The impact of online media on stakeholder engagement and the governance of corporations

Online tools such as social media provide new opportunities for citizens and stakeholder groups to be informed, identify common interests, express and share opinions and demands, organize, and coordinate interventions. Therefore, the Internet could be expected to increase stakeholder engagement in corporate affairs and facilitate good governance. In order to provide an overview of current findings on the impact of online media on governance and stakeholder engagement, we conduct a systematic literature review. Our analysis reveals five topical categories of inquiry. We analyze studies from the field of business participation and find a strong bias towards consumer engagement and marketing issues. Only few studies are found to critically explore the effect of online media on power and value distribution between corporations and stakeholders. We then turn to the more established field of political and civic participation in order to further analyze antecedents, forms, and outcomes of online engagement in civic affairs, and derive a framework for future research. Copyright © 2014 John Wiley & Sons, Ltd.     

What Does Credibility Look like? Tweets and Walls in U.S. Presidential Candidates’ Visual Storytelling

This study considers the social media visual messaging of four candidates in the 2012 U.S. Republican presidential primary campaign. The analysis is guided by symbolic convergence theory, its method of fantasy theme analysis, and visual rhetoric theory. Using a schema of visual attributes, this study analyzes a rhetorical strategy of candidates' campaigns: the pictorial “public diary” found on their official Facebook and Twitter pages. It reveals how the credibility character traits of trustworthiness and expertise appear in the candidates' visual narratives, what messages dominate, and how candidates differ in succeeding or failing to visually communicate credibility. This study has important implications for how political management can use images in crafting and assessing messaging strategies in a competitive environment.     

Prime Minister Yitzhak Rabin against the Settlers: A Stakeholder Analysis

This case study considers how a minority stakeholder group of Israeli settlers blocked Prime Minister Yitzhak Rabin's peace initiatives. Drawing on interviews with those who served in Rabin's administration and with the settlers' leaders, this article contends that the prime minister's use of adversarial public rhetoric against the settlers denied the legitimacy of an influential stakeholder group, triggering a backlash of intense militancy from the right-wing minority. This, coupled with Rabin's failure to deal with opposing coalitions, diminished his capacity to implement "land for peace" initiatives. The case illustrates a leader's failure to maintain adequate forms of engagement with key stakeholders. The accompanying analysis demonstrates that stakeholder theories, though incomplete in their existing forms, can still illuminate the high risk and ineffectiveness of denying the legitimacy of stakeholder groups and the strategic importance of maintaining channels of flexible negotiation and cooperation with seemingly marginal groups when high-stakes rivalries are likely to ensue.     

Communicating corporate social responsibility: an exploratory case study of a major UK retail centre

• Corporate 'social responsibility [CSR] is neither a fad nor an optional extra. The interest in it is reflective of a deeper change in the relationship between companies and their stakeholders. Healthy business requires a healthy community, and should be contributing to its creation and maintenance. The public increasingly wants to know about companies that stand behind the brands and products presented to them. And use their power to reward ‘good’ companies and punish the ‘bad’ ones. (Lewis, S. 2001 ).
• CSR is becoming ever more important in the modern business environment, as is evident by the fact that most leading public companies include a specific statement on their CSR policy within their annual reports. Indeed, changing societal expectations, increasingly intrusive media reporting, and ever more sophisticated and powerful pressure groups have caused all organizations to consider more carefully their wider social responsibilities not only out of altruistic reasons, but because of the need to consider the potential impact of their policies on their wider stakeholder relationships.
• It is argued in academic and professional writing that CSR orientated organizations benefit from a series of tangible and intangible benefits, when stakeholders are informed of their orientation. Corporations have reacted to these calls and this belief in a business case and are implementing CSR programmes or corporate change to bring about new corporate mindsets, and are in‐turn communicating the results of these programmes. However, in order to be able to effectively communicate it is necessary that organizations clearly understand the concept of CSR, both from a managerial perspective and homogeneous and individual stakeholder perspective.
• Aiming to help address this lack of understanding, the proposed paper provides a case examination of stakeholder and management perspectives of CSR in the North West of England in a retail setting. The study was conducted in 2003 around a Major UK retail centre using a mix method approach that drew out management cognate viewpoints on CSR and quantitatively tested these findings against stakeholder viewpoints on CSR. The study is served as a pilot for future studies into the area.
• It found that within the context of the case that the managers and stakeholders (when taken as one homogeneous group) shared a similar view of the concept of CSR. Additionally, the weaknesses of the research pilot brought to the surface methodological improvements that could impact on future researches into the area.

