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Multistakeholder Governance Model https://store.theartofservice.com/the-stakeholder-toolkit.htmlTRANSCRIPT
• Stakeholder
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Multistakeholder Governance Model
1 Multistakeholder Governance Model
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Multistakeholder Governance Model
1 involves the full involvement of all stakeholders, consensus-based decision-
making and operating in an open, transparent and accountable manner." A
stakeholder refers to an individual, group, or organization that has a direct or indirect
interest or stake in a particular organization, these may be businesses, civil society,
governments, research institutions, and non-government organizations.
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Multistakeholder Governance Model
1 Multistakeholder processes could and should enhance democracy by
increasing opportunities for effective participation by those most directly
impacted by decisions and particularly those at the grassroots who so often are voiceless in these
processes
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Multistakeholder Governance Model
1 The multistakeholder model is used in Internet governance by entities
such as the ICANN and IETF and has been the foundation of local
governance entities such as New York City's Community Boards.
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Multistakeholder Governance Model
1 Norbert Bellow, co-coordinator on the Civil Society Internet Governance
Forum distinguishes between "representative"
multistakeholderism, using as examples the United Nation's MAG
and ECWG and "open" multistakeholderism, as represented
by the IETF and RIRs.https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Governance Model
1 In representative multistakeholderism, the selection processes are critically important
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Multistakeholder Governance Model
1 In open multistakeholderism, the risk does not occur that viewpoints may
get excluded because those who have power over the selection
processes might want to suppress them, or might be unduly influenced
e.g
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Multistakeholder Governance Model
1 Multistakeholderism is a coup d’etat against democracy by those who
would merely be lobbyists in a democratic system."
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Multistakeholder Governance Model Further reading
1 Introduction To The ICANN Multi-Stakeholder Model
http://toronto45.icann.org/meetings/toronto2012/presentation-multi-
stakeholder-model-14oct12-en.pdf
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Multistakeholder Governance Model Further reading
1 http://www.igfwatch.org/discussion-board/a-civil-society-agenda-for-
internet-governance-in-2013-internet-freedom-in-a-world-of-states-
part-3
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Multistakeholder Governance Model Further reading
1 Multistakeholderism vs. Democracy: My Adventures in “Stakeholderland” by Michael
Gurstein
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Corporate governance Stakeholder interests
1 All parties to corporate governance have an interest, whether direct or
indirect, in the financial performance of the corporation
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Corporate governance Stakeholder interests
1 When this becomes an endemic system feature, the loss of
confidence and participation in markets may affect many other stakeholders, and increases the
likelihood of political action
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Global governance Stakeholders' views
1 It is too soon to give a general account of the view of world-
governance stakeholders, although interest in world governance is on
the rise on the regional level, and we will certainly see different types of
stakeholders and social sectors working to varying degrees at the
international level and taking a stand on the issue in the years to come.
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Global governance Non-state stakeholders
1 The freedom of thought enjoyed by non-state stakeholders enables them to formulate truly alternative ideas
on world-governance issues, but they have taken little or no advantage of
this opportunity.
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Global governance Non-state stakeholders
1 Pierre Calame believes that "[n]on-state actors have always played an essential role in global regulation,
but their role will grow considerably in this, the beginning of the twenty-
first Century
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Global governance Non-state stakeholders
1 One alternative idea encapsulated by many not-for-profit organisations relates
to ideas in the 'Human Potential Movement' and might be summarised as a
mission statement along these lines: 'To create an accepted framework for all humankind, that is self-regulating and which enables every person to achieve
their fullest potential in harmony with the world and its place in existence.'
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Global governance Non-state stakeholders
1 The use of the word 'humankind' is instead of 'mankind'. There are many
examples of the use of the word 'humankind' and possibly therefore of this choice e.g. in the opening
narration of the TV series Wonders of the Universe by Professor Brian Cox
(physicist).
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Global governance Non-state stakeholders
1 'Self-regulation' is meant to invoke the concept of regulation which includes rule-
making such as laws, and related ideas e.g. legal doctrine as well as other frameworks.
However its scope is wider than this and intended to encompass cybernetics which
allows for the study of regulation in as many varied contexts as possible from the regulation of gene expression to the Press
Complaints Commission for example.
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Agency cost Other stakeholders
1 Other stakeholders such as the government, suppliers and customers all have their specific
interests to look after and that might incur additional costs. Agency costs in the government
may include the likes of government wasting taxpayers money to suit their own interest, which
may conflict with the general tax-paying public who may want it used elsewhere on things such
as health care and education. The literature however mainly focuses on the above categories
of agency costs.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
1 Project contingencies are at risk of being allocated to additional scope
for the stakeholder allocated project ownership.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
1 The only proven mechanism for ensuring projects meet customer and stakeholder needs, while optimising
value for money, is to allocate Project ownership to specialist party, that
otherwise would not be a stakeholder to the project. This is principle No. 2
of project governance.
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
1 Often, organisations establish a Governance of Projects Committee, which identifies the existence of projects and appoints project
owners as early as possible in a project's life, establishes Project Councils which form the
basis of customer and stakeholder engagement, establishes the key result areas for a project consistent with the
organisations values, and, oversees the performance of projects
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Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group
1 Projects have many stakeholders and an effective project governance
framework must address their needs. The next principle deals with the
manner in which this should occur.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
1 The decision making effectiveness of a committee can be thought of as being inversely proportional to its
size. Not only can large committees fail to make timely decisions, those it
does make are often ill considered because of the particular group
dynamics at play.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
1 Hence, to all intents and purposes, large project committees are
constituted more as a stakeholder management forum than a project
decision making forum
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
1 There is no question that both activities, project decision making and stakeholder management, are essential to the success of the project. The issue is that they are two separate activities
and need to be treated as such. This is the third principle of effective project governance. If this
separation can be achieved, it will avoid clogging the decision making forum with
numerous stakeholders by constraining its membership to only those select stakeholders
absolutely central to its success.
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Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities
1 This ensures that stakeholders have the project owner (or SRO) to
champion their issues and concerns within the Project Board.
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Project governance Project stakeholders
1 For other project stakeholders, the project sponsor engages
stakeholders, governs stakeholder communications, directs client
relationship, directs governance of users, directs governance of
suppliers and arbitrates between stakeholders.
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Stakeholder (corporate)
1 It defined stakeholders as "those groups without whose support the organization would cease to exist." The theory was later developed and
championed by R
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Stakeholder (corporate)
1 The term has been broadened to include anyone who has an interest in a matter.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Government taxation, VAT, legislation, employment, truthful
reporting, diversity, legalities, externalities.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Employeesrates of pay, job security, compensation, respect, truthful
communication.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Customers value, quality, customer care,
ethical products.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Suppliers providers of products and services used in the end product for the customer, equitable business
opportunities.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Creditors credit score, new contracts, liquidity.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Community jobs, involvement, environmental protection, shares, truthful
communication.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Trade Unionsquality, worker
protection, jobs.
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Stakeholder (corporate) - Examples of a company's stakeholders
1 Owner(s) profitability, longevity, market share, market standing,
succession planning, raising capital, growth, social goals.
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Stakeholder (corporate) - Types of stakeholders
1 Any action taken by any organization or any group might affect those
people who are linked with them in the private sector. For examples
these are parents, children, customers, owners, employees,
associates, partners, contractors, and suppliers, people that are related
or located nearby.https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (corporate) - Types of stakeholders
1 Primary Stakeholders - usually internal stakeholders, are those that
engage in economic transactions with the business. (For example
stockholders, customers, suppliers, creditors, and employees)
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Stakeholder (corporate) - Types of stakeholders
1 Secondary Stakeholders - usually external stakeholders, are those who
- although they do not engage in direct economic exchange with the business - are affected by or can
affect its actions. (For example the general public, communities, activist groups, business support groups, and
the media)https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (corporate) - Company stakeholder mapping
1 A broader mapping of a company's stakeholders
may also include:
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Stakeholder (corporate) - Company stakeholder mapping
1 Government regulatory agencies
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Stakeholder (corporate) - Company stakeholder mapping
1 Industry trade groups
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Stakeholder (corporate) - Company stakeholder mapping
1 National communities
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Stakeholder (corporate) - Company stakeholder mapping
1 Public at Large (Global Community)
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Stakeholder (corporate) - Company stakeholder mapping
1 Future generations
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Stakeholder (corporate) - Company stakeholder mapping
1 Alumni (Ex-employees)
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Stakeholder (corporate) - In management
1 In this context, "stakeholder" includes not only the directors or
trustees on its governing board (who are stakeholders in the traditional
sense of the word) but also all persons who "paid in" the figurative stake and the persons to whom it
may be "paid out" (in the sense of a "payoff" in game theory, meaning the outcome of the transaction).
