Stakeholders–peopletoconsiderLEED1110ExploringSocialEnterprise東莞電工培訓/training-215.htmlSocialEntrepreneurshaveavisionbuttherearesomeconstraints:Whatisastakeholder?Whyandhowdotheyimpactonanenterprise?Whoarethestakeholders?Itisnotjustyourbusiness–StakeholderDefinitions“Anygrouporindividualthatcanaffect,orisaffectedby,theperformanceoftheorganisation”(Freeman1984)“Individualsorgroupswhodependontheorganisationtofulfiltheirowngoalsandonwhom,inturn,theorganisationdepends.”(Johnson&Scholes1999)“Thefirmisasystemofstakeholdersoperatingwithinthelargersystemofthehostsocietythatprovidesthenecessarylegalandmarketinfrastructureforthefirmsactivities.”(Clarkson,1994)Tensions&PullsCorporateGovernance

Whoshouldtheorganisationserve?Howshouldpurposesbedetermined?

Shareholders

Whomdoestheorganisationserve?

YourEnterprise

MissionObjectivesEthicalAims

Whichpurposesshouldbeprioritisedandwhy?Culturalcontext

Whichpurposesareprioritisedandwhy?ShouldenterprisesknowaboutStakeholders?Failuretoaccountforstakeholdersoftenleadstopoorperformance,failureorevendisaster…Nutt(2002)analysisof400strategicdecisions–half‘failed’becausedidn’tattendtointerestsandinformationheldbykeystakeholders.Enterprisesmaystartlocalbutmaybeconnectedregionally,nationallyandinternationallyThingschange–markets,transport,people,regulations.StakeholderGroupsPrimarystakeholders–shareholders,investors,employees,contractors,customersandsuppliersSecondarystakeholders–media,actiongroups,governmentagencies,tradeunions,regulatoryauthorities,thosewhoinfluenceoraffect,orareinfluencedoraffectedbytheenterpriseDifferentTypesofStakeholdersSecondarysocialstakeholdersSecondary–non-socialstakeholdersPrimarysocialstakeholdersPrimary–non-socialstakeholdersEmployeesNaturalEnvironmentEnterpriseNon-humanspeciesFuturegenerationsInvestorsCustomersSuppliersLocalcommunitiesGovernmentSocialpressuregroupsTradeUnionsCompetitorsMediaandcommentatorsEnvironmentalpressuregroupsAnimalpressurewelfaregroupsManagingyourenterpriseIdentifystakeholdersandidentifykeyindividualsIdentifytheorientationofdifferentstakeholdersEstablishpoliticalprioritiesandtrendsinthepoliticalenvironmentAssessthestrengthofthestakeholderinfluenceonthecompanybehaviourEvaluatestakeholderattitudestowardsthebusinessmission,strategies,activitiesIdentifypotentialstrategiestoinfluencetheperceptionsofindividualstakeholdersWinoverantagonisticstakeholdersStakeholderMapping–TheMatrix

LevelofinterestLowLowHighHighPowerABMinimalEffortKeepinformedCDKeepsatisfiedKeyplayersTheDefinitionofPower‘Theextenttowhichindividualsorgroupsareabletopersuade,induceorcoerceothersintofollowingcertaincoursesofaction’.(Johnson&Scholes1999)GroupTask:

StartStakeholderMappingDivideintogroupsoffiveYouarelaunchinga

newproduct/serviceStep1:WhoaretheinterestedpartiesStep2:PlotstakeholdersintermsoftheirlevelandnatureofinterestandpowerontheFlipchartStep3:WhoneedsyourimmediateattentionandwhyStep4:Howwillyoukeepthemhappy?Products/ServiceYourchoiceCoffeeShoponthegroundflooroftheHenryPriceresidenceHeadingleyCommunityTransport–cycleswhenyouwantthemNaturereserveonWoodhouseMoorInnovationandMeInnovationisgenerallyseenaspositiveNegativeperceptions,tendtofocusonconstraintsandrisksKeywordslinkedtoinnovation:

different,creative,particular/newwaysofworking,advancesintechnology,peopledriven,reward,risk,flexible,efficiencygains,developmental,cultureofinnovation.SocialInnovationinpublicandprivatesector

PrivatesectorinnovationisoftencontainedwithinasingleenterpriseorcostcentrePublicsectorsystemsarelikelytobemoreopenandmorecomplex.Thepublicsectoroperatesgenerallyunderaregulatedframework,whichmaylimitscopeforinnovation.Butinbotharenas:Amixofpeopleandskillsareneeded.Oneinnovativeprojectdoesnotequatetoaninnovativeculture.Athoroughunderstandingofcustomers'needsisessential.'Celebrating'successfeedsbackintoandreinforcesinnovation.‘…innovationisperhapsmorechallenginginthepublicsector’.

InnovationandMeWheredoIfitwiththeseideas.TestingenterprisingpotentialGETtest/test/index.htmHaveagoandthenwriteinyourlogbooksabouttheoutcomes,andhowyoufeelaboutit.ThereisanextensiveliteratureabouttheGETtest,rememberitsvalueistohelpyousortouthowyouthinkaboutenterpriseandgettinginvolved.

References

Clarkson,M.B.E.(1994).ARiskBasedModelofStakeholderTheory.TheCentreforCorporateSocialPerformanceandEthics.UniversityofToronto.FreemanR.E.(1984).StrategicManagement:AS