Copyright © 2006 John Wiley & Sons, Ltd.     

Board Diversity,Stakeholder Representation,and Collaborative Performance in Community Mediation Centers

Does board diversity or representativeness influence organizational performance? Though it is understudied in both the public and the nonprofit sectors, learning more about this critical subject can enhance organizational performance within highly collaborative settings. Community mediation centers, which rely on multiple public and private resources to meet their programmatic objectives, provide excellent case studies for analyzing the impact of different kinds of interorganizational linkages on organizational performance. A multitheoretic view incorporating agency, resource dependence, and stakeholder perspectives is employed through a national sample and a two‐stage analysis using a logic model to test the cumulative impact of board characteristics and interorganizational relationships on organizational outcomes. Organizations’ collaborative capacity depends on several kinds of boundary‐spanning activities, including network ties, revenue sources, and the number of stakeholder groups represented on the board.     

Agriculture in Shifting Climates: The Configuration and Ripeness of Problem Understandings in Uganda and Senegal

The international community has advocated the adoption of climate‐smart agriculture (CSA) as lower‐income countries deal with the negative consequences of climate change. Scaling up such policies, practices, and programs successfully will require support from a variety of local stakeholders. Such support requires alignment between CSA solutions and the problem understandings of stakeholders. However, problem understandings can differ across individuals, stakeholder groups, and geographic areas. Consequently, we examine understandings of climate problems and socioeconomic and infrastructure problems related to agriculture among different stakeholder groups in Uganda and Senegal. We operationalized and measured these problem understandings following the detailed guidance of the political will and public will approach for analyzing social change. Semistructured interviews elicited stakeholder‐generated lists of problems for each group. Limited quantification of problem understandings and their relative importance or “ripeness” demonstrates how contexts might shape opportunities for CSA.     

Does globalization drive interest group strategy? A cross‐national study of outside lobbying and social media

Social media offer a new outside lobbying tactics for interest groups, yet many examinations of social media use by interest groups have been case studies or single‐country studies. While much can be learned from those approaches, national‐level factors – such as the style of policy making and globalization – cannot be fully addressed. The aim of this paper is to demonstrate the relationship between globalization and the use of social media as an outside lobbying strategy with cross‐national data. Controlling for other factors, I argue that globalization creates isomorphic pressure on interest groups to adapt new lobbying tactics, thereby increasing the likelihood of using social media and using it in certain ways. Specifically, based on data collected from interest groups operating in 13 countries, the analysis shows that globalization is associated with more internationally‐bounded social media strategies, but also with lower social media resonance. Copyright © 2015 John Wiley & Sons, Ltd.     

Three Lenses of Evidence‐Based Policy

This article discusses recent trends to incorporate the results of systematic research (or ‘evidence’) into policy development, program evaluation and program improvement. This process is consistent with the New Public Management (NPM) emphasis on efficiency and effectiveness. Analysis of evidence helps to answer the questions ‘what works? and ‘what happens if we change these settings?’ Secondly, some of the well known challenges and limitations for ‘evidence‐based’ policy are outlined. Policy decisions emerge from politics, judgement and debate, rather than being deduced from empirical analysis. Policy debate and analysis involves an interplay between facts, norms and desired actions, in which ‘evidence’ is diverse and contestable. Thirdly, the article outlines a distinction between technical and negotiated approaches to problem‐solving. The latter is a prominent feature of policy domains rich in ‘network’ approaches, partnering and community engagement. Networks and partnerships bring to the negotiation table a diversity of stakeholder ‘evidence’, ie, relevant information, interpretations and priorities. Finally, it is suggested that three types of evidence/perspective are especially relevant in the modern era – systematic (‘scientific’) research, program management experience (‘practice’), and political judgement. What works for program clients is intrinsically connected to what works for managers and for political leaders. Thus, the practical craft of policy development and adjustment involves ‘weaving’ strands of information and values as seen through the lens of these three key stakeholder groups. There is not one evidence‐base but several bases. These disparate bodies of knowledge become multiple sets of evidence that inform and influence policy rather than determine it.     