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Stakeholder (corporate) - In management
1 For example, in the case of a professional landlord undertaking the
refurbishment of some rented housing that is occupied while the
work is being carried out, key stakeholders would be the residents,
neighbors (for whom the work is a nuisance), and the tenancy
management team and housing maintenance team employed by the landlord. Other stakeholders would
be funders and the design and construction team.
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Stakeholder (corporate) - In management
1 The holders of each separate kind of interest in the entity's affairs are
called a constituency, so there may be a constituency of stockholders, a constituency of adjoining property
owners, a constituency of banks the entity owes money to, and so on. In
that usage, "constituent" is a synonym for "stakeholder."
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Stakeholder (corporate) - In corporate responsibility
1 In the field of corporate governance and corporate responsibility, a major debate is ongoing about whether the firm or company should be managed
for stakeholders, stockholders (shareholders), or customers.
Proponents in favour of stakeholders may base their arguments on the
following four key assertions:https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (corporate) - In corporate responsibility
1 For example, according to this thinking, programs that satisfy both employees' needs and stockholders' wants are doubly valuable because they address two legitimate sets of
stakeholders at the same time
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Stakeholder (corporate) - In corporate responsibility
1 2) Supporters also take issue with the preeminent role given to
stockholders by many business thinkers, especially in the past. The
argument is that debt holders, employees, and suppliers also make
contributions and take risks in creating a successful firm.
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Stakeholder (corporate) - In corporate responsibility
1 3) These normative arguments would matter little if stockholders
(shareholders) had complete control in guiding the firm. However, many believe that due to certain kinds of board of directors structures, top managers like CEOs are mostly in
control of the firm.
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Stakeholder (corporate) - In corporate responsibility
1 While the stakeholder view has an increased cost, many firms have
decided that the concept improves their image, increases sales, reduces
the risks of liability for corporate negligence, and makes them less likely to be targeted by pressure groups, campaigning groups and
NGOs.https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (corporate) - Stakeholder Theory
1 Corporate social responsibility should imply a corporate stakeholder responsibility.
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Requirements analysis - Stakeholder identification
1 See Stakeholder analysis for a discussion of business uses.
Stakeholders (SH) are people or organizations (legal entities such as companies, standards bodies) that have a valid interest in the system. They may be affected by it either directly or indirectly. A major new
emphasis in the 1990s was a focus on the identification of stakeholders.
It is increasingly recognized that stakeholders are not limited to the
organization employing the analyst. Other stakeholders will include:
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Requirements analysis - Stakeholder identification
1 anyone who benefits from the system (functional, political, financial and social
beneficiaries)
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Requirements analysis - Stakeholder identification
1 anyone involved in purchasing or procuring the system. In a mass-
market product organization, product management, marketing and
sometimes sales act as surrogate consumers (mass-market customers) to guide development of the product
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Requirements analysis - Stakeholder identification
1 organizations which regulate aspects of the system (financial, safety, and other
regulators)
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Requirements analysis - Stakeholder identification
1 people or organizations opposed to the system (negative stakeholders; see also
Misuse case)
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Requirements analysis - Stakeholder identification
1 organizations responsible for systems which interface with the system under design
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Requirements analysis - Stakeholder interviews
1 Consequently this technique can serve as a means of obtaining the highly focused knowledge that is
often not elicited in Joint Requirements Development sessions, where the stakeholder's attention is compelled to assume a more cross-functional context, and the desire to
avoid controversy may limit the stakeholders willingness to
contributehttps://store.theartofservice.com/the-stakeholder-toolkit.html
Requirements analysis - Stakeholder issues
1 Steve McConnell, in his book Rapid Development, details a number of
ways users can inhibit requirements gathering:
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Requirements analysis - Stakeholder issues
1 Users do not understand what they want or users don't have a clear idea of their
requirements
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Requirements analysis - Stakeholder issues
1 Users will not commit to a set of written requirements
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Requirements analysis - Stakeholder issues
1 Users insist on new requirements after
the cost and schedule have been
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Requirements analysis - Stakeholder issues
1 Communication with users is slow
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Requirements analysis - Stakeholder issues
1 Users often do not participate in reviews or are incapable of doing so
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Requirements analysis - Stakeholder issues
1 Users are technically unsophisticated
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Requirements analysis - Stakeholder issues
1 This may lead to the situation where user requirements keep changing
even when system or product development has been started.
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Open access - Stakeholders and concerned communities
1 The intended audience of
research articles is usually other researchers
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Open access - Stakeholders and concerned communities
1 Open access extends the reach of research beyond its immediate academic circle
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Stakeholder management
1 'Stakeholder management' supports an organization's strategic objectives by interpreting and influencing both
the external and internal environments and by creating
positive relationships with Stakeholder (corporate)|stakeholders
through the appropriate management of their expectations and agreed objectives. Stakeholder
management is a process and control that must be planned and guided by
underlying principles.
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Stakeholder management
1 Stakeholder management within businesses, organizations, or projects
prepares a strategy utilising information (or intelligence) gathered
during the following common processes:
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Stakeholder management
1 * Stakeholder identification - Catalogues interested parties either
internal or external to the organisation or project. A stakeholder
map is helpful for identifying the stakeholders.[http://www.pmhut.com/stakeholder-management-overview
Stakeholder Management Overview], Rob Llewellyn, May 2009
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Stakeholder management
1 * Stakeholder analysis - Recognises and acknowledges the needs,
concerns, wants, authority, common relationships, and interfaces to
stakeholders and aligns this information within the stakeholder
matrix.
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Stakeholder management
1 * Stakeholder matrix - Positions stakeholders according to the level of
influence, impact, or enhancement they may provide to the business or
its projects.
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Stakeholder management
1 * Stakeholder engagement - Different from stakeholder management in that engagement does not seek to
develop the project/business requirements, delineate problems, create solutions, or establish roles and responsibilities. It is primarily
focused at getting to know and understand each other at the
executive level. Engagement is the opportunity to discuss and agree on expectations of communication and, primarily, to agree on a set of values and principles that all stakeholders
will abide by.
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Stakeholder management
1 * Communicating information - Expectations are established and agreed to for the manner in which
communications are managed between stakeholders - who receives communications, when, how, and to
what level of detail. Protocols may be established, including security and
confidentiality classifications.https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder management
1 'Stakeholder agreements' is a collection of agreed decisions
between stakeholders. This may be the lexicon of an organisation or
project, the values of an initiative, the objectives or model of the
organisation, etc. These should be signed by key stakeholder
representatives.https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder management
1 Contemporary or modern business and project practice favours
transparent, honest, and open stakeholder management processes.
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Consensus decision-making - BLM Collaborative Stakeholder Engagement
1 The United States Bureau of Land Management|Bureau of Land Management's
policy is to seek to use collaborative stakeholder engagement as standard
operating practice for natural resources projects, plans, and decision-making except
under unusual conditions such as when constrained by law, regulation, or other
mandates or when conventional processes are important for establishing new, or
reaffirming existing, precedent.https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1 (2009) ‘Who’s in and why? A typology of stakeholder analysis
methods for natural resource management,’ Journal of
Environmental Management, vol
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Natural resource management - Stakeholder analysis
1 There is no definitive definition of a stakeholder as illustrated in the table below. Especially in natural resource management
as it is difficult to determine who has a stake and this will differ according to each potential
stakeholder.Billgrena, C., Holme, H. (2008) ‘Approaching reality: Comparing stakeholder analysis and cultural theory in the context of
natural resource management,’ Land Use Policy, vol. 25, pp. 550–562
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Natural resource management - Stakeholder analysis
1 Therefore it is dependent upon the circumstances of the stakeholders
involved with natural resource as to which definition and subsequent
theory is utilised.
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Natural resource management - Stakeholder analysis
1 Billgrena and Holme identified the aims of stakeholder analysis in natural resource
management:
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Natural resource management - Stakeholder analysis
1 *Identify and categorise the stakeholders that may have influence
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Natural resource management - Stakeholder analysis
1 *Develop an understanding of
why changes occur
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Natural resource management - Stakeholder analysis
1 This gives transparency and clarity to policy making allowing stakeholders to recognise conflicts of interest and
facilitate resolutions.Grimble, R. (1998) ‘Stakeholder methodologies in
natural resource management, Socioeconomic Methodologies,’
Chatham: Natural Resources Institute, pp. 1-12
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Natural resource management - Stakeholder analysis
1 853-886 however Grimble created a framework of stages for a
Stakeholder Analysis in natural resource management
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Natural resource management - Stakeholder analysis
1 # Place issues in a systems context
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Natural resource management - Stakeholder analysis
1 Grimble and Wellard established that Stakeholder analysis in natural
resource management is most relevant where issued can be
characterised as;
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Natural resource management - Stakeholder analysis
1 * Cross-cutting systems and stakeholder
interests
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Natural resource management - Stakeholder analysis
1 * Multiple uses and users of the resource.
