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Stakeholder Theory and Applications in Information Systems
Abstract and Figures
Stakeholder theory is widely used in management in examining organizational environment, strategic management, ethical issues,
business planning process, e-government, project management, environment management, etc. Recently stakeholders are also seen
as a means to more successful information and communication technologies and information system development and implementation
issues. In this chapter, stakeholder theory, its origin and applications in Information Systems field in literature are discussed.
KeywordsStakeholder theory-Stakeholder model-Stakeholder-Information systems
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... The notion of stakeholders has been widely adopted in seeking to understand knowledge management in the inter-organizational context, encompassing strategic management, business planning, project and environmental management and information systems (Agostini et al., 2020). The literature has mostly focused on electronic government and electronic commerce (Balta et al., 2015;Mishra and Dwivedi, 2012). Thus, we hypothesize H3. ...
Purpose
The health-care industry has multiple stakeholders, with knowledge dispersed among clinicians, experts and patients and their families. As the adoption of health-care information technologies (HITs) depends on multiple factors, this study aims to uncover the motivators for adopting them.
Design/methodology/approach
The study considers 391 respondents, representing the health-care sector, to evaluate the motivators for adopting HITs for better-dispersed knowledge management. The authors analyze the responses using exploratory factor analysis (EFA) to identify the actual structure of the factors, followed by confirmatory factor analysis (CFA).
Findings
EFA categorized the factors into four classes: quality management; information sharing; strategic governance; and available technological infrastructure. CFA revealed that the strategic governance factor is most predictive of successfully adopting HITs that model the normative pressure of Institutional theory in health-care organizations. These results indicate that, along with considerations of finances, care quality and infrastructure, effective government involvement and policy-making are important for successful HIT adoption.
Practical implications
Results reveal that stakeholders’ motivating factors for HIT adoption in a developed economy like the United Arab Emirates are based on considering HITs as a knowledge management mechanism. These factors may help other nations in HIT implementation and drive valuable innovations in the health-care sector. This research presents the implications for health-care professionals and stakeholders in relation to adopting HITs and their role in knowledge flow for efficient care.
Originality/value
HITs offer an affordable and convenient platform for collaboration among diverse teams in the health-care sector. Apart from this, it helps in facilitating an interactive platform for knowledge creation and transfer for the benefit of users and providers.
... Furthermore, studies related to stakeholder theory concept (e.g. Donaldson and Preston, 1995;Freeman, 1984Freeman, , 1994Mishra and Dwivedi, 2012) were scrutinized to adapt various stakeholders comprehensively in the stakeholder-informed BSC survey. In addition, various articles from the fields of logistics and supply chain were analyzed to determine the common and significant logistics performance indicators. ...
Performance measurement of logistics companies is based upon various performance indicators. Yet, in the logistics industry, there are several vaguenesses, such as deciding on key indicators and determining interrelationships between performance indicators. In order to resolve these vaguenesses, this paper first presents the stakeholder-informed Balanced Scorecard (BSC) model, by incorporating financial (e.g. cost) and non-financial (e.g. social media) performance indicators, with a comprehensive approach as a response to the major shortcomings of the generic BSC regarding the negligence of different stakeholders. Subsequently, since the indicators are not independent of each other, a robust multi-criteria decision making technique, the Analytic Network Process (ANP) method is implemented to analyze the interrelationships. The integration of these two techniques provides a novel way to evaluate logistics performance indicators from logisticians' perspective. This is a matter that has not been addressed in the logistics industry to date, and as such remains a gap that needs to be investigated. Therefore, the proposed model identifies key performance indicators as well as various stakeholders in the logistics industry, and analyzes the interrelationships among the indicators by using the ANP. Consequently, the results show that educated employee (15.61%) is the most important indicator for the competitiveness of logistics companies.
... The institutional theory is concerned with the influences that shape social and organizational structures, schemes, rules, norms, schemes and ultimately the behavior of social actors (Butler, 2012). The stakeholder holder theory provides the benefit of identifying who is key in the project and if and how they can be managed (Mishra & Dwivedi, 2012). Closely related to the stakeholder theory is the structuration theory (ST). ...
The emergence of cloud computing is quickly redefining the information technology (IT) and business landscape. Cloud computing involves delivery of IT infrastructure, software and platforms as a service to the end users. This IT acquisition model saves organizations from huge capital expenditures on IT and the burden of keeping a huge IT department to provide system support. Cloud computing as an IT innovation is steadily generating a lot of interest within IT innovation researchers and practitioners. Extant research in IT innovation has heavily relied on the dominant paradigm which explains and predicts innovation adoption on the basis of economic-rationalistic models. These models assume a direct relationship between an organization’s innovator profile and the quantity of adoption in terms of earliness, frequency and extent of adoption. Further, they have always assumed a positive relationship between the quantity of innovation and quality of innovation. The advent of radical IT innovations like cloud computing calls for a rethinking of the dominant paradigm in terms of its efficacy in explaining innovative behaviors in organizations. Organizations hoping to adopt cloud computing are in need of a unifying IT innovation model that will help them discern whether, when and how to innovate. That is, they are concerned about the quality of innovation. This study proposes an IT innovation adoption model that incorporates the concept of mindfulness as a moderating factor between quantity of innovation and quality of innovation. The proposed conceptual model is a result of a thorough literature review of the IT innovation adoption research. This study, though conceptual, enriches cloud computing research by proposing an IT innovation model that suits its radical nature compared to other IT innovations. The proposed model once validated will also be of valuable use to practitioners and researchers interested in cloud adoption.
This paper evaluates opportunities and challenges of the Union Digital Centre (UDC) project, a Bangladeshi telecentre initiative, based on a Public-Private-People’s Partnership (PPPP) scheme. It investigates how each of the stakeholders contributes. In the face of many closures, it is a timely contribution. A stakeholder management framework focused on telecentres is used to understand stakeholder behaviour and to provide a hypothesis about the contribution of each to the operation. This study surveyed stakeholders such as entrepreneurs, central government officials and local government representatives. The roles of stakeholders are discussed and opportunities are identified for external support from government bodies to support the operation of UDCs. The potential demands and benefits of a massive client base are also examined. Application of a structural equation model highlights that current progress hinges more on external support and people’s participation than on entrepreneurial investment. The dependency on philanthropic support, combined with problems in stakeholder engagement, poses challenges to entrepreneurship development, a feature necessary for sustainability. To engage them, effective interplay of relevant stakeholders is required.
This chapter highlights the conceptualisation and importance of adaptive behaviour paradigms (ABPs). Paradigm connotes an implicit or explicit view of reality (Morgan, 1980); it is a ‘way of seeing’ (Morgan, 1979:137). An important way of viewing the organisation is by identifying its inherent characteristