <a href="https://publications.waset.org/abstracts/176640/a-multi-agent-system-framework-for-stakeholder-analysis-of-local-energy-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/176640.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">87</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">28024</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">28023</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">28022</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">28021</span> The Relation between Earnings Management with the Financial Reporting</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anocha%20Rojanapanich">Anocha Rojanapanich</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this research is to investigate the effects of earnings management on corporate transparency of the company in Dusit area workplace via financial reporting reliability and stakeholder acceptance as independent variable. And the company in Dusit are are taken as the population and sample. The questionnaire is used to collect data. Exploratory Factor Analysis is implemented to ensure construct validity, and correlation statistic is selected to test the relationship among all variable and the ordinary least squares regression is used to explore the hypothesized. The results show that earnings management has a significant and negative impact on financial reporting reliability, stakeholder acceptance, and corporate transparency. Both financial reporting reliability and stakeholder acceptance have an important and positive effect on corporate transparency, and they are then mediators of the earnings management-corporate transparency relationships. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dusit%20area%20workplace" title="dusit area workplace">dusit area workplace</a>, <a href="https://publications.waset.org/abstracts/search?q=earnings%20management" title=" earnings management"> earnings management</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20report" title=" financial report"> financial report</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20and%20marketing%20management" title=" business and marketing management"> business and marketing management</a> </p> <a href="https://publications.waset.org/abstracts/17780/the-relation-between-earnings-management-with-the-financial-reporting" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17780.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">406</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">28020</span> State of Art in Software Requirement Negotiation Process Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shamsu%20Abdullahi">Shamsu Abdullahi</a>, <a href="https://publications.waset.org/abstracts/search?q=Nazir%20Yusuf"> Nazir Yusuf</a>, <a href="https://publications.waset.org/abstracts/search?q=Hazrina%20Sofian"> Hazrina Sofian</a>, <a href="https://publications.waset.org/abstracts/search?q=Abubakar%20Zakari"> Abubakar Zakari</a>, <a href="https://publications.waset.org/abstracts/search?q=Amina%20Nura"> Amina Nura</a>, <a href="https://publications.waset.org/abstracts/search?q=Salisu%20Suleiman"> Salisu Suleiman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Requirements negotiation process models help in resolving conflicting requirements of the heterogeneous stakeholders in the software development industry. This is to achieve a shared vision of software projects to be developed by the industry. Negotiating stakeholder agreements is a serious and difficult task in the software development process. There are many requirements negotiation process models that effectively negotiate stakeholder agreements that have been proposed by the research community. Other issues in the requirements negotiation research domain include stakeholder communication, decision-making, lack of negotiation interoperability, and managing requirement changes and analysis. This study highlights the current state of the art in the existing software requirements negotiation process models. The study also describes the issues and limitations in the software requirements negotiations process models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=requirements" title="requirements">requirements</a>, <a href="https://publications.waset.org/abstracts/search?q=negotiation" title=" negotiation"> negotiation</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=agreements" title=" agreements"> agreements</a> </p> <a href="https://publications.waset.org/abstracts/161397/state-of-art-in-software-requirement-negotiation-process-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/161397.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">197</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">28019</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">28018</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">28017</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">28016</span> ePLANETe Idea and Functionalities: Agricultural Sustainability Assessment, Biodiversity, and Stakeholder Involvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20K.%20Ashiquer%20Rahman">S. K. Ashiquer Rahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A cutting-edge online knowledge mediation system called "ePLANETe" provides a framework for building knowledge, tools and methods for all education, research and sustainable practices and elsewhere, as well as the deliberative assessment support of sustainability, biodiversity, and stakeholder involvement issues of the territorial development sector, e.g., agriculture.The purpose is to present, as sectorial and institutional perception, the 'ePLANETe' concept and functionalities as an experimental online platform for contributing the sustainability assessment, biodiversity, and stakeholder involvement. In the upshot, the concept of 'ePLANETe'isan investigation of the challenges of "online things, technology and application". The new digital technologies are exploited to facilitate collaborative technology and application to territorial development