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Natural resource management - Stakeholder analysis
1 * Subtractability and temporal trade-offs
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Natural resource management - Stakeholder analysis
1 * Unclear or open-access property rights
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Natural resource management - Stakeholder analysis
1 * Untraded products and services
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Natural resource management - Stakeholder analysis
1 * Poverty and under-
representation
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Natural resource management - Stakeholder analysis
1 In the case of the Bwindi Impenetrable National Park, a
comprehensive stakeholder analysis would have been relevant and the
Batwa people would have potentially been acknowledged as stakeholders
preventing the loss of people’s livelihoods and loss of life.
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Natural resource management - Stakeholder analysis
1 Nepal, Indonesia and Koreas' community forestry#5Best Practices|
community forestry are successful examples of how stakeholder
analysis can be incorporated into the management of natural resources. This allowed the stakeholders to identify their needs and level of involvement with the forests.
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Natural resource management - Stakeholder analysis
1 * Natural resource management stakeholder analysis tends to include
too many stakeholders which can create problems in of its self as
suggested by Clarkson. ‘‘Stakeholder theory should not be used to weave
a basket big enough to hold the world’s misery.’’Clarkson, M.B.E.
(1994) A risk based model of stakeholder theory. Toronto: Working Paper, University of Toronto, pp.10https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1 * Starik Starik, M. (1995) ‘Should trees have managerial standing? Toward
stakeholder status for non-human nature,’ Journal of Business Ethics, vol. 14, pp. 207–
217 proposed that nature needs to be represented as stakeholder. However this has been rejected by many scholars as it would
be difficult to find appropriate representation and this representation could also be
disputed by other stakeholders causing further issues.
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Natural resource management - Stakeholder analysis
1 * Stakeholder analysis can be used exploited and abused in order to marginalise
other stakeholders.
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Natural resource management - Stakeholder analysis
1 * Identifying the relevant stakeholders for participatory
processes is complex as certain stakeholder groups may have been
excluded from previous decisions.Prell, C., et al. (2007) Stakeholder Analysis and Social
Network Analysis in Natural Resource Management. Leeds: Sustainability
Research Institute, University of Leeds, pp. 1-21https://store.theartofservice.com/the-stakeholder-toolkit.html
Natural resource management - Stakeholder analysis
1 * On-going conflicts and lack of trust between stakeholders can prevent
compromise and resolutions.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Sustainable tourism - Stakeholders
1 Stakeholder collaboration and
heritage management
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1 Since its announcement, the NBN has received both criticism and praise from
politicians, telecommunication companies, businesses and the public. The Coalition
(Australia)|Coalition initially described the NBN as a dangerous delusion and a white
elephant on a massive scale; instead advocating a policy focused on filling gaps in
the current copper networks where commercial solutions were not always viable.
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1 National Party of Australia|Nationals senator Barnaby Joyce said the NBN mirrors a proposal released by their
think tank, saying it delivers a strategic infrastructure outcome and it is vitally important that the [NBN] gets to the corners of our country
where the market has failed
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1 Telecommunication companies Optus, iiNet, Internode (ISP)|
Internode, and Vodafone Hutchison Australia|Vodafone-Hutchison, have expressed support for the project, along with the Australian Internet Industry Association, which said
optical fibre solutions are a critical part in the evolution of the internet
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1 Microsoft, Google and Intel have expressed their support for the
NBN
https://store.theartofservice.com/the-stakeholder-toolkit.html
National Broadband Network - Responses by stakeholders
1 The size of the government investment in the NBN has been a key point of debate. The Coalition
(Australia)|Coalition called for a cost-benefit analysis, describing the NBN
as a white elephant on a massive scale. The Economist Intelligence Unit (EIU) criticised the NBN as a huge cost to the public sector,
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 Based on the similarities of their interests, stakeholders can be
classified into three groups in order to differentiate their interests and
mutual relations
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The interests of these stakeholders and their relations to companies are described briefly below. Our purpose
is to establish a framework for further analysis.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 Figure 1. Interactive contributions of a
company’s stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The customers of a company are typically consumers, other market
producers or producers in the public sector
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The suppliers of companies are typically producers of materials, energy, capital,
and services. They all have their individual production functions. The changes in prices or qualities of supplied commodities have an effect on both actors’ (company and
suppliers) production functions. We come to the conclusion that the production
functions of the company and its suppliers are in a state of continuous change.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The incomes are generated for those participating in production, i.e., the labour
force, society and owners. These stakeholders are referred to here as
producer communities or, in shorter form, as producers. The producer communities have
a common interest in maximizing their incomes. These parties that contribute to
production receive increased incomes from the growing and developing production.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The well-being gained through commodities stems from the price-quality relations of the
commodities
https://store.theartofservice.com/the-stakeholder-toolkit.html
Production (economics) - Stakeholders of production
1 The producer community (labour force, society, and owners) earns income as compensation for the inputs they have delivered to the
production
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 The MAG's mandate has been renewed or extended each year to provide assistance in the preparations for
each upcoming IGF meeting.[http://www.un.org/News/Press/docs/2009/pi1880.doc.htm Multistakeholder Advisory Group Renewed
to Prepare Internet Governance Forum Meeting in Sharm El-Sheikh, Egypt, 15-18 November], press
release, United Nations (New York), 6 May 2009[http://www.un.org/News/Press/docs//2013/pi2058.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Bali,
Indonesia, 22-25 October], press release, United Nations (New York), 10 May 2013.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 The MAG meets for two days three times each year — in February, May and September. All three meetings
take place in Geneva and are preceded by a one day Open
Consultations meeting. The details on the MAG's operating principles
and selection criteria are contained in the summary reports of its
meetings.[http://www.intgovforum.org/cms/magabout/67-mag-meetings
MAG Meetings], Internet Governance Forum
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 Members are from international governments, the commercial private sector and public civil society, including academic and Technology|technical communities.[http://www.intgovforum.org/cms/magabout/58-members List
of MAG Members 2008], Internet Governance Forum, retrieved 10 June 2013 The MAG tries to renew roughly one third of the members within each
stakeholder group each year.[http://www.un.org/News/Press/docs/2008/pi1829.doc.htm Mandate of
Advisory Group of Internet Governance Forum Extended], press release, United Nations (New York), 30 April 2008 In 2011, because there were only three new MAG members in 2010, it was suggested that two thirds of each group’s membership be renewed in 2012 and in fact 33 new members were
appointed to the 56 member group.[http://www.intgovforum.org/cms/component/content/article/926
Announcement on the MAG], Internet Governance Forum, 2011[http://www.un.org/News/Press/docs/2012/pi2025.doc.htm
Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Baku, Azerbaijan, 6-9 November], press release, United
Nations (New York), 25 April 2012
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 The first MAG chairman was Nitin Desai, an Indian economist and
former UM Under-Secretary-General for United Nations Department of
Economic and Social Affairs|Economic and Social Affairs from
1992 to 2003
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 * Starting in August 2007 Nitin Desai and Brazilian diplomat Hadil da
Rocha Vianna served as co-chairman.[http://www.un.org/News/Press/docs//2007/pi1791.doc.htm Advisory Group to Prepare for Internet Governance Forum Meeting in Rio de Janeiro],
press release, United Nations (New York), 20 August 2007
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 * Starting in April 2008 and continuing in 2009 and 2010 Nitin
Desai again served as sole chairman.[http://www.un.org/News/Press/docs//
2010/pi1936.doc.htm Multistakeholder Advisory Group
Renewed to Prepare Internet Governance Forum Meeting in
Vilnius, Lithuania, 14-17 September], press release, United Nations (New
York), 5 May 2010 https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 * Alice Munyua, the Chair of the Kenyan IGF Steering Committee, was
MAG chair in 2011.[http://www.intgovforum.org/c
ms/2011/summaries/MAG%20summary
%20Report.19.May.2011.pdf Summary Report], Multistakeholder
Advisory Group, Internet Governance Forum, 19 May 2011
https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 * Elmir Valizada, Deputy Minister of Communications and Information Technology, Azerbaijan was MAG
chairman in 2012.[http://www.intgovforum.org/c
ms/2012/MAG%20Summary%20Final-1.1%20copy%202.pdf
Summary Report], Multistakeholder Advisory Group, Internet Governance
Forum, 15–16 February 2012 https://store.theartofservice.com/the-stakeholder-toolkit.html
Internet Governance Forum - Multistakeholder Advisory Group (MAG)
1 * For 2013 Mr. Ashwin Sasongko, Director General of ICT Application, Ministry of Communication and Information Technology (CIT), Indonesia serves as
Honorary Chairman with Mr. Markus Kummer, Vice-President for Public Policy of the Internet
Society as interim chairman of the MAG.[http://www.intgovforum.org/cms/2013/May
%20Consultations/MAG%20Summary%20May%2022-23.rev4.pdf Summary Report],
Multistakeholder Advisory Group, Internet Governance Forum, 22–23 May 2013
