John Simmons (Liverpool Business School, Liverpool John Moores University, Liverpool, UK)
Ian Lovegrove (Liverpool Business School, Liverpool John Moores University, Liverpool, UK)
quote:
John Simmons, Ian Lovegrove (2005) "Reducing the conceptual gap: Lessons from the stakeholder analysis", Journal of Organizational Change Management, Vol 18 Iss: 5, pp.495 - 513.
DOI
http://dx.doi.org/10.1108/09534810510614977
downloads:
The full text of this document has been downloaded 4226 times since 2006
Executive Summary:
score
- To demonstrate that stakeholder analysis is an important contribution to make as a research method "average" and as an organizational change means.
Design / methodology / approach
- A study performance evaluation in academic institutions in the case of the UK uses the stakeholder analysis to solve performance problems and development of the organization in a way that bridges the gap between theory and practice. This approach is based on the location of the stakeholder theory in the organization of survey modes, and position more precisely in its conceptual field.
results
- Demonstrates integrity and value of stakeholder analysis as a method "average" of research through the development of a model of stakeholders identified during the design, operation and evaluation of management the performance of processes and systems connecting to measures of efficiency and equity.
Research limitations / implications
- Incorporation of quantitative and qualitative research methods "was split into thinking" in the analysis of the organization involves a holistic approach to the organization of research Stakeholder analysis shows how different philosophies and research methods can. be combined in a pragmatic but robustly.
practical implications
- Model stakeholders Systems is based on the concept of multi-source performance evaluation approaches. Both to broaden the tax base by incorporating stakeholder perspectives, but while the former seeks a consensus of stakeholders in the evaluation phase, the afternoon integrates perspectives on the design stages and the process assessment and multi-source system together (stakeholders).
Originality / value
- The work shows how the stakeholder theory can be drawn from conceptual clarity and intellectual rigor epistemologies "objective" continued acceptance of nature "soft", structured and based on the value of organizational problems.
Keywords:
Performance management, stakeholder analysis, organizational development
Type:
case study
Editorial:
Emerald Group Publishing Limited
Ian Lovegrove (Liverpool Business School, Liverpool John Moores University, Liverpool, UK)
quote:
John Simmons, Ian Lovegrove (2005) "Reducing the conceptual gap: Lessons from the stakeholder analysis", Journal of Organizational Change Management, Vol 18 Iss: 5, pp.495 - 513.
DOI
http://dx.doi.org/10.1108/09534810510614977
downloads:
The full text of this document has been downloaded 4226 times since 2006
Executive Summary:
score
- To demonstrate that stakeholder analysis is an important contribution to make as a research method "average" and as an organizational change means.
Design / methodology / approach
- A study performance evaluation in academic institutions in the case of the UK uses the stakeholder analysis to solve performance problems and development of the organization in a way that bridges the gap between theory and practice. This approach is based on the location of the stakeholder theory in the organization of survey modes, and position more precisely in its conceptual field.
results
- Demonstrates integrity and value of stakeholder analysis as a method "average" of research through the development of a model of stakeholders identified during the design, operation and evaluation of management the performance of processes and systems connecting to measures of efficiency and equity.
Research limitations / implications
- Incorporation of quantitative and qualitative research methods "was split into thinking" in the analysis of the organization involves a holistic approach to the organization of research Stakeholder analysis shows how different philosophies and research methods can. be combined in a pragmatic but robustly.
practical implications
- Model stakeholders Systems is based on the concept of multi-source performance evaluation approaches. Both to broaden the tax base by incorporating stakeholder perspectives, but while the former seeks a consensus of stakeholders in the evaluation phase, the afternoon integrates perspectives on the design stages and the process assessment and multi-source system together (stakeholders).
Originality / value
- The work shows how the stakeholder theory can be drawn from conceptual clarity and intellectual rigor epistemologies "objective" continued acceptance of nature "soft", structured and based on the value of organizational problems.
Keywords:
Performance management, stakeholder analysis, organizational development
Type:
case study
Editorial:
Emerald Group Publishing Limited
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