issues, e.g., agriculture. In order to investigate the dealing capacity (Qualitative and Quantitative) of sustainability, biodiversity, and stakeholder involvement of the agriculture sector through the stakeholder-based integrated assessment "Deliberation Support Tools (DST) and INTEGRAAL method" of collective resources. Specifically, this paper focuses on integrating system methodologies with deliberation tools for collective assessment and decision-making in implementing regional plans of agriculture. The aim of this report is to identify effective knowledge and tools and to enable deliberation methodologies regarding practices on the sustainability of agriculture and biodiversity issues, societal responsibilities, and regional planning that will create the scope for qualitative and quantitative assessments of sustainability as a new landmark of the agriculture sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability" title="sustainability">sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=biodiversity" title=" biodiversity"> biodiversity</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder" title=" stakeholder"> stakeholder</a>, <a href="https://publications.waset.org/abstracts/search?q=dst" title=" dst"> dst</a>, <a href="https://publications.waset.org/abstracts/search?q=integraal" title=" integraal"> integraal</a> </p> <a href="https://publications.waset.org/abstracts/164961/eplanete-idea-and-functionalities-agricultural-sustainability-assessment-biodiversity-and-stakeholder-involvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164961.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">116</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">28015</span> Implications of Stakeholder Theory as a Critical Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Louis%20Hickman">Louis Hickman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Stakeholder theory is a powerful conception of the firm based on the notion that a primary focus on shareholders is inadequate and, in fact, detrimental to the long-term health of the firm. As such it represents a departure from prevalent business school teachings with their focus on accounting and cost controls. Herein, it is argued that stakeholder theory can be better conceptualized as a critical theory, or one which represents a fundamental change in business behavior and can transform the behavior of businesses if accepted. By arguing that financial interests underdetermine the success of the firm, stakeholder theory further democratizes business by endorsing an increased awareness of the importance of non-shareholder stakeholders. Stakeholder theory requires new, non-financial, measures of success that provide a new consciousness for management and businesses when conceiving their actions and place in society. Thereby, stakeholder theory can show individuals through self-reflection that the capitalist impulses to generate wealth cannot act as primary drivers of business behavior, but rather, that we would choose to support interests outside ourselves if we made the decision in free discussion. This is due to the false consciousness embedded in our capitalism that the firm’s finances are the foremost concern of modern organizations at the expense of other goals. A focus on non-shareholder stakeholders in addition to shareholders generates greater benefits for society by improving the state of customers, employees, suppliers, the community, and shareholders alike. These positive effects generate further positive gains in well-being for stakeholders and translate into increased health for the future firm. Additionally, shareholders are the only stakeholder group that does not provide long-term firm value since there are not always communities with qualified employees, suppliers capable of providing the quality of product needed, or persons with purchasing power for all conceivable products. Therefore, the firm’s long-term health is benefited most greatly by improving the greatest possible parts of the society in which it inhabits, rather than solely the shareholder. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=capitalism" title="capitalism">capitalism</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20theory" title=" critical theory"> critical theory</a>, <a href="https://publications.waset.org/abstracts/search?q=self-reflection" title=" self-reflection"> self-reflection</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20theory" title=" stakeholder theory"> stakeholder theory</a> </p> <a href="https://publications.waset.org/abstracts/56703/implications-of-stakeholder-theory-as-a-critical-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56703.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">346</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">28014</span> Perceptions of Corporate Governance and Business Ethics Practices in Kuwaiti Islamic and Conventional Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khaled%20Alotaibi">Khaled Alotaibi</a>, <a href="https://publications.waset.org/abstracts/search?q=Salah%20Alhamadi"> Salah Alhamadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ibraheem%20Almubarak"> Ibraheem Almubarak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study attempts to explore both corporate governance (GC) and business ethics (BE) practices in Kuwaiti banks and the relationship between CG and BE, using an accountability framework. By examining the perceptions of key stakeholder groups, this study investigates the practices of BE and CG in Islamic banks (IBs) compared to conventional banks (CBs). We contribute to the scarce studies concerned with relations between CG and BE. We have employed a questionnaire survey method for a random sample of crucial relevant stakeholder groups. The empirical analysis of the participants’ perceptions highlights the importance of applying CG regulations and BE for Kuwaiti banks and the clear link between the two concepts. We find that the main concern is not the absence of CG and BE codes, but the lack of