• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.28-35
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• 2012

Critical to project success is effective stakeholder management. This paper presents a challenge for the project manager who uses traditional approaches to manage mid-level stakeholders in an organization. Dual roles of a mid-level stakeholder (as a stakeholder of a project and as an agent of the corporate) may cause problems that would result in difficulties for project managers in identifying the stakeholder's attributes and overcoming hierarchical authority expectation. However, the dual roles of the stakeholder result in its weakness in the project-stakeholder relationship. Can a project leverage its strategic role for effective upward influence by linking project objectives to corporate strategic objectives? To address this research question, case study method was used to gain a deeper understanding of mid-level stakeholder's salience. This research proposes an upward influence strategy to embed a project-stakeholder relationship in a hierarchical stakeholder network.

• Korea Trade Review
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• v.42 no.5
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• pp.161-182
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• 2017

This study is to conduct a stakeholder analysis using Project Stakeholder Management Model established by US Project Management Institute (or PMI) in order to identify current stakeholder related to Korea's trade policy and to establish the stakeholder management process for Korea's trade negotiation. Project Stakeholder Management Model includes four stages such as identifying, planning, managing, and controling stakeholder. The stakeholder management process for Korea's trade negotiation classifies domestic stakeholder into two category; internal stakeholder and external stakeholder. This research suggests that Korea should invite consumer groups, labor unions, and farmer's association into the official communication channel of trade authority while unifying the current stakeholder management divisions and relevant advisory committees within the trade ministry.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.909-913
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• 2008

We face with difficulty of Urban Regeneration because of conflict between complex stakeholders by structural characteristics of Urban Regeneration. Actually, many parts of stakeholder are assumed and conflicts of stakeholder aren't solved using systematic management. Therefore, In this study, I analyzed definition and special quality of Urban Regeneration and proposed necessity of Stakeholder Management that manages suitable communication and their relation of each stakeholder through grasping and analyzing stakeholder as Program Management for Urban Regeneration.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.3 no.3
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• pp.67-88
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• 2008

Innovation has become a key distinct feature of modern industrial society. It is generally recognized that new knowledge and technology are one of the most important sources of innovation. However, because of their limited resources, firms can not pursue all the promising new knowledge and technology that have possibilities to be developed into critical innovation. In this article, using the stakeholder theory, we try to establish a new conceptual model that can be used for understanding knowledge creation and innovation in society. In a society, there exist diverse socio-economic groups that have conflicting values and interests. Our stakeholder theory perspective on innovation claims that innovation can occur only when new solutions can satisfy their idiosyncratic stakeholder' values and interests better than current existing solutions. From the viewpoint of stakeholder innovation theory, there could be three different types of innovation: value improvement innovation, non-traditional value Innovation, and innovation for non-traditional stakeholder.

• Journal of Construction Engineering and Project Management
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• v.4 no.2
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• pp.8-11
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• 2014

The interactions and interrelationships between stakeholders largely determine the overall performance of a construction project, and have the crucial responsibility for delivering a project to successful completion. An important component of stakeholder management is stakeholder analysis. Two case studies are conducted within Kerala (India). The main objective was to carry out stakeholder analysis using stakeholder organiser deluxe software, considering the data's collected from the project execution team using questionnaire. During data collection the key stakeholders were identified, to know how to manage them, their interest, power, attitude level etc, for quality improvement. Analyze the results using the software Stakeholder organizer deluxe and modeling of stakeholders is to be done. Finally validate the models of the projects. These findings may mainly reflect the stakeholder management environment in the respective regions of project implementation.

• Journal of the Korean Society for Aeronautical & Space Sciences
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• v.39 no.11
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• pp.1077-1085
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• 2011

Various stakeholder's expectations and constraints are to be efficiently resolved into a program consensus prior to the beginning of its substantial design processes. This study focuses on the analysis of the stakeholder's expectations in determining the design requirements at the initial stage of space exploration programs including Naro launcher and currently on-going KSLV-II program. Naro program seems to unilaterally account for the government expectations of accelerating program phase speed without making any efforts to converge various expectations from related sectors. The planning of Naro launcher is also found lack of the concept of operations (ConOps), which is of critical importance by envisaging the operational applications of end products. Similarities are found in KSLV-II program regarding the lack of implementation for stakeholder's expectations. Moreover, the government plan for KSLV-II disclosed without considering all expectations and other comments. The increase in design conflicts and program uncertainties would be unavoidable, if the government plan for KSLV-II would be insisted. It is required to modify the government plan and to establish the ConOps with the convergence of stakeholder's expectations at this early stage of the program.