Social process in grizzly bear management: lessons for collaborative governance and natural resource policy

In this study, we analyze a case of governance in natural resource management. Building on the limited body of literature on termination and using methods of problem orientation and social process mapping, we examine a stakeholder engagement process designed to address conflicts in grizzly bear management in Banff National Park, Alberta. Terminated in 2009 after several years of collaboration, this stakeholder engagement process explicitly used the policy sciences framework to cultivate dialogue, improve participants?? decision-making skills, and make consensus-based recommendations for grizzly bear management. Our analysis demonstrates the utility of undertaking social process mapping and problem orientation in order to understand a natural resource policy problem. We include recommendations to foster a social process that allows for clarification and advancement of the common interest in stakeholder groups, insights into how social process can contribute to policy termination, and reflections on the practical, collaborative use of the policy sciences to solve problems of governance. This analysis complements other articles on this case that examine stakeholder perspectives, initial outcomes, and decision process, collectively providing a thorough policy analysis.     

Going on the offensive: Negative messaging in British general elections

What drives British parliamentary candidates to attack their opponents? Using an original dataset of approximately 7500 general election leaflets from four elections between 2010 and 2019, we offer the first study into the conditions under which British parliamentary candidates use negative messaging. We find that leaflets from opposition candidates and candidates contesting marginal (i.e., competitive) seats are more likely to include messages about their opponent(s), which suggests that candidates respond to the incentives and pressures that come from both their local and national environment when determining whether to include negative messaging in their leaflets. Moreover, we find that, as seats become more marginal, candidates from government parties become just as likely as opposition parties to engage in negative messaging, and therefore, voters in marginal seats are likely to experience more negative campaigns than those residing in seats where the outcome is a foregone conclusion. Taken together, our findings make an important contribution to the growing body of literature that explores how candidates use negative messaging in party-centred systems.     

Breaking Down Barriers of Culture and Geography? Caring-at-a-Distance through Web 2.0

ABSTRACT

This article analyzes Join My Village (JMV), an NGO–corporation partnership that aims to “break down barriers of culture and geography” using the “power of online communities.” JMV uses Web 2.0 technologies to entice online users in the USA to engage with content about women’s lives in Malawi. Each time a user clicks on JMV content, the corporate partners donate money to the NGO. Using discourse analysis and interviews, I examine how JMV encourages users to care about distant others and with what effects. I draw attention to the use of Web 2.0 in the campaign in terms of how distant others become entangled in social media users’ everyday lives and the types of engagement JMV encourages. I conclude that while JMV offers some possibilities for caring-at-a-distance, the contradictory messaging and the corporate aspects of the campaign need more critical analysis.     

Strategic drift in international non‐governmental development organizations—putting strategy in the background of organizational change

Although the use of strategic planning has become widespread in INGDOs they have often been accused of strategic drift—continuous change in their strategic directions with plans only loosely coupled to their activities. However, the way that they prioritize their activities, and the reasons why strategic drift occurs has generally escaped in‐depth research. This article draws on detailed, qualitative research of strategic planning meetings at the executive levels in a major INGDO, carried out between July 2006 and December 2007 to identify the reasons why strategic drift occurs and the role of strategic planning. It was found that by deliberately crafting multiple, ambiguous, and ambitious strategies, managers were able to effect organizational change, not by literal strategy implementation, but by using these strategies as metaphors to harness consensus and legitimacy in key stakeholder groups. Senior managers utilize the symbols, language and deliberative arenas of formal strategic planning to effect organizational change; however, strategy, in rational terms, needs to be located in the background for its role to be properly understood. The research unpacks complex decision‐making processes in an INGDO and, contrary to normative literature, recommends that, in order to avoid inflationary planning, managers should not take their strategy literally. Copyright © 2009 John Wiley & Sons, Ltd.     

Making a difference: On the constraints of consensus building and the relevance of deliberation in stakeholder dialogues

This article illuminates the contribution of stakeholder dialogues to environmental policy making. It makes a distinction between stakeholder dialogues as consensus building and stakeholder dialogues as deliberation. Although consensus building seems to be the dominant approach in participatory environmental policy making, this article questions the merits of consensus building and it uses the experience of the Dutch stakeholder dialogue project Climate OptiOns for the Long term (COOL) to explore, in a deliberative design, the shortcomings of a consensus-building approach and how they are possibly dealt with. The article presents the results of two deliberative methods that have been used in the COOL project – the repertory grid analysis and the dialectical approach – to demonstrate how a deliberative design can help policy makers to critically assess arguments in favor of and against a broad range of policy options, and deal with stakeholder conflict in an early phase of the policy process.     

The face of the party? Leader personalization in British campaigns

The personal characteristics of political elites play an important role in British elections. While the personalization of the media’s election coverage has been the subject of much debate, we know less about the conditions under which voters receive personalized messages directly from elites during the campaign. In this paper, we use a new dataset that includes more than 3300 local communications from the 2015 general election to explore variation in the personalization of campaign messaging. We find that there is systemic variation in terms of where photographs of party leaders are included in election communications, which provides further evidence that campaign messages are deployed strategically to portray the candidate – and their party – in the best possible light.     