consistent enforcement of the regulations. Such a system needs to be strictly and effectively implemented in Kuwaiti banks to protect all stakeholders’ wealth, not only that of stockholders. There are significant patterns in the CG and BE expectations among different stakeholder groups. Most interestingly, banks’ client groups illustrate high expectations concerning CG and BE practices. <p class="card-text"><strong>Keywords:</strong> <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=GC" title=" GC"> GC</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title=" business ethics"> business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=BE" title=" BE"> BE</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20banks" title=" Islamic banks"> Islamic banks</a>, <a href="https://publications.waset.org/abstracts/search?q=IBs" title=" IBs"> IBs</a>, <a href="https://publications.waset.org/abstracts/search?q=conventional%20banks" title=" conventional banks"> conventional banks</a>, <a href="https://publications.waset.org/abstracts/search?q=CBs" title=" CBs"> CBs</a>, <a href="https://publications.waset.org/abstracts/search?q=accountability" title=" accountability"> accountability</a> </p> <a href="https://publications.waset.org/abstracts/116002/perceptions-of-corporate-governance-and-business-ethics-practices-in-kuwaiti-islamic-and-conventional-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116002.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">155</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">28013</span> Solar Energy Technology Adoption; A Vignette Study for the Up-Scale Residential Sector in Egypt</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mazen%20Zaki">Mazen Zaki</a>, <a href="https://publications.waset.org/abstracts/search?q=Sherwat%20E.%20Ibrahim"> Sherwat E. Ibrahim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Renewable energy has become a very important and critical topic all around the world due to the limited resources that led to shifting to the trend of renewable energy and its integration with the conventional ones. This paper investigates the adoption of the solar energy technology for up-scale residential sector in Cairo, Egypt. The technology acceptance model uses several stakeholder points’ of views to develop vignettes to be used in examining the intention and attitude of the householders to adopt the solar energy technology. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=solar%20energy" title="solar energy">solar energy</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20acceptance%20model" title=" technology acceptance model"> technology acceptance model</a>, <a href="https://publications.waset.org/abstracts/search?q=TAM" title=" TAM"> TAM</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20analysis" title=" stakeholder analysis"> stakeholder analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=vignette" title=" vignette"> vignette</a>, <a href="https://publications.waset.org/abstracts/search?q=residential%20sector" title=" residential sector"> residential sector</a> </p> <a href="https://publications.waset.org/abstracts/145109/solar-energy-technology-adoption-a-vignette-study-for-the-up-scale-residential-sector-in-egypt" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145109.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">145</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">28012</span> The Corporate Vision Effect on Rajabhat University Brand Building in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pisit%20Potjanajaruwit">Pisit Potjanajaruwit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to (1) investigate the corporate vision factor influencing Rajabhat University brand building in Thailand and (2) explore influences of brand building upon Rajabhat University stakeholders’ loyalty, and the research method will use mixed methods to conduct qualitative research with the quantitative research. The qualitative will approach by Indebt-interview the executive of Rathanagosin Rajabhat University group for 6 key informants and the quantitative data was collected by questionnaires distributed to stakeholder including instructors, staff, students and parents of the Rathanagosin Rajabhat University group for 400 sampling were selected by multi-stage sampling method. Data was analyzed by Structural Equation Modeling: SEM and also provide the focus group interview for confirming the model. Findings corporate vision had a direct and positive influence on Rajabhat University brand building were showed direct and positive influence on stakeholder’s loyalty and stakeholder’s loyalty was indirectly influenced by corporate vision through Rajabhat University brand building. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20building" title="brand building">brand building</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20vision" title=" corporate vision"> corporate vision</a>, <a href="https://publications.waset.org/abstracts/search?q=Rajabhat%20University" title=" Rajabhat University"> Rajabhat University</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%E2%80%98s%20loyalty" title=" stakeholder‘s loyalty"> stakeholder‘s loyalty</a> </p> <a href="https://publications.waset.org/abstracts/39940/the-corporate-vision-effect-on-rajabhat-university-brand-building-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39940.