https://store.theartofservice.com/the-stakeholder-toolkit.html
Telekom Austria - Stakeholders
1 As of 2012, about 49% of the stock is in free float (including employees
and self-control). About 28% belongs to the Austrian state through the
Österreichische Industrieholding, and about 22% is by America Movil|América Móvil, both directly and
through its Dutch subsidiary América Móvil Europa
B.V.http://www.telekomaustria.com/ir/shareholderstructure.phphttps://store.theartofservice.com/the-stakeholder-toolkit.html
Organizational ethics - Stakeholder Theory
1 Gioia, (1999), Practicability, Paradigms, and Problems in
Stakeholder Theorizing, Academy of Management Review, 24(2), pp
https://store.theartofservice.com/the-stakeholder-toolkit.html
Organizational ethics - Stakeholder Theory
1 Therefore, stakeholder management must ensure an ethical system for
their own management styles, personalities, systems,
performances, plans, policies, strategies, productivity, openness,
and even risk(s) within their cultures or industries.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Transparency (social) - Organizational transparency (for stakeholders)
1 Transparency also must be analyzed as the impact of an organization associated or affiliated with its
stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate social responsibility - Stakeholder priorities
1 Key external stakeholders include customers, consumers, investors
(particularly institutional investors), communities in the areas where the
corporation operates its facilities, regulators, academics, and the
media.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate social responsibility - Stakeholder priorities
1 The stakeholder perspective suffers from a wheel and spoke network
metaphor that does not acknowledge the complexity of network
interactions that can occur in cross sector partnerships
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory
1 Edward Freeman in the book Strategic Management: A
Stakeholder Approach, and identifies and models the groups which are
stakeholder (corporate)|stakeholders of a corporation, and both describes and recommends methods by which management can give due regard to
the interests of those groupshttps://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory
1 The nature of what is a stakeholder is highly contested (Miles, 2012),
with hundreds of definitions existing in the academic literature (Miles,
2011)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory
1 The stakeholder view of strategy integrates both a resource-based view and a market-
based view, and adding a socio-political level. This view of the firm is used to define the specific stakeholders of a corporation (the
normative theory (Donaldson) of stakeholder identification) as well as examine the
conditions under which these parties should be treated as stakeholders (the descriptive
theory of stakeholder salience).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
1 A related field of research examines the concept of stakeholders and
stakeholder salience, or the importance of various stakeholder
groups to a specific firm.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
1 More recent scholarly works on the topic of stakeholder theory that
exemplify research and theorizing in this area include Donaldson and
Preston (1995) and Mitchell, Agle, and Wood (1997), Friedman and Miles (2002) and Phillips (2003).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
1 The instrumental approach uses empirical data to identify the
connections that exist between the management of stakeholder groups and the achievement of corporate goals (most commonly profitability
and efficiency goals)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Development
1 Robert Allen Phillips distinguishes between normatively legitimate stakeholders (those to whom an
organization holds a moral obligation) and derivatively
legitimate stakeholders (those whose stakeholder status is derived from
their ability to affect the organization or its normatively legitimate
stakeholders).https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Critics
1 He recommends conversation instead and this leads him to defend what he calls a 'patriotic' conception of the corporation as an alternative to that associated with stakeholder
theory.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Critics
1 Stakeholder theory is defined by Rossouw et al. in Ethics for
Accountants and Auditors and by Mintz et al. in Ethical Obligations and
Decision Making in Accounting.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Critics
1 According to Mansell (2013), by applying the political concept of a 'social contract' to the corporation, stakeholder theory undermines the
principles on which a market economy is based.Mansell, S. (2013)
Capitalism, Corporations and the Social Contract: A Critique of
Stakeholder Theory. Cambridge: Cambridge University Press.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Implementation in other fields
1 Stakeholder theory succeeds in becoming famous not only in the
business ethics fields. It is used as one of the frameworks in corporate social responsibility methods. For
example, ISO 26000 or Global Reporting Initiative|GRI (Global Reporting Initiative) use similar
methods.https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder theory - Implementation in other fields
1 In fields such as law, management, human resource, stakeholder theory succeeded in challenging the usual analysis frameworks, by suggesting to put stakeholders' needs at the beginning of any action.Harrison, Wicks, Parmar and De Colle, Stakeholder
Theory, State of the Art, Cambridge University Press, 2010 Some authors, such
as Geoffroy Murat, tried to apply stakeholder's theory to irregular warfare
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1 'Stakeholder engagement' is the process by which an organisation
involves people who may be affected by the decisions it makes or can
influence the implementation of its decisions. They may support or
oppose the decisions, be influential in the organization or within the community in which it operates,
holds relevant official positions or be affected in the long term. https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1 Engaging stakeholders is a requirement of the
[http://www.globalreporting.org/Pages/default.aspx Global Reporting
Initiative], a network-based organisation with sustainability
reporting framework that is widely used around the world.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1 Involving stakeholders in decision-making processes is not confined
corporate social responsibility (CSR) processes. It's a tool used by private
and public sector organisations, especially when they want to develop understanding and agree to solutions
on complex issues or issues of concern.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1 These are intended to provide a
framework for genuine stakeholder
engagementhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement
1 The practitioners in stakeholder engagement are often businesses, non-governmental organizations
(NGOs), labor organizations, trade and industry organizations, governments, and financial
institutions.http://www.accountability21.net/uploadedFiles/publications/
Stakeholder%20Engagement_Practitioners'%20P
erspectives.pdfhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
1 Partnerships, in the context of corporate social responsibility interactions, are people and
organizations from some combination of public, business and civil constituencies who engage in
common societal aims through combining their resources and
competencies, sharing both risks and benefits.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
1 Agreeing on the rules of engagement is integral to the process. It is
important for everyone to understand each party's role.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
1 Buy-in is essential for success in stakeholder engagement. Every party must have a stake
in the process and have participating members have decision-making power. Every
party must be committed to the process by ensuring action based on the decisions made
through the engagement.http://www.ifc.org/ifcext/enviro.ns
f/AttachmentsByTitle/p_StakeholderEngagement_Full/$FILE/
IFC_StakeholderEngagement.pdfhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Components
1 No decisions should be already made before commencing stakeholder engagement on the issue. It is integral that the dialogue has legitimacy in influencing the
decision.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Benefits
1 Stakeholder engagement provides opportunities to further align
business practices with societal needs and expectations, helping to drive long-term sustainability and
shareholder value.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder engagement - Benefits
1 Stakeholder engagement is intended to help the practitioners fully realise the
[http://www.future500.org/benefits-of-stakeholder-engagement/ benefits of stakeholder
engagement] in their organization, to compete in an increasingly complex and ever-changing
business environment, while at the same time bringing about systemic change towards
sustainable development.http://www.accountability21.net/uplo
adedFiles/publications/Stakeholder%20Engagement%20Handbook.pdf
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 'Project stakeholders' are entities that have an interest in a given
project. These stakeholders may be inside or outside an organization
which:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 # have an interest or a gain upon a successful completion of a project;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 # may have a positive or negative influence in the
project completion.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 Examples of project stakeholders include the customer, the user group,
the project manager, the development team, the testers, etc.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as
a result of project execution or project completion. They may also exert influence over
the project’s objectives and outcomes. The project management team must identify the
stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the
requirements to ensure a successful project.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 There are narrower views of the term stakeholder, focusing on the influencers and
decision makers of a business or technological change. In this context,
stakeholders are managers who have the organizational authority to allocate resources (people, money, services) and set priorities for their own organizations in support of a change. They are the people who have the
power make or break a change.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 The rationale for this emphasis on decision maker is reinforced by the views of John Kotter, a professor at
the Harvard Business School and the author of numerous books on corporate culture, change and
leadership
https://store.theartofservice.com/the-stakeholder-toolkit.html
Project stakeholder
1 Rather then focusing on one sub-set of stakeholders, Dr. Lynda Bourne advocates
prioritizing all stakeholders and focusing your attention on the ‘most important’ at this point in time. Her view of importance encompasses
an assessment of the power, proximity and urgency associated with each stakeholder.
