Understanding dyadic promoter-stakeholder relations in complex projects

In this study, we propose a Bilateral Double Motive framework of stakeholder cooperation in complex projects. The framework analyses and explains dyadic promoter-stakeholder relationships at a micro level by acknowledging both transactional and relational motives. We demonstrate the framework’s usefulness by illustrating its explanatory power in two instances of cooperation and two of non-cooperation within two health information technology projects. The study contributes to project management theory through its combined focus on transactional and relational motives. Further, the study contributes to practice by providing a tool for planning and evaluating cooperation in health Information Technology projects and similar complex multi-stakeholder environments

An instrument for stakeholder identification:phasing roles of involvement

The starting point of the paper is that stakeholders fulfill an important role to stimulate sustainable innovation. The question is “who are those stakeholders and what should be their role?” This paper describes an instrument, which enables identifying stakeholders and designating specific roles to those stakeholders. The instrument focuses on two key points, i.e. roles of involvement and phasing this involvement within an innovation process

Applying lead user theory to young adults

Dieser Beitrag ist mit Zustimmung des Rechteinhabers aufgrund einer (DFG geförderten) Allianz- bzw. Nationallizenz frei zugänglich.This publication is with permission of the rights owner freely accessible due to an Alliance licence and a national licence (funded by the DFG, German Research Foundation) respectively.Purpose – The purpose of this paper is to identify lead users within social networks of young adults between 14 and 17 years of age. Design/methodology/approach – A questionnaire and the SAGS-method were used to collect data within seven high schools in the north of The Netherlands. These data were used to empirically test five hypotheses using the variables which could enable the identification of lead users. A multiple regression analysis was used to test the predictive value of the variables. The analysis was complemented with a qualitative analysis of the collected data. Findings – The main characteristics which identify lead users among adults can also be used with young adults. Those young adults who are more likely to be a lead user, are more ahead of a trend and have a higher amount of expected benefit. They also display more expertise than other young adults. Research limitations/implications – The variable of perceived information benefits could complement the variables used for identifying lead users among young adults, but further research is necessary. Because the focus is on only one specific product, the generalizability of the results from this research is limited. Further research should include different products or services in different domains of interest. The variables of perceived information benefits and efficiency did not have a significant positive relation with lead userness, but further research is needed. Practical implications – The identification of lead users could be valuable to organizations that focus on young adults in the age range 14 to 17 years and could lead to significant commercial benefits. Young adults are a large potential market and the identification of lead users within this target group could help organizations Originality/value – Research on lead user theory ismainly focused on adults or organizations. This article tries to fill this research gap by focusing on young adults. It is an extension of the research of Kratzer and Lettl, Kunst and Kratzer and Molenmaker et al. who focused on children from 8 to 12 years old

Understanding dyadic promoter-stakeholder relations in complex projects

In this study, we propose a Bilateral Double Motive framework of stakeholder cooperation in complex projects. The framework analyses and explains dyadic promoter-stakeholder relationships at a micro level by acknowledging both transactional and relational motives. We demonstrate the framework’s usefulness by illustrating its explanatory power in two instances of cooperation and two of non-cooperation within two health information technology projects. The study contributes to project management theory through its combined focus on transactional and relational motives. Further, the study contributes to practice by providing a tool for planning and evaluating cooperation in health Information Technology projects and similar complex multi-stakeholder environments

Influence strategies in collective decision making : a comparison of two models

This research studied two influence strategies used in collective decision making: the exchange strategy and the challenge strategy. According to the exchange strategy, an actor (ego) can choose to behave according to another actor's (alter's) wishes in one instance, in exchange for alter acting according ego's wishes in another instance. According to the challenge strategy, actors try to force other actors into certain behavior by making use of their power, and the distribution of support for the various possible outcomes of the decision. .... Zie: Summary

Bridging the transactional and relational view on management-stakeholder cooperation

PurposeThe purpose of this paper is to present a 2 × 2-perspective of management–stakeholder cooperation in organizational issues. The model encompasses the perspectives of both management and stakeholder and bridges the two dominant views in stakeholder thinking, namely, the transactional and the relational view.Design/methodology/approachFrom a state-of-the-art elaboration of the stakeholder literature, this paper combines two separate perspectives on management–stakeholder cooperation.FindingsThe bilateral perspective stresses that the ease of this collaboration not only depends on the willingness of management to pursue cooperation, but also on that of the stakeholder. The double-motive perspective signifies that both parties can be dominantly motivated by either individual, issue-based reasons (transactional motives) or by the desire to establish lasting relationships (relational motives).Originality/valueThis paper presents a more elaborate picture of management–stakeholder cooperation by combining the transactional concept of stakeholder salience with the concepts “stakeholder reputation” and “management reputation” associated with the relational dimension.<br/

Microsoft Word - WPM$0065.doc

Abstract The starting point of the paper is that stakeholders fulfill an important role to stimulate sustainable innovation. The question is &quot;who are those stakeholders and what should be their role?&quot; This paper describes an instrument, which enables identifying stakeholders and designating specific roles to those stakeholders. The instrument focuses on two key points, i.e. roles of involvement and phasing this involvement within an innovation process