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">216</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">28011</span> Identification and Classification of Stakeholders in the Transition to 3D Cadastre</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qiaowen%20Lin">Qiaowen Lin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The 3D cadastre is an inevitable choice to meet the needs of real cadastral management. Nowadays, more attention is given to the technical aspects of 3D cadastre, resulting in the imbalance within this field. To fulfill this research gap, the stakeholder, which has been regarded as the determining factor in cadastral change has been studied. Delphi method, Michael rating, and stakeholder mapping are used to identify and classify the stakeholders in 3D cadastre. It is concluded that the project managers should pay more attention to the interesting appeal of the key stakeholders and different coping strategies should be adopted to facilitate the transition to 3D cadastre. <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=three%20dimension" title=" three dimension"> three dimension</a>, <a href="https://publications.waset.org/abstracts/search?q=cadastre" title=" cadastre"> cadastre</a>, <a href="https://publications.waset.org/abstracts/search?q=transtion" title=" transtion"> transtion</a> </p> <a href="https://publications.waset.org/abstracts/77914/identification-and-classification-of-stakeholders-in-the-transition-to-3d-cadastre" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77914.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">290</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">28010</span> Policy Monitoring and Water Stakeholders Network Analysis in Shemiranat</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fariba%20Ebrahimi">Fariba Ebrahimi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Ghorbani"> Mehdi Ghorbani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Achieving to integrated Water management fundamentally needs to effective relation, coordination, collaboration and synergy among various actors who have common but different responsibilities. In this sense, the foundation of comprehensive and integrated management is not compatible with centralization and top-down strategies. The aim of this paper is analysis institutional network of water relevant stakeholders and water policy monitoring in Shemiranat. In this study collaboration networks between informal and formal institutions co-management process have been investigated. Stakeholder network analysis as a quantitative method has been implicated in this research. The results of this study indicate that institutional cohesion is medium; sustainability of institutional network is about 40 percent (medium). Additionally the core-periphery index has measured in this study according to reciprocity index. Institutional capacities for integrated natural resource management in regional level are measured in this study. Furthermore, the necessity of centrality reduction and promote stakeholders relations and cohesion are emphasized to establish a collaborative natural resource governance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=policy%20monitoring" title="policy monitoring">policy monitoring</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20management" title=" water management"> water management</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20network" title=" social network"> social network</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder" title=" stakeholder"> stakeholder</a>, <a href="https://publications.waset.org/abstracts/search?q=shemiranat" title=" shemiranat"> shemiranat</a> </p> <a href="https://publications.waset.org/abstracts/39616/policy-monitoring-and-water-stakeholders-network-analysis-in-shemiranat" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39616.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">274</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">28009</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">28008</span> Problems in Establishing Alliances to Comply with SDG 17 in the Successful Execution of Environmental Conservation Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elena%20Bulmer">Elena Bulmer</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The research for this study has found that the formation of alliances for the successful revitalization of the global partnership for sustainable development, as defined by UN Sustainable Development Goal 17, entails considerable difficulty. This study uses for its empirical work marine environmental conservation projects and analyses the potential involvement of nonhuman actors as primordial stakeholders in these types of projects. The idea is to extend the scope of SDG 17 for it to also consider nonhuman subjects in order for it to better achieve its goal. The results of this study may be extrapolated to the business and management fields, which depend on natural resources for the development of their products. In the same way, in these areas, natural resources as nonhuman actors are not present in the stakeholder maps of these projects. Environmental Conservation projects are thus especially interesting to study with regards to their stakeholder context and have been used as the experimental setting for the empirical work of this study. The primordial stakeholders of these projects are not social objects and therefore go beyond the present limits of present stakeholder theory. The study that has been used to analyse this concept is a marine conservation project based in Spain, and to shed light in potential extending the role of the 17th Sustainable Development Goal to include nonhuman beings to be able to better achieve the rest of the SDGs, in this case, SDG 14 whose aim is to promote the conservation and sustainability of the world´s oceans. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SDG%2017" title="SDG 17">SDG 17</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</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=environmental%20conservation%20projects" title=" environmental conservation projects"> environmental conservation projects</a> </p> <a href="https://publications.waset.org/abstracts/140711/problems-in-establishing-alliances-to-comply-with-sdg-17-in-the-successful-execution-of-environmental-conservation-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/140711.