The 'Stakeholder' Circle methodology is described in her Doctoral thesis: Project
Relationship Management and the Stakeholder Circle.
https://store.theartofservice.com/the-stakeholder-toolkit.html
European Research Council Executive Agency - Relations with stakeholders in Europe
1 By its existence, the ERC aims to enhance the performance of the European research
system
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis
1 Stakeholder analysis is a key part of
stakeholder management.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1 Stakeholder analysis is a term that refers to the action of analyzing the attitudes of stakeholders towards
something (most frequently a project). It is frequently used during the preparation phase of a project to
assess the attitudes of the stakeholders regarding the potential changes. Stakeholder analysis can be
done once or on a regular basis to track changes in stakeholder
attitudes over time. https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1 A Stakeholder (corporate)|stakeholder is any person or
organization, who can be positively or negatively impacted by, or cause
an impact on the actions of a company, government, or
organization. Types of stakeholders are:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1 * Primary stakeholders: are those ultimately affected, either positively or negatively by an organization's
actions.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1 * Key stakeholders: (who can also belong to the first two groups) have
significant influence upon or importance within an organization.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Overview
1 It is important to identify all stakeholders for the purpose of
identifying their success criteria and turning these into quality goals
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 The following list identifies some of the best known and most commonly
used methods for stakeholder mapping:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 The results of this classification may assess the fundamental question of
which groups are stakeholders deserving or requiring manager’s
attention, and which are not? This is salience - the degree to which
managers give priority to competing stakeholder claims (Mitchell, Agle et
al., 1997:854)https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * (Fletcher, Guthrie et al. 2003) defined a process for mapping
stakeholder expectations based on value hierarchies and Key Performance Areas (KPA),
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * (Turner, Kristoffer and Thurloway, 2002) have developed a process of
identification, assessment of awareness, support, influence
leading to strategies for communication and assessing
stakeholder satisfaction, and who is aware or ignorant and whether their attitude is supportive or opposing.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 Mapping techniques include the following sub-set of results from a Web search of analysis techniques
being used by aid agencies, governments or consultant groups:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Influence-interest grid (Imperial College
London)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Power-impact grid (Office of
Government Commerce UK 2003)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Mendelow's Power-interest grid (Aubrey L. Mendelow, Kent State University, Ohio 1991)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Three-dimensional grouping of power, interest and attitude (Murray-Webster and
Simon 2005)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * The Stakeholder Circle ([http://www.stakeholdermapping.co
m/stakeholder-management-resources/#Books Stakeholder
Relationship Management] Bourne 2007)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 The potential list of stakeholders for any project will always exceed both the time available for analysis and
the capability of the mapping tool to sensibly display the results, the
challenge is to focus on the ‘right stakeholders’ who are currently important and to use the tool to
visualise this critical sub-set of the total community.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 The most common presentation styles use a matrix to represent two
dimensions of interest with frequently a third dimension shown by the colour or size of the symbol
representing the individual stakeholders.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Support (positive, neutral, negative)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Methods of Stakeholder Mapping
1 * Need (strong, medium, weak)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Benefits
1 Stakeholder analysis helps with the identification of the following:
[http://www.pmhut.com/what-is-stakeholder-analysis What Is
Stakeholder Analysis?], S. Babou, 2008
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Benefits
1 * Mechanisms to influence other stakeholders
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder analysis - Benefits
1 * Key people to be informed about the project during the
execution phase
https://store.theartofservice.com/the-stakeholder-toolkit.html
High-stakes test - Stakeholders
1 A high-stakes system may be intended to benefit people other than the test-taker
https://store.theartofservice.com/the-stakeholder-toolkit.html
High-stakes test - Stakeholders
1 A test may be high-stakes based on consequences for others beyond the individual test-taker. For example, an individual medical student who fails a licensing exam will not be
able to practice his or her profession. However, if enough students at the same school fail the
exam, then the school's reputation and Educational accreditation|accreditation may be in jeopardy. Similarly, testing under the U.S.'s No Child Left Behind Act has no direct negative
consequences for failing students,
https://store.theartofservice.com/the-stakeholder-toolkit.html
High-stakes test - Stakeholders
1 but potentially serious consequences for their schools, including loss of accreditation, funding, teacher pay, teacher
employment, or changes to the school's management. The stakes
are therefore high for the school, but low for the individual test-takers.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Open access (publishing) - Stakeholders and concerned communities
1 The intended audience of research articles is usually
other researchers
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 The design and implementation of policies is becoming more complex, and the number and
type of actors involved in policy implementation more diverse; hence, the policy
process is evolving towards multi-actor and multi-goal situations. Stakeholder has been
variously defined according to the goal of the analysis, the analytic approach or the policy
area. Where several groups of stakeholders are involved in the policy process, a stakeholder
analysis can provide a useful resource.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 According to Flor, a stakeholder analysis of communication policy would reveal the interplay of the
following sectors:
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Development communication - Stakeholder analysis
1 *Government - Enacts all communication policies, making it the most powerful
stakeholder.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 *Education sector - Conducts research that underlies
subsequent policies.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 *Communication industry - Influences communication policies. May adopt
self-regulation to avoid/delay government regulation. For example, the Kapisanan ng mga Brodkaster sa
Pilipinas and the Philippine Press Institute institute ethics codes.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 *Religious sector - Traditionally opposes policies that allow
obscenity, violence and profanity to be distributed.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 *Foreign interests - e.g., international lending agencies may demand the end of monopolies—including state media entities—as a condition for
financial aid.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 *Consumers - Traditionally not consulted, but more recently claiming to protect the public
interest.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 The United Nations has recognised the importance of the need to
support two-way communication systems that enable dialogue and that allow communities to express their aspirations and concerns and
participate in decisions.... Such two-way interactions can help expose
local reality.https://store.theartofservice.com/the-stakeholder-toolkit.html
Development communication - Stakeholder analysis
1 Keune and Sinha claim that community involvement in
development communication policy is important, as they are the ultimate
and perhaps the most important beneficiaries of development communication policies and
planning.
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Corporate sustainability - Stakeholder Engagement
1 As a company looks externally, stakeholders include customers, suppliers, community, and non-
government organizations.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Reputation - Building reputation through stakeholder management
1 Therefore, it becomes essential to integrate public relations into
corporate governance to manage the relationships between these
stakeholders which will enhance the organization's reputation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Reputation - Building reputation through stakeholder management
1 responded that the management of corporate reputation is very (83%) or fairly (16%)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Reputation - Building reputation through stakeholder management
1 As a consequence, public relations must be used in order to establish long lasting relationships with the
stakeholders, which will enhance the reputation of the
company.Özekmekçi, Abdullah, Mert (2004) The Correlation between
Corporate Governance and Public Relations, Istanbul Bilgi University
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 Olympus had a market capitalisation of 673billion yen on 13 October,
immediately before Woodford was sacked
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 Some major foreign institutional investors have pushed to bring back
ousted chief executive Michael Woodford: UK fund manager Baillie
Gifford, Harris Associates, and Southeastern Asset Management,
owning respectively 4percent, 5percent and 5percent stake, all
believed he was the best candidate to lead the cleanup
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 The quotation price of Olympus shares on the Tokyo Stock Exchange (TSE) as of 15 November had fallen
by some 75percent since the scandal erupted
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 Many longtime employees of Olympus Corp are shocked and angry, and feel betrayed by the
executives who are responsible for bringing public humiliation onto the
company
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 While foreign shareholders supported Woodford's proxy fight to replace the
Olympus board, he failed to gain support from Japanese institutions; Sumitomo Mitsui bank, identified as
the company's main creditor, warned Woodford that he would fail
https://store.theartofservice.com/the-stakeholder-toolkit.html
Olympus scandal - Stakeholders' reactions
1 Olympus convened an extraordinary shareholders' meeting for 20 April to
vote on its proposal for the new board and approve the restated
accounts
https://store.theartofservice.com/the-stakeholder-toolkit.html
European Quality in Social Services - EQUASS stakeholders and supervision
1 EQUASS is supervised and supported by a network of external and internal stakeholders. The EQUASS Awarding Committee comprises key European
actors in social services and EU politics.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Institute of Singapore Chartered Accountants - Working with Government and Stakeholders to Transform Singapore into a Global Accountancy Hub
1 The Singapore Government has plans to develop Singapore into a global accountancy hub, as outlined in
recommendations by the Committee to Develop the Accountancy Sector