• Journal of the Korean Geographical Society
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• v.44 no.5
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• pp.647-660
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• 2009

Although tourism has been quite popular as development strategy, the outcomes may vary dependent upon managing stakeholders involved. Thus, stakeholder management has been the subject of growing research interests recently. Collaboration theory was suggested as an alternative to this question; however, collaboration theory may provide potential benefits, it lacks in consideration into stakeholder power relations. The purpose of this paper is two foleded. One is to examine critically collaboration theory in the context of tourism development, and address the necessity of stakeholder analysis framework, and the other is to provide the framework. This paper argues that careful analysis of stakeholders from diverse perspectives should be done in advance, and presents stakeholder analysis framework which consists of six analysis indicators: interest, perspective, power base(resource), involvement, influence, and legitimacy. The framework consists of three stages: (1) identifying stakeholder, (2) assessing stakeholder, and (3) establishing strategies. It is argued that the framework in this paper can be useful to analyze stakeholders and to set up strategy for more collaborative tourism development.

• The Journal of Economics, Marketing and Management
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• v.9 no.5
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• pp.15-25
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• 2021

Purpose: In the Korean railway infrastructure process, contractors and operators are involved at a later stage, which results in significant inefficiency. This study examines the benefits of early stakeholder involvement in Korean railway infrastructure projects and provides practical guidelines. Design, data and methodology: Literatures and foreign cases are analyzed. Building on the new product development model, we derive propositions explaining the relationship between early stakeholder involvement and the performance of Korean railway infrastructure project. Results: Major propositions include that early involvement of contractor has a positive effect on the project performance by shortening the infrastructure construction period and that early involvement of railway operator has a positive effect on the project performance by improving the effectiveness of railway infrastructure. Four requirements for the success of early stakeholder involvement are addressed. Conclusions: This study suggests that early stakeholder involvement shortens the construction period and improves railway infrastructure effectiveness. Academic contribution is to present the framework on railway infrastructure projects as holistic interactions among stakeholders. Practical contribution is to provide railway policy makers and other business practitioners with policy guidelines to improve railway infrastructure project process and to recommend an open access to relevant data.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1013-1020
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• 2021

This study examines the role of dynamic socio-emotional capabilities to increase proactive stakeholder engagement in family businesses. The research sample includes all furniture enterprises scattered in Jepara Regency sub-districts as many as 3,945 companies. The sampling in this research is purposive; as many as 210 respondents, 181 could be used. The sampling unit is the owners and managers, considering that most company owners are also company managers. This study examines how learning and supply chain management in the family business can be integrated to enable a set of resources and capabilities provided by the family to be developed to build closer relationships with stakeholders. The findings showed the importance of a family business's supply chain management perspective in the relationship between dynamic socio-emotional capabilities to mediate organizational learning to proactive stakeholder engagement significantly. Based on this study's results, companies can build dynamic socio-emotional capabilities through organizational learning to increase proactive stakeholder engagement. Dynamic socio-emotional capabilities proved to play a role as a mediator for organizational learning by family companies for proactive stakeholder engagement.

• Korean Business Review
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• v.23 no.1
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• pp.17-44
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• 2010

Even though it is generally recognized that entrepreneurship is complex socio-economic phenomena and entrepreneurial opportunities can be created from economic, social, technological, political and legal forces, entrepreneurship has been discussed in very narrow economic terms and focusing on narrow economic relationships such as consumers, suppliers, owners and employee. However, recently, a lot of researchers talk about social entrepreneurship. How can we explain social entrepreneurs? In our paper, employing stakeholder theory, we try to offer more realistic model to understand entrepreneurial opportunities. We claim that entrepreneurial exploitations can be successful only when entrepreneurs can identify ex post stakeholder inefficiencies. Thus, our efforts focus on the question of where, when, and how stakeholder inefficiencies occur?