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">214</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">28007</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">28006</span> Leadership Strategies in Social Enterprises through Reverse Accountability: Analysis of Social Control for Pragmatic Organizational Design</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ananya%20Rajagopal">Ananya Rajagopal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study is based on an analysis of qualitative data used to analyze the business performance of entrepreneurs in emerging markets based on core variables such as collective leadership in reference to social entrepreneurship and reverse accountability attributes of stakeholders. In-depth interviews were conducted with 25 emerging enterprises within Mexico across five industrial segments. The study has been conducted focusing on five major research questions, which helped in developing the grounded theory related to reverser accountability. The results of the study revealed that the traditional entrepreneurship model based on an individualistic leadership style is being replaced by a collective leadership model. The study focuses on the leadership styles within social enterprises aimed at enhancing managerial capabilities and competencies, stakeholder values, and entrepreneurial growth. The theoretical motivation of this study has been derived from stakeholder theory and agency theory. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=reverse%20accountability" title="reverse accountability">reverse accountability</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title=" social enterprises"> social enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=collective%20leadership" title=" collective leadership"> collective leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=grounded%20theory" title=" grounded theory"> grounded theory</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20governance" title=" social governance"> social governance</a> </p> <a href="https://publications.waset.org/abstracts/153953/leadership-strategies-in-social-enterprises-through-reverse-accountability-analysis-of-social-control-for-pragmatic-organizational-design" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153953.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">28005</span> Managing Early Stakeholder Involvement at the Early Stages of a Building Project Life Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theophilus%20O.%20Odunlami">Theophilus O. Odunlami</a>, <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Haroglu"> Hasan Haroglu</a>, <a href="https://publications.waset.org/abstracts/search?q=Nader%20Saleh-Matter"> Nader Saleh-Matter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The challenges facing the construction industry are often worsened by the compounded nature of projects coupled with the complexity of key stakeholders involved at different stages of the project. Projects are planned to achieve outlined benefits in line with the business case; however, a lack of effective management of key stakeholders can result in unrealistic delivery aspirations, unnecessary re-works, and overruns. The aim of this study is to examine the early stages of a project lifecycle and investigate the stakeholder management and involvement processes and their impact on the successful delivery of the project. The research engaged with conventional construction organisations and project personnel and stakeholders on diverse projects, using a research strategy to analyse existing project case studies, narrative enquiries, interviews, and surveys using a combined qualitative, quantitative, and mixed method of analysis. Research findings have shown that the involvement of stakeholders at different levels during the early stages has pronounced effects on project delivery; it helps to forge synergy and promotes a clear understanding of individual responsibilities, strengths, and weaknesses. This has often fostered a positive sense of productive collaboration right through the early stages of the project. These research findings intend to contribute to the development of a process framework for stakeholder and project team involvement in the early stages of a project. This framework will align with the selection criteria for stakeholders, contractors, and resources, ultimately contributing to the successful completion of projects. The primary question addressed in this study is stakeholder involvement and management of the early stages of a building project life cycle impacts project delivery. Findings showed that early-stage stakeholder involvement and collaboration between project teams and contractors significantly contribute to project success. However, a strong and healthy communication strategy would be required to maintain the flow of value-added ideas among stakeholders at the early stages to benefit the project at the execution stage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=early%20stages" title="early stages">early stages</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20lifecycle" title=" project lifecycle"> project lifecycle</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making%20strategy" title=" decision-making strategy"> decision-making strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20framework" title=" project framework"> project framework</a> </p> <a href="https://publications.waset.org/abstracts/172085/managing-early-stakeholder-involvement-at-the-early-stages-of-a-building-project-life-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172085.