(CDAS)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 involves the full involvement of all stakeholders, consensus-based
decision-making and operating in an open, transparent and accountable
manner.http://www.ntia.doc.gov/blog/2013/moving-together-beyond-dubai
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 A Project stakeholder|stakeholder refers to an individual, group, or organization that has a direct or
indirect interest or stake in a particular organization, these may be
businesses, civil society, governments, research institutions, and non-government organizations.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 Multistakeholder processes could and should enhance democracy by
increasing opportunities for effective participation by those most directly
impacted by decisions and particularly those at the grassroots who so often are voiceless in these
processes
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 Norbert Bellow, co-coordinator on the [http://www.igcaucus.org/ Civil
Society Internet Governance Forum] distinguishes between
representative multistakeholderism, using as examples the United
Nation's MAG and ECWG and open multistakeholderism, as represented
by the IETF and RIRs.https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 With representative multistakeholderism he refers to
groups in which a limited number of seats are distributed to
representatives of particular stakeholder categories who are then
assumed to bring a reasonable approximation of the totality of perspectives of that stakeholder category into the discussion. In
representative multistakeholderism, the selection processes are critically important. The potential problem of
inappropriate intimacy exists not only between government officials
and
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 In open multistakeholderism, the risk does not occur that viewpoints may
get excluded because those who have power over the selection
processes might want to suppress them, or might be unduly influenced
e.g
https://store.theartofservice.com/the-stakeholder-toolkit.html
Multistakeholder Model
1 Multistakeholderism is a coup d’etat against democracy by those who
would merely be lobbyists in a democratic system.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder concept
1 The nature of what is a stakeholder is highly contested (Miles, 2012),
with hundreds of definitions existing in the academic literature (Miles,
2011)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Maintenance of Certification - Maintenance of Certification and other stakeholders
1 Some health plans are implementing programs that recognize and reward
physicians who are actively participating in Maintenance of
Certification activities.[http://www.abim.org/pressroom/press_release/08_07_07_NHCO.s
htm Four National Health Care Organizations to Use American Board
of Internal Medicine (ABIM) Board Certification Tools in Their Physician
Recognition Programs]https://store.theartofservice.com/the-stakeholder-toolkit.html
Maintenance of Certification - Maintenance of Certification and other stakeholders
1 Maintenance of Certification supposedly helps physicians and other health care stakeholders
address the critical need to enhance patient safety and patient care
quality.[http://www.abim.org/pressroom/press_release_pdf/JAMA%20Article%20090104.pdf The Role of Physician Specialty Board Certification Status
in the Quality Movement]https://store.theartofservice.com/the-stakeholder-toolkit.html
Recidivism - Stakeholders
1 At the most direct and personal level, those who have the greatest stake in
recidivism are: the formerly incarcerated person; their family (especially children); the victim of
the crime they were re-incarcerated for (if there was one); and those employed by the justice system
(from police, to parole officers, to jail guards, to those who build and profit
from prisons, etc.)https://store.theartofservice.com/the-stakeholder-toolkit.html
UK pension provision - Stakeholder pensions
1 Although a stakeholder pension is a personal pension, they can (and in
some circumstances must) be offered by an employer as a cost-effective way of providing pension cover for
their workforce.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 There are two broad areas where brand engagement is relevant within
an organization (employees and close stakeholders such as franchise
staff, call centers, suppliers or intermediaries).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 The first area is ensuring that the employer brand promised to
employees is delivered upon once employees join the firm. If the
employee experience is not what is promised, this could result in
increased employee turnover and/or decreased performance.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 The second area is ensuring employees and close stakeholders of
an organization completely understand the organization's brand, and what it stands for—and to make sure that their activities on a day to
day basis are contributing to expressing that brand through the
customer experience.https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 In general, this requires an ongoing effort on the part of the organization
to ensure that its employees and close stakeholders understand what
the brand is promising to its customers, and to help all employees clearly understand how their actions and behaviors, on a day to day basis,
either support or undermine the effort.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 This often raises the issue of the value of investment in brand
engagement. It is a discretionary expense on the part of the
organization. Proponents of brand engagement would argue that this is an investment—that is, the benefits
to the organization outweigh the cost of the program.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 Within any organization there is competition for resources, so there is a significant need
to demonstrate return on investment in employee engagement/internal
communications. While it is generally accepted that it is important for internal
communications professionals to demonstrate the value this function delivers to the organization, it is difficult to place a
discrete figure on this contribution.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 Best practice in internal communications generally adheres to certain principles:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 * Understanding the stakeholder (audiences)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 * Knowing what messages and information is appropriate for
each audience
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Brand engagement - Internal (close stakeholder)
1 * Ensuring that there is a feedback mechanism in place so communication is a
dialogue
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 An aspect of internal brand engagement is brand orientation
which refers to the degree to which the organization values brands and its practices are oriented towards
building brand capabilities.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 Thought leaders are increasingly placing employee engagement at the
forefront of the fight for greater authenticity in the workplace,
increased employee satisfaction and ultimately greater retention and
improved customer service
https://store.theartofservice.com/the-stakeholder-toolkit.html
Brand engagement - Internal (close stakeholder)
1 Brand engagement among employees is, according to experts, becoming increasingly important as the speed and volume of customer word of mouth is greater than ever
https://store.theartofservice.com/the-stakeholder-toolkit.html
Online reputation - Building reputation through stakeholder management
1 As a consequence, public relations must be used in order to establish long lasting relationships with the
stakeholders, which will enhance the reputation of the
company.Özekmekçi, Abdullah, Mert (2004) The Correlation between
Corporate Governance and Public Relations, Istanbul Bilgi University
https://store.theartofservice.com/the-stakeholder-toolkit.html
Ecosystem management - Stakeholders
1 Heads or tails? Stakeholder analysis as a tool for conservation area management
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (law)
1 The term 'stakeholder', as traditionally used in the English
language in law and notably gambling, is a third party who
temporarily holds money or Property (ownership right)|property while its
owner is still being determined.
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Stakeholder (law)
1 *More recently a very different meaning of the term has become widely used in management.
In a business context, a stakeholder (corporate)|stakeholder is a person or
organization that has a legitimate interest in a project or entity. The new use of the term
arose together with and due to the spread of corporate social responsibility ideas, but there
are also utilitarian and traditional business goals that are served by the new meaning of the term (see Stakeholder theory and below).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder (law) - In law
1 In legal documents, the escrow agent is often referred to as a mere stakeholder.
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Stakeholder (law) - See also below
1 *Stakeholder pension scheme - a type of pension introduced by the UK
Labour Party (UK)|Labour government in 2001.
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Educational data mining - Users and Stakeholders
1 There are four main users and stakeholders involved with educational data mining. These
include:
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Educational data mining - Users and Stakeholders
1 * 'Learners' - Learners are interested in understanding student needs and
methods to improve the learner’s experience and performance
https://store.theartofservice.com/the-stakeholder-toolkit.html
Educational data mining - Users and Stakeholders
1 * 'Educators' - Educators attempt to understand the learning process and the methods they can use to improve
their teaching methods
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Educational data mining - Users and Stakeholders
1 * 'Researchers' - Researchers focus on the development and the evaluation of data
mining techniques for effectiveness. A yearly international conference for researchers began in 2008, followed by the establishment of the [http://www.educationaldatamining.org/JEDM/i
ndex.php/JEDM Journal of Educational Data Mining] in 2009. The wide range of topics in
EDM ranges from using data mining to improve institutional effectiveness to student
performance.
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Educational data mining - Users and Stakeholders
1 * 'Administrator (business)|Administrators' - Administrators are
responsible for allocating the resources for implementation in
institutions
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Stakeholder
1 *Stakeholder (corporate), an accountant, group, organization, member or system who affects or
can be affected by an organization's actions
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Stakeholder
1 *Stakeholder, an entity that can be affected by the results of that in
which they are said to be stakeholders, i.e. that in which they
have a stake.
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Stakeholder
1 **Project stakeholder, a person, group or organization with an interest in a project
https://store.theartofservice.com/the-stakeholder-toolkit.html
Stakeholder
1 **Stakeholder theory, a theory that identifies and models the groups that are stakeholders of a corporation or
project
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Community forestry - Stakeholders
1 There is a large variety of stakeholders involved when
considering community forestry. Participation from the various levels of community, government and non-government organisations (NGO’s) is
essential in the project’s success.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Community forestry - Stakeholders
1 While specific stakeholders will vary between different community forestry projects the primary
stakeholder groups are as follows:
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Community forestry - Stakeholders
1 Table 1. Common stakeholders involved with community
forestry.
