Corporate social responsibility and the identification of stakeholders

As a management problem the identification of stakeholders is not easily solved. It comprises a modelling and a normative issue, which need to be solved in connection with each other. In stakeholder literature knowledge can be found, e.g. on various stakeholder categorizations, that could be useful for the modelling issue. However, the normative issue remains unresolved. Furthermore, the modelling of the so-called stakeholder category “the affected” is even more difficult. Nevertheless, this group holds justified interests in aspects of organizational activity and are, for that reason, legitimate stakeholders. In this article it is explored to what extent Critical Systems Heuristics can help resolving the managerial problem of identifying stakeholders, particularly the affected. Critical Systems Heuristics can be viewed a modelling methodology. The normative aspect of modelling is crucial in this methodology. Using the distinction between “the involved” and “the affected” a variety of boundary judgments is discussed. Special attention is given to the so-called “witness” as a representative of the affected.

Improving organizational sustainability using a quality perspective

This article derives lessons from the quality approach for further developing the organizational sustainability approach. Taking a responsibility perspective on organizational sustainability, four issues emerge that need to be resolved, i.e. what is the responsibility?, what is the responsibility area?, who is involved in determining responsibilities and area?, and, in what way is the organization able to take care of these responsibilities?. The article explores in what way the quality approach has been dealing with these issues, which is the basis for some lessons for the sustainability approach. An important lesson is that the who is involved question should be leading. The stakeholder who is willing to pay for sustainability dominates answering the other three issues. With respect to the accounting practices, sustainability programmes could be inspired by the same need for protective and accountable behaviour as quality programmes, if the well-known negative aspects are minimized.

The influence of cultural values on Enterprise System adoption, towards a culture – Enterprise System alignment theory

During the last decades, organizations worldwide have replaced their fragmented and home-grown information systems with standardized Enterprise Systems that span the entire organization. The logics embedded in Enterprise Systems, such as a centralized and integrated view on the firm, standardized organization-wide working processes, and data sharing, may or may not be congruent with the cultural context of the user organization. Especially in case of a limited alignment, the adoption and full use of the Enterprise System will require specific attention from implementers. By developing a theoretical explanation of how responses to Enterprise Systems are influenced by cultural values, we contribute to the development of a cultural alignment theory of Enterprise Systems. Drawing on Hofstede’s cultural values framework, we analysed 85 published cases from firms operating in different cultural contexts, which resulted in the modelling of two contrasting archetypical cultural profiles: one that is more, and one that is less, receptive to the logics embedded in Enterprise Systems. Our model provides implementers with the necessary insights to develop implementation strategies that take the cultural context into account

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

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

The effect of Electronic Health Records on the medical professional identity of physicians:a systematic literature review

Electronic Health Records (EHR) have become standard practice and have altered the way physicians work and communicate with their patients. This changing work environment may subsequently influence the perceived professional identity of physicians. In this study, we aim to understand the impact of EHR use on the medical professional identity of physicians. We conducted a systematic literature review which resulted in the analysis of 34 papers that met inclusion quality criteria. The literature suggests that EHRs make the interaction between patients and physicians more formal and standardized. In addition, physicians experience a decrease in their autonomy which negatively influences their experienced professional identity. Based on these findings, we recommend examining how EHRs can allow physicians to focus more on medical work and communication with their patients and be less distracted by EHR requirements so that their medical professional identity can be restored or enhanced

Understanding national culture effects on user behavior in integrative IS implementations

AbstractThis study examines how national culture manifests itself in integrative IS implementations and how it influences user behavior. Adopting a case survey approach, a sample of 70 cases encompassing 18 countries/regions, 18 industries and over 25 different integrative IT systems resulted in 481 instances of national culture dimensions, manifestations and effects. These were analysed through the lens of Hofstede's five national culture dimensions. Three types of national culture manifestations were identified, namely trust and respect, management culture and conflict. Management style and implementation ownership were identified as effects of national culture on user resistance

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