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">100</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">28004</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">28003</span> Heritage Making Process of Urban Movements: A Case Study on the Public Struggle for 100% Open Tempelhofer Feld</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dilsad%20Aladag">Dilsad Aladag</a> </p> <p class="card-text"><strong>Abstract:</strong></p> From the closure of Tempelhofer Airport and the field in 2008 till 2014, the field's opening to public use was a subject of an urban movement that comprised demonstrations, protests, squats, workshops, panels, petition campaigns, and a referendum in 2014. As a result, Tempelhofer Feld is an open urban space for the use of Berliners today and protected by 'ThF law'. This analysis questioned how these urban movements' story is narrated and interpreted by two actor groups involved: citizen initiatives and city officials. Representation and communication take a vital part in transmitting and narrating meanings in heritage discourse and practice. Therefore, this research focused on particular websites as channels of representation and communication that these stakeholder groups maintained. The narrative analysis aims to examine meanings and stories portrayed with texts and images on the stakeholder's websites. This paper shares the essential findings of research and draws new questions regarding the urban heritage as both a source and a result of conflicts and stakeholders' role as producers of narrations of urban heritage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=conflict" title="conflict">conflict</a>, <a href="https://publications.waset.org/abstracts/search?q=heritage" title=" heritage"> heritage</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20movement" title=" urban movement"> urban movement</a>, <a href="https://publications.waset.org/abstracts/search?q=representation" title=" representation"> representation</a> </p> <a href="https://publications.waset.org/abstracts/138062/heritage-making-process-of-urban-movements-a-case-study-on-the-public-struggle-for-100-open-tempelhofer-feld" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138062.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">176</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">28002</span> Stakeholder Perceptions of Wildlife Tourism in Communal Conservancies within the Mudumu North Complex, Zambezi Region, Namibia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shimhanda%20M.%20N.">Shimhanda M. N.</a>, <a href="https://publications.waset.org/abstracts/search?q=Mogomotsi%20P.%20K."> Mogomotsi P. K.</a>, <a href="https://publications.waset.org/abstracts/search?q=Thakadu%20O.%20T."> Thakadu O. T.</a>, <a href="https://publications.waset.org/abstracts/search?q=Rutina%20L.%20P."> Rutina L. P.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Wildlife tourism (WT) in communal conservancies has the potential to contribute significantly to sustainable rural development. However, understanding local perceptions, promoting participation, and addressing stakeholder concerns are all required for sustainability. This study looks at stakeholder perceptions of WT in conservancies near protected areas in Namibia's Zambezi region, specifically the Mudumu North Complex. A mixed-methods approach was employed to collect data from 356 households using stratified sampling. Qualitative data was gathered through six focus group discussions and 22 key informant interviews. Quantitative analysis, using descriptive statistics and Spearman correlation, investigated socio-demographic influences on WT perceptions, while qualitative data were subjected to thematic analysis to identify key themes. Results revealed high awareness and generally positive perceptions of WT, particularly in Mashi Conservancy, which benefits from diverse tourism activities and joint ventures with lodges. Kwandu and Kyaramacan, which rely heavily on consumptive tourism, had lower awareness and perceived benefits. Human-wildlife conflict emerged as a persistent issue, especially in Kwandu and Mashi, where crop damage and wildlife interference undermined community support for WT. Younger, more educated, and employed individuals held more positive attitudes towards WT. The study highlights the importance of recognising community heterogeneity and tailoring WT strategies to meet diverse needs, including HWC mitigation. Policy implications include increasing community engagement, ensuring equitable benefit distribution, and implementing inclusive tourism strategies that promote long-term sustainability. These findings are critical for developing long-term WT models that address local challenges, encourage community participation, and contribute to socioeconomic development and conservation goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20tourism" title="sustainable tourism">sustainable tourism</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=community%20involvement" title=" community involvement"> community involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=socio-economic%20development" title=" socio-economic development"> socio-economic development</a> </p> <a href="https://publications.waset.org/abstracts/192648/stakeholder-perceptions-of-wildlife-tourism-in-communal-conservancies-within-the-mudumu-north-complex-zambezi-region-namibia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192648.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">28001</span> The Debate over Dutch Universities: An Analysis of Stakeholder Perspectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Bernabela">B. Bernabela</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Bles"> P. Bles</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Bloecker"> A. Bloecker</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20DeRock"> D. DeRock</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20van%20Es"> M. van Es</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Gerritse"> M. Gerritse</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20de%20Jongh"> T. de Jongh</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20Lansing"> W. Lansing</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Martinot"> M. Martinot</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20van%20de%20Wetering"> J. van de Wetering</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A heated debate has been taking place concerning research and teaching at Dutch universities for the last few years. The ministry of science and education has published reports on its strategy to improve university curricula and position the Netherlands as a