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Community forestry - Stakeholders
1 In this situation, stakeholders came to conclusion to handover forest
resources to local communities for conserving, managing and utilization
by their own decision
https://store.theartofservice.com/the-stakeholder-toolkit.html
Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act
1 Because EPA’s authority to regulate GHG emissions has such significant implications for the economy, the environment, and our society at large, it is a topic of interest to a
broad range of organizations including Congress, the courts, the
states, environmental organizations, and the regulated industry
https://store.theartofservice.com/the-stakeholder-toolkit.html
Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act
1 That the major opposition to regulation of GHGs under the CAA is
headed largely by a contingent of elected officials from major coal, oil,
and gas states exemplifies the political warfare that can erupt when
leaders attempt to appeal to their core constituencies even though doing so may impede action on
pressing national problems.Kraft, Mhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act
1 The reluctance of both the American public and Congress to make sometimes difficult choices to
address climate change has left opportunities wide open for other stakeholders to influence climate change policy; among the most
influential thus far are non-governmental organizations (NGOs).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act
1 In his article, “Learning to Live with NGOs,” P.J
https://store.theartofservice.com/the-stakeholder-toolkit.html
Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act
1 EPA’s actions to address climate change are also being challenged by
those most directly affected – the regulated community
https://store.theartofservice.com/the-stakeholder-toolkit.html
Value-based management - Alternative: stakeholder value
1 The intrinsic or extrinsic worth of a business measured by a combination
of financial success, usefulness to society, and satisfaction of
employees, the priorities determined by the makeup of the individuals and entities that together own the shares
and direct the company. This is sometimes referred to as stakeholder
value.https://store.theartofservice.com/the-stakeholder-toolkit.html
Value-based management - Alternative: stakeholder value
1 For instance, how much additional usefulness to society should
shareholders expect if they were to give up $100 million in shareholder return? In response to this criticism, defenders of the stakeholder value
concept argue that employee satisfaction and usefulness to society
will ultimately translate into shareholder value.
https://store.theartofservice.com/the-stakeholder-toolkit.html
E-services - Stakeholders
1 Kluwer Academic Publishers, Massachusetts The stakeholder
theory suggests that need to focus on all the involved stakeholder s
when designing the e-service; not only on the government and citizens.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * 2000 Simpsonwood CDC conference ndash; ) was a meeting
convened in June 2000 by the Centers for Disease Control and
Prevention (CDC), held at the Simpsonwood Methodist retreat and
conference center in Norcross, Georgia.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Aspies For Freedom (AFF) ndash; a solidarity and campaigning group
which aims at raising public awareness of the autism rights
movement.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Awareness Campaign UK ndash; The Autism Awareness
Campaign UK were involved in the first United Nations World Autism
Awareness Day, declared by the UN General Assembly on Wednesday 2
April 2008 on the recommendation of the State of Qatar.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Network International ndash; founded and run by autistic
people. Parents and professionals are welcome but the focus is on living
autistic rather than curing it.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Resource Centre (Singapore)
ndash;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Society of America (ASA) ndash; was founded in 1965 by
Bernard Rimland, PhD, together with Ruth C.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Speaks ndash; the world's largest autism advocacy organization
that sponsors autism research and conducts awareness and outreach
activities aimed at families, governments, and the public.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autism Sunday ndash; also known as the International Day of Prayer for
Autism and Asperger syndrome, is observed annually on the second
Sunday of February.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autistic Pride Day ndash; a celebration of the neurodiversity of people on the autism spectrum on
June 18 each year.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autistic Self Advocacy Network ndash; a nonprofit advocacy organization run by and for
individuals on the autism spectrum. ASAN holds that the goal of autism
advocacy should be a world in which Autistic people enjoy the same
access, rights, and opportunities as all other people, and that Autistic voices should be included in the
national conversation about autism.https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Autreat - founded by members of ANI, this is a yearly gathering for autistic people along with parents
and professionals to meet and share ideas in an autism-friendly
environment.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Center for Autism and Related Disorders ndash;
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Generation Rescue ndash; a nonprofit organization that advocates
the view that autism and related disorders are primarily caused by environmental factors, particularly
vaccines.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * National Autistic Society (NAS) ndash; a British charity for people with autistic spectrum disorders
(ASD), including autism and Asperger Syndrome.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * National Vaccine Information Center (NVIC) ndash; a private non-
profit 501(c)(3) advocacy group which questions the safety and
efficacy of commonly used vaccines.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * TreeHouse ndash; a United Kingdom charity working to improve
the quality of life of children diagnosed with autism and their
families, and to inform the general public about autism spectrum
disorders.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Vaccine Adverse Event Reporting System ndash; a United States program for vaccine safety, co-
managed by the Centers for Disease Control and Prevention (CDC) and the Food and Drug Administration (FDA).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Outline of autism - Organizations, stakeholder groups and events
1 * Wrong Planet ndash; (sometimes referred to by its
URL, WrongPlanet.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 In addition to standard marketing strategy methodologies and
questions, external stakeholder interviews for Digital Strategy may
include usability testing, an analysis of how effectively external
stakeholders can use the online assets developed by a company for
their intended purposeshttps://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 An analysis of external stakeholder behaviors in their environment, for
example: field observations of shoppers in a store. In addition to standard ethnographic research,
digital strategy research may include video recording of an external
stakeholder using their computers or specific computer applications or
web sites.https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 An analysis of the usage patterns of a company's online assets with the
goal of better understanding external stakeholder behavior as well as
identifying strengths and weakness of the company's current online
offerings. This may include understanding how many people are visiting a web site, what are the most
popular pages, what are the most popular paths, where are people
coming from, where do they drop off, how long do they stay, etc.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 *Performance assessment: Review of effectiveness of current digital technologies.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 *Path analysis (computing)|Funnel analysis
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 A specific methodology for web analytics where the company's online assets are modeled as a sales funnel,
with a visit or impression representing a new lead, a certain
page or action in the web site considered a conversion (such as a
user hitting the purchase confirmation page) and specific
pages in the web site representing specific stages of the sales funnelhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 *Analytical Customer relationship management|CRM
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 An analysis of a company's customer databases and information repositories with
the goal of segmenting customers into homogeneous groups across one or more dimensions of behavior, demographics,
value, product or marketing message affinity, etc. In digital strategy this often includes the online customer registration database which
companies use to provide access to their customer specific, protected areas.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 An analysis of a customer's behavior (such as their purchase or service
behavior) that looks across all of the different channels, in which
customers interact with a company's products or information
https://store.theartofservice.com/the-stakeholder-toolkit.html
Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets)
1 In digital strategy, surveys may be used to validate or invalidate key
questions raised in more qualitative exercises such as external
stakeholder interviews and focus groups
https://store.theartofservice.com/the-stakeholder-toolkit.html
Tikona Digital Networks - Investors and Stakeholders
1 Private equity companies Goldman Sachs holds 40% stake, Oak Investment Partners holds 20%
stake, Everstone holds 10% stake, 4% by LT Infrastructure Finance Company Limited and
rest 26% is held by Tikona Trust which is spearheaded by Prakash Bajpai. Since Tikona
doesn't have controlling stake therefore it may become an easy acquisition target. It is
believed that Malaysia's mobile operator Axiata has been holding discussions with Tikona and
may pick up a stake in the company.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group
1 The 'Broadband Stakeholder Group' is the UK government's advisory body on
broadband.http://www.berr.gov.uk/whatwedo/sectors/telecoms/telecomsbroadband/page10034.html Created in 2001 by then Minister for E-Commerce and Competitiveness Stephen Timms, it provides
a neutral forum for organisations across the converging broadband value-chain to discuss and
resolve key policy, regulatory and commercial issues, with the ultimate aim of helping to create
a strong and competitive UK knowledge economy.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group
1 Its initial focus was on increasing broadband penetration in the UK, before
leading a collaborative UK response to the European Commission's Audio-Visual
Media Services Directive.http://www.broadbanduk.org/component/option,com_docman/task,doc_view/gid,928/ Since late 2006, its primary focus has been the Next Generation Access|next
generation broadband debate in the UKhttps://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Sponsors
1 The BSG is part funded by industry and
government. The current sponsors are:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Executive
1 BSG activity is led by an Executive Committee, which meets every six weeks. The board comprises a representative from each sponsor organisation, along with other repsentatives from the national regulator, other public sector bodies, SMEs, rights
holders, consumers, and community broadband groups. The current membership
of the Executive committee is:http://www.broadbanduk.org/content/view/3
6/23/https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Advisory Council
1 In addition to the Executive Committee, an advisory council
meets 2-3 times per year to discuss industry developments. The advisory
council is made up of senior representatives from the sponsor
organisations.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - BSG Chairs
1 The BSG has had four independent chairs since its
creation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1 The BSG has focused on next generation broadband issues since the end of 2006
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1 Its initial position on superfast broadband was that government and
the regulator should leave investment in telecommunications infrastructure to the market; since 2009, however, it has worked with governments to ensure the most successful use of funds that have
been made available for the deployment of superfast broadband
in rural areashttps://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1 Its other main area of work is the Open Internet
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Recent Work
1 The BSG has also continued to be active on online
content regulation
https://store.theartofservice.com/the-stakeholder-toolkit.html
Broadband Stakeholder Group - Links
1 * [http://www.broadbandu
k.org/ Official Site]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Green Climate Fund - A lack of stakeholder involvement
1 Many academics argue that, in order to do this in an efficient way, all Project stakeholder|stakeholders
should be Stakeholder engagement|involved in the process, instead of using a Top–down and bottom–up
design|top-down approach
https://store.theartofservice.com/the-stakeholder-toolkit.html
Green Climate Fund - A lack of stakeholder involvement
1 Overall, this view on the need for more stakeholder involvement can be framed within the movement in
environmental governance calling for a shift from traditional ways of government to Environmental
governance|governance
https://store.theartofservice.com/the-stakeholder-toolkit.html
Gemfields - Stakeholders
1 * The Pallinghurst Resources Fund L.P. –
38.55%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Gemfields - Stakeholders
1 * Faberge Conduit Ltd – 18.24%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Corporate responsibility - Stakeholder influence
1 The stakeholder perspective fails to acknowledge the complexity of
network interactions that can occur in cross-sector partnerships
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 Swimming Australia's key stakeholders
includes:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * [http://www.nswswi
mming.com.au Swimming New South Wales]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * [http://www.qld.swimmin
g.org.au Swimming Queensland]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * [http://www.wa.swimming.org.au Swimming Western Australia]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * [http://www.nt.swimming
.org.au Swimming Northern Territory]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * [http://www.ascta.com Australian Swimming Coaches and Teachers Association (ASCTA)]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * Australian Swimmers Association
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 Swimming Australia is affiliated to the following
bodies:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * The Australian Olympic Committee (AOC)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * The Australian Commonwealth Games
Association (ACGA)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * The Australian Paralympic
Committee (APC)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * Australian Water Safety Council
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 Whilst the following organisations are affiliated with
Swimming Australia:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * Australian Waterpolo
Association Inc
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 * Australian Synchronised Swimming
https://store.theartofservice.com/the-stakeholder-toolkit.html
Swimming Australia - Stakeholders and affiliations
1 Swimming Australia is also a foundation member of AUSTSWIM
and is involved in the development of an Australian Water Safety
Organisation.
