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Implementing stakeholder management: a case study at a micro enterprise
2006 (English)In: Conference proceedings: 9th International QMOD Quality Management and Organisational Development Conference, Liverpool John Moores University , 2006, 431-442 p.Conference paper (Refereed)
Abstract [en]

In recent years, organisations and particularly business organisations have undergone rapid and significant change. Not least of those changes have been the range of influence and the range of values that the organisation affects and are affected by, both positively and negatively. To survive in that volatile, often ambiguous and always uncertain environment, the contemporary organisation must satisfy a number of stak eholders whose wants and expectations are disparate, often in conflict and subject to change. Nowadays customers, co-workers, suppliers, management, stockholders, government and other groups are often influential enough to merit being considered as stakeholders. Stakeholders are those actors that provide the necessary means or support for the organisation, which, if their wants or expectations are not met, could be withdrawn causing consequential effects on the organisation.Stakeholder theory suggests that to be sustainable, organisations must find a balance between different stakeholder interests. However, stakeholder theory and its implementation are still relatively unexplored. The paper presents a case study where a stakeholder model has been implemented in a micro-enterprise. Results include a revised model based on the experiences from the case. The stakeholder model has been adapted to accommodate a process approach and the PDSA-cycle.

Place, publisher, year, edition, pages
Liverpool John Moores University , 2006. 431-442 p.
Research subject
Quality Technology and Management
URN: urn:nbn:se:ltu:diva-35666Local ID: a4c82410-baad-11db-b560-000ea68e967bOAI: diva2:1008919
Quality Management and Organisational Development : 09/08/2006 - 11/08/2006
Godkänd; 2006; 20070212 (ysko)Available from: 2016-09-30 Created: 2016-09-30Bibliographically approved

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Johansson, Peter

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