globally competitive knowledge economy. These reports have provoked an uproar of responses from think tanks, concerned academics, and the media. At the center of the debate is disagreement over who should determine the Dutch university curricula and how these curricula should look. Many stakeholders in the higher education system have voiced their opinion, and some have not been heard. The result is that the diversity of visions is ignored or taken for granted in the official reports. Recognizing this gap in stakeholder analysis, the aim of this paper is to bring attention to the wide range of perspectives on who should be responsible for designing higher education curricula. Based on a previous analysis by the Rathenau Institute, we distinguish five different groups of stakeholders: government, business sector, university faculty and administration, students, and the societal sector. We conducted semi-structured, in-depth interviews with representatives from each stakeholder group, and distributed quantitative questionnaires to people in the societal sector (i.e. people not directly affiliated with universities or graduates). Preliminary data suggests that the stakeholders have different target points concerning the university curricula. Representatives from the governmental sector tend to place special emphasis on the link between research and education, while representatives from the business sector rather focus on greater opportunities for students to obtain practical experience in the job market. Responses from students reflect a belief that they should be able to influence the curriculum in order to compete with other students on the international job market. On the other hand, university faculty expresses concern that focusing on the labor market puts undue pressure on students and compromises the quality of education. Interestingly, the opinions of members of ‘society’ seem to be relatively unchanged by political and economic shifts. Following a comprehensive analysis of the data, we believe that our results will make a significant contribution to the debate on university education in the Netherlands. These results should be regarded as a foundation for further research concerning the direction of Dutch higher education, for only if we take into account the different opinions and views of the various stakeholders can we decide which steps to take. Moreover, the Dutch experience offers lessons to other countries as well. As the internationalization of higher education is occurring faster than ever before, universities throughout Europe and globally are experiencing many of the same pressures. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dutch%20University%20curriculum" title="Dutch University curriculum">Dutch University curriculum</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=participants%E2%80%99%20opinions" title=" participants’ opinions"> participants’ opinions</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20perspectives" title=" stakeholder perspectives"> stakeholder perspectives</a> </p> <a href="https://publications.waset.org/abstracts/25330/the-debate-over-dutch-universities-an-analysis-of-stakeholder-perspectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25330.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">343</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">28000</span> Communicating Corporate Social Responsibility in Kuwait: Assessment of Environmental Responsibility Efforts and Targeted Stakeholders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Manaf%20Bashir">Manaf Bashir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Corporate social responsibility (CSR) has become a tool for corporations to meet the expectations of different stakeholders about economic, social and environmental issues. It has become indispensable for an organization’s success, positive image and reputation. Equally important is how corporations communicate and report their CSR. Employing the stakeholder theory, the purpose of this research is to analyse CSR content of leading Kuwaiti corporations. No research analysis of CSR reporting has been conducted in Kuwait and this study is an attempt to redress in part this empirical deficit in the country and the region. It attempts to identify the issues and stakeholders of the CSR and if corporations are following CSR reporting standards. By analysing websites, annual and CSR reports of the top 100 Kuwaiti corporations, this study found low mentions of the CSR issues and even lower mentions of CSR stakeholders. Environmental issues were among the least mentioned despite an increasing global concern toward the environment. ‘Society’ was mentioned the most as a stakeholder and ‘The Environment’ was among the least mentioned. Cross-tabulations found few significant relationships between type of industry and the CSR issues and stakeholders. Independent sample t-tests found no significant difference between the issues and stakeholders that are mentioned on the websites and the reports. Only two companies from the sample followed reporting standards and both followed the Global Reporting Initiative. Successful corporations would be keen to identify the issues that meet the expectations of different stakeholders and address them through their corporate communication. Kuwaiti corporations did not show this keenness. As the stakeholder theory suggests, extending the spectrum of stakeholders beyond investors can open mutual dialogue and understanding between corporations and various stakeholders. However, Kuwaiti corporations focus on few CSR issues and even fewer CSR stakeholders. Kuwaiti corporations need to pay more attention to CSR and particularly toward environmental issues. They should adopt a strategic approach and allocate specialized personnel such as marketers and public relations practitioners to manage it. The government and non-profit organizations should encourage the private sector in Kuwait to do more CSR and meet the needs and expectations of different stakeholders and not only shareholders. This is in addition to reporting the CSR information professionally because of its benefits to corporate image, reputation, and transparency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20responsibility" title=" environmental responsibility"> environmental responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=Kuwait" title=" Kuwait"> Kuwait</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20theory" title=" stakeholder theory"> stakeholder theory</a> </p> <a href="https://publications.waset.org/abstracts/94983/communicating-corporate-social-responsibility-in-kuwait-assessment-of-environmental-responsibility-efforts-and-targeted-stakeholders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94983.