https://store.theartofservice.com/the-stakeholder-toolkit.html
REDD - Institutional technocrats vs. stakeholders
1 While the COP decisions emphasize national ownership and stakeholder
consultation, there are concerns that some of the larger institutional
organizations are driving the process, in particular outside of the one Party,
one vote realm of multi-lateral negotiations under the UNFCCC
https://store.theartofservice.com/the-stakeholder-toolkit.html
REDD - Institutional technocrats vs. stakeholders
1 Although the World Bank declares its commitment to fight against climate
change, many civil society organisations and grassroots
movements around the world view with scepticism the processes being developed under the various carbon
funds
https://store.theartofservice.com/the-stakeholder-toolkit.html
REDD - Institutional technocrats vs. stakeholders
1 ITTO has been criticized for appearing to support above all the inclusion of forest extraction inside
REDD+ under the guise of sustainable management in order to benefit from carbon markets while
maintaining business-as-usual.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 Many offices and organisations are active in issues relating to energy
development in the hinterland, some of which are listed below:
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | align=center style=background:#
f0f0f0;|'Acronym'
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | GEA||Guyana Energy Agency||Energy policies, advice, recommendations||
Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | IAST||Institute of Applied Science and Technology||Research on agro energy||
Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | UNDP||United Nations Development Programme||Development||Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | Caricom||Caribbean Community||Caribbean
Community||Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | CREDP||Caribbean Renewable Energy Dev.Prog.||CARICOM Renewable Energy||St.
Lucia
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | OLADE||Latin American Energy Organization||Latin American Energy
Organisation||Ecuador
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | Eerepami||Eerepami Regenwald Stiftung||NGO Foundation Germany-Guyana||Germany
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | SIDS DOCK||Small Islands Developing States cooperation||
Platform to assist SIDS to develop sustainable energy||New York
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | Peace Corps||Peace Corps Guyana||Community Development thru Capacity
Building||Georgetown
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Hobodeia||SHS||UAEP||65||?||2008||90% sys FunctionalMr. Duch
PCRV Solar Technician and Trainer(11-12)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Yarakita||SHS||UAEP||125||104||2008||15% sys functional, Trojan Wet batteries dead to
misuse
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 10||Muritaro||SHS||UAEP||125||62||
2008||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Four Miles||Small light||GEA-
OPM||15||70||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Hotaquai||Small light||GEA-OPM||15||84||2010||10%
Functioning
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 7||Arau||Small light||GEA-OPM||15||34||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 8||Kaibarupai||Small light||GEA-OPM||15||68||
2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 8||Tuseneng||Small light||GEA-OPM||15||40||
2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Parikwarunai||Small light||GEA-
OPM||15||45||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Rupertree||Small light||GEA-OPM||15||52||2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Surama||Small light||GEA-OPM||15||50||
2010||?
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Hobodeia||School||UAEP||260||2008||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Port Kaituma||GSM base station||Digicel||1000-2000||
2012||Not ready yet
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Red Hill||School||UAEP||260||2008||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Sebai||School||UAEP||260||2008||Functional
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Shell Beach||Health Centre||Eerepami||1000||2011Eerepami webpage 07/2011||
Functional
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Mabaruma (Thomas Hill)||GSM base station||Digicel||
10,000||2011
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Waramuri||Public buildings||IAST||||2002||UNDP, Project
Document, Capacity building and demonstration projects for
electrification of hinterland unserved areas, utilising renewable energy,
2003
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 1||Yarakita||School||UAEP||250||2008||Batteries dead, solar array partly missing
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 4||St. Cuthberts Mission||Public buildings||IAST||||2002||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 6||Orealla||Business||||2450||
2009||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 6||Orealla||Public buildings||IAST||||2002||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 7||Paruima||School||UAEP||260||||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 8||Iwokrama||Field station use||Private||2300||2008||Field visit H.Horn 05/2011
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 8||Monkey Mountain||Health
Centre||||110||2007||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 8||Waipa||School||UAEP||260||2008||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Bina Hill||Community use||Eerepami||11000||2011||Not
installed yet
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Karanambu||Lodge||Private||500||2008||OKR.Anliker 07/2011
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Maruranau||Community use||||1000||2011||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Wowetta||Pump||GEA-CIDA||340||2009||Pump
out of order
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Yupukari||School||UAEP||260||2008||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Yupukari||Caiman House||Private||3900||||
OK
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 9||Yupukari||Pump Caiman H.||Private||||||
OK
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | 10||Muritaro||School||UAEP||250||
2008||
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | Eagle Resources Ltd||PV, Solar Water Heating, Wind and Micro hydro|Micro-hydro
power
https://store.theartofservice.com/the-stakeholder-toolkit.html
Hinterland energy in Guyana - Stakeholders and involved parties
1 | Starr Computers||PV, Wind
https://store.theartofservice.com/the-stakeholder-toolkit.html
Academic analytics - Comprehending Involved Stakeholders
1 Academic analytics affects many
stakeholders in the institution
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1 * China National Petroleum
Corporation: 40%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1 * ONGC Videsh (the overseas arm of Oil and Natural Gas Corporation|ONGC) of India: 25%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1 * Sudapet (Sudan National Petroleum Corporation, the national oil company of
Sudan): 5%
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1 Canadian company Talisman Energy (previously known as Arakis) was an original
stakeholder
https://store.theartofservice.com/the-stakeholder-toolkit.html
Greater Nile Petroleum Operating Company - Stakeholders
1 The U.S. government imposed economic sanctions against Sudan in
1997, due to the Sudanese government's sponsorship of
international terrorism and poor human rights record. The sanctions prohibit trade between the United
States and Sudan, as well as investment by U.S. businesses in Sudan. In February 2000, the U.S.
government extended its sanctions to include Sudapet and GNPOC.
[http://www.mbendi.com/indy/oilg/af/su/p0005.htm#10 Oil and gas in
Sudan - overview]
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1 * the federal, state and territory governments (including their
fisheries managers and other natural resource managers)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1 * research partners (including universities, fisheries research
organisations, industry and private sector research providers, and
investors)
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1 * the people of Australia (on whose behalf aquatic natural resources are
managed, and as consumers).
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Relationships with stakeholders
1 The FRDC works with its partners to undertake program management
effectively, to disseminate the results, and to assist with their
adoption and, when appropriate, commercialisation.
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Stakeholder research priorities
1 One of the primary challenges for the FRDC is to gain a solid understanding
of the needs and priorities of its stakeholders, many of whom come from a diverse range of sectors and
operations
https://store.theartofservice.com/the-stakeholder-toolkit.html
Fisheries Research and Development Corporation - Stakeholder research priorities
1 To ensure a balanced portfolio, and to align with industry research
priorities, the large majority of project applications are reviewed by the FRABs. Where possible, industry
and fisheries management are directly engaged and integrated into
the delivery of each project.
https://store.theartofservice.com/the-stakeholder-toolkit.html
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