Assessing Organizational Performance: Exploring Differences Between Internal and External Measures

ABSTRACT

Differences in judgments of public service performance across stakeholder groups have often been noted, but have rarely been tested. We measure the extent of these differences between and within internal and external stakeholders. The evidence shows that internal groups usually overestimate the performance of their organizations. We then develop and test a model of inter-organizational variations in the extent of this overestimation. The statistical results show that performance overestimation is more likely in small organizations with geographically dispersed clients, and in organizations that adopt fashionable management practices that are associated with higher institutional legitimacy.     

EMS-based Environmental Regimes as Club Goods: Examining Variations in Firm-level Adoption of ISO 14001 and EMAS in U.K., U.S. and Germany

This paper examines variations in firm-level adoption of environmental management systems (EMS) – ISO 14001 and the European Union's Eco-Audit and Management Scheme (EMAS) – in the United Kingdom, Germany and the United States. Drawing on insights from club theory, institutional theory, and stakeholder theory, it argues that despite the fact that these EMS are created by supranational organizations (one regional and one international), firms' perceptions of their costs and benefits are largely determined by domestic factors. In particular, these perceptions are shaped by how EMS are promoted and information about them is disseminated in each country (supply aspects) and how the constellation of stakeholders (suppliers, environmental groups, regulators, general public) support their introduction (demand aspects). The paper concludes that there are numerous ways governments and interested stakeholders can encourage companies to adopt voluntary environmental codes. The key is to find the right mix of incentives for specific national contexts.     

Social networks and non‐market strategy

To date, the field of non‐market strategy has little to offer in the way of an integrated perspective on the simultaneous management of strategic issues and corporate stakeholders. This paper employs social network analysis to make a number of theoretically grounded conjectures about the delicate relationships between stakeholder behaviour and issue evolution. It is found that social network analysis has the potential to enrich and integrate theoretical perspectives in the field of non‐market strategy, offering solutions to a set of previously unresolved puzzles. Copyright © 2004 Henry Stewart Publications     

Corporate social responsibility commitment of small‐to‐medium enterprises and organizational competitive differentiation: Stakeholder pressure,market orientation,and socioeconomic context effects

This paper aims to examine the role of stakeholder pressure and market orientation in explaining the corporate social responsibility (CSR) commitments and the organizational competitive differentiation of small and medium enterprises. The socioeconomic context, that is, favorable versus unfavorable, was used as a moderator in above links. The results verify the strong influence of stakeholder's pressure on CSR commitments and the influence of stakeholder pressure and market orientation on organizational competitive differentiation. The socioeconomic context confirms to have a significant moderating role in the hypothesized links. In a favorable context, stakeholder pressure turns out to be relevant in explaining CSR commitments and the organizational competitive differentiation, and CSR commitments itself also have a significantly positive effect on organizational competitive differentiation. In an unfavorable context, market orientation provides a significantly positive support to CSR commitments and organizational competitive differentiation.     

How Policy Rules Shape the Structure and Performance of Collaborative Governance Arrangements

Local food system governance increasingly occurs in collaborative venues at the local, state, and regional levels. Prominent examples of such are food policy councils (FPCs). FPCs take a systemic approach to improve local food systems by including diverse stakeholders to advise on policy development. The authors study public FPCs to understand how policies structure the stakeholder composition and goals of FPCs and how FPCs’ stakeholder composition facilitates and/or impedes performance. Data come from a content analysis of policies that mandate the structure and functions of public FPCs and interviews with FPC representatives. Findings indicate that FPCs connected to a broader array of food policy actors in their communities produce more diverse policy outputs, but this outcome is tempered by whether council members represent personal or organizational interests.     

Media in the Policy Process: Using Framing and Narratives to Understand Policy Influences

Policy scholarship has long sought to understand the role of knowledge and information in the policy process. Of the actors, institutions, and resources involved in shaping policy processes and outcomes, media and narratives have been incorporated into empirical policy scholarship and theories with varying success. The Narrative Policy Framework (NPF) is a framework through which scholars can bring analysis of narratives into studies of policy making. The NPF moves the field forward in understanding the role of narratives, communication, and stakeholder beliefs in the policy process, while at the same time striving for theoretical rigor. We embed the discussion of frames and narratives in the NPF to provide an empirical and theoretical cohesion to our understanding of media and public policy and then provide a brief empirical example of how such an integration may prove fruitful for policy scholars.