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">150</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">27999</span> The Role of Bridging Stakeholder in Water Management: Examining Social Networks in Working Groups and Co-Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fariba%20Ebrahimi">Fariba Ebrahimi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Ghorbani"> Mehdi Ghorbani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Comprehensive water management considers economic, environmental, technical and social sustainability of water resources for future generations. Integrated water management implies cooperative approach and involves all stakeholders and also introduces issues to managers and decision makers. Solving these issues needs integrated and system approach according to the recognition of actors or key persons in necessary to apply cooperative management of water resources. Therefore, social network analysis can be used to demonstrate the most effective actors for environmental base decisions. The linkage of diverse sets of actors and knowledge systems across management levels and institutional boundaries often poses one of the greatest challenges in adaptive water management. Bridging stakeholder can facilitate interactions among actors in management settings by lowering the transaction costs of collaboration. This research examines how network connections between group members affect in co- management. Cohesive network structures allow groups to more effectively achieve their goals and objectives Strong; centralized leadership is a better predictor of working group success in achieving goals and objectives. Finally, geometric position of each actor was illustrated in the network. The results of the research based on between centrality index have a key and bridging actor in recognition of cooperative management of water resources in Darbandsar village and also will help managers and planners of water in the case of recognition to organization and implementation of sustainable management of water resources and water security. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=co-management" title="co-management">co-management</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20management" title=" water management"> water management</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20network" title=" social network"> social network</a>, <a href="https://publications.waset.org/abstracts/search?q=bridging%20stakeholder" title=" bridging stakeholder"> bridging stakeholder</a>, <a href="https://publications.waset.org/abstracts/search?q=darbandsar%20village" title=" darbandsar village"> darbandsar village</a> </p> <a href="https://publications.waset.org/abstracts/39615/the-role-of-bridging-stakeholder-in-water-management-examining-social-networks-in-working-groups-and-co-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39615.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">308</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">27998</span> Developing API Economy: Associating Value to APIs and Microservices in an Enterprise</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mujahid%20Sultan">Mujahid Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The IT industry has seen many transformations in the Software Development Life Cycle (SDLC) methodologies and development approaches. SDLCs range from waterfall to agile, and the development approaches from monolith to microservices. Management, orchestration, and monetization of microservices have created an API economy in the modern enterprise. There are two approaches to API design, code first and design first. Design first is gaining popularity in the industry as this allows capturing the API needs from the stakeholders rather than the development teams guesstimating the needs and associating a monetary value with the APIs and microservices. In this publication, we describe an approach to organizing and creating stakeholder needs and requirements for designing microservices and APIs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=requirements%20engineering" title="requirements engineering">requirements engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture" title=" enterprise architecture"> enterprise architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=APIs" title=" APIs"> APIs</a>, <a href="https://publications.waset.org/abstracts/search?q=microservices" title=" microservices"> microservices</a>, <a href="https://publications.waset.org/abstracts/search?q=DevOps" title=" DevOps"> DevOps</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20delivery" title=" continuous delivery"> continuous delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20integration" title=" continuous integration"> continuous integration</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20viewpoints" title=" stakeholder viewpoints"> stakeholder viewpoints</a> </p> <a href="https://publications.waset.org/abstracts/144757/developing-api-economy-associating-value-to-apis-and-microservices-in-an-enterprise" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144757.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">191</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" 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