PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Stakeholder identification as a determinant of sustainable project management

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The purpose of this paper is to present part of a report on stakeholder analysis (indicating the importance of stakeholder identification and prioritisation) in projects implemented by sustainability-oriented teams. Design/methodology/approach: The results were obtained based on a focus group interview with forty-eight participants - representtatives of different organisations, experienced in project management and possessing expertise on the tourism industry in Pomerania. The study was carried out in Gdańsk, from May to September 2021. Findings: The results of the study showed that an effective policy regarding sustainable development measures should be based on intensive stakeholder outreach. The determinant of this effectiveness is to entail proper and comprehensive stakeholder identification, which can play a key role in the success of any investment. Research limitations/implications: The purpose of the marketing research on stakeholder identification and mapping is to provide insights on the public opinion in this regard. In the course of the study, some limitations were recognised. Firstly, the sampling techniques involving audience generation and data filtering, such as data collection from only those persons who had participated in a focus survey, certainly resulted in a bias in the type of the data collected. Secondly, the study, due to the outbreak of the pandemic, was limited to 2021 only, and despite the implementation of selected projects in five countries in the South Baltic region, it was conducted in Poland exclusively, due to limited travel possibilities. Practical implications: The research was commissioned by a real project team and concerned the operating environment of the tourism enterprises in the Pomerania region. The survey results were applied in practice and served as a project implementation indicator. Social implications: The research topic of stakeholder identification as a component of sustainable development policy undoubtedly has impact on the society. This is because it leads to the promotion of an approach that takes the balance between the actions undertaken for the environment and the local community as well as corporate profit generation into account. Originality/value: It is the first study of this kind (on the Polish market at the least), examining the sustainable development approach in international projects, in the context of stakeholder outreach.
Rocznik
Tom
Strony
141--155
Opis fizyczny
Bibliogr. 31 poz.
Bibliografia
  • 1. Achman, R. (2011). Stakeholders’ Perspectives on Sustainability in Project Management. TU Delft, IGI Global, The Netherlands.
  • 2. Barney, J. (1997). Firm resource and sustained competitive advantage. Journal of Management, 17, 99-120.
  • 3. Buchholz, R.A. (1993). Principles of environmental management: The greening of business. Englewood Cliffs, NJ: Prentice Hall.
  • 4. Clarkson, M. (1994). A Risk Based Model of Stakeholder, Proceedings of the Second Toronto Conference of Stakeholder Theory. University of Toronto: Centre for Corporate Social Performance and Ethics.
  • 5. Dixon, P., Górecki, J. (2010). Sustainagility: How Smart Innovation and Agile Companies will Help Protect our Future. Kogan Page.
  • 6. Donaldson, T., Preston, L.E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91.
  • 7. European Commission (2002). Corporate social responsibility. A business contribution to sustainable development, Retrieved from: http://community-wealth.org/sites/clone.community-wealth.org/files/downloads/report-european-commission.pdf, 20.12.2021.
  • 8. Evan, W., Freeman, R.E. (1988). A stakeholder theory of the modern corporation: Kantian capitalism. In: T. Beauchamp, N. Bowie (Eds.), Ethical theory and business (pp. 75-93). Englewood Cliffs, NJ: Prentice-Hall.
  • 9. Freeman, R.E., Harrison, J.S., Wicks, A.C., Parmar, B.L., De Colle, S. (2010). Stakeholder Theory: The State of the Art. Cambridge: Cambridge University Press.
  • 10. Glavič, P., Lukman, R. (2007). Review of sustainability terms and their definitions. Journal of Cleaner Production, 15(18), 1875-1885.
  • 11. Greenley, G.E., Foxall, G.R. (1997). Multiple stakeholder orientation in UK companies and the implications for company performance. Journal of Management Studies, 34(2), 259-284.
  • 12. Harrison, J.S., St. John, C.H. (1996). Managing and Partnering with External Stakeholders. Academy of Management Perspectives, 10(2), 46-60.
  • 13. Hill, C.W.L., Jones, T.M. (1992). Stakeholder-Agency Theory. Journal of Management Studies, vol. 29(2), 131-155.
  • 14. Jabłoński, A. (2013). Modele zrównoważonego biznesu w budowie długoterminowej wartości przedsiębiorstw z uwzględnieniem ich społecznej odpowiedzialności [Sustainable business models in building long-term value of enterprises taking into account their social responsibility]. Warsaw: Difin.
  • 15. Jennings, P.D., Zandbergen, P.A. (1995). Ecologically Sustainable Organizations: An Institutional Approach. Academy of Management Review, 20(4), pp. 1015-1052.
  • 16. Johnson G., Scholes K. (1999). Exploring Corporate Strategy. London: Prentice Hall Europe, 216.
  • 17. Jones, T.M., Wicks, A.C. (1999). Convergent Stakeholder Theory. Academy of Management Review, 24(2), 206-222.
  • 18. Lang, A., Murphy, H. (2014). Business and Sustainability. Between Government Pressure and Self-Regulation. Springer.
  • 19. Lindenberg, M., Crosby, B. (1981). Managing development: the political dimension. Hartford, CT: Kumarian Press.
  • 20. Mack, O., Khare, A., Krämer, A., Burgartz, T. (2015). Managing in a VUCA World. Elsevier.
  • 21. Mingus, N. (2002). Zarządzanie projektami. Gliwice: Helion, OnePress.
  • 22. Mitchell, R.K., Agle, B.R., Wood, D.J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22(4), 853-886.
  • 23. Morfaw, J. (2014). Fundamentals of project sustainability. Paper presented at PMI® Global Congress 2014-North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute. Retrieved at: https://www.pmi.org/learning/library/fundamentals-project-sustainability-9369, 18.12.2021.
  • 24. Mulder, C.H. (2006). Population and Housing. Demographic Research, 15(13), 401-412.
  • 25. Nasi, S., Savage, T.G., Nasi (1995). A Stakeholder Analysis of an Environmental Issue. Proceedings of the International Association for Business and Society, 6, 1105-1116.
  • 26. Obłój, K. (2007). Strategia organizacji [Strategy of Organization]. Warsaw: PWE.
  • 27. Savage, V.R., Kong, L. (1991). Urban contraints, political imperatives: environmental ‘design’ in Singapore. Landscape and Urban Planning, 25(1-2), 37-52.
  • 28. Starik, M. (1995). Should Trees Have Managerial Standing? Toward Stakeholder Status for Non-Human Nature’. Journal of Business Ethics, 14(3), 207-17.
  • 29. Stead, J.G., Stead, E. (2000). Eco-enterprise strategy: Standing for sustainability. Journal of Business Ethics, 24(4), 313-319.
  • 30. Thomas, M.J. (1995). Instrumental Stakeholder Theory: A Synthesis of Ethics and economics. Academy of Management Review, 20(2), 404-437.
  • 31. Vanclay, F. (2004). The Triple Bottom Line and Impact Assessment: How to TBL, EIA, SIA, SEA EMS relate to each other? Journal of Environmental Assessment Policy and Management, 6(3), 265-288.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-f8dccbaf-a1f7-4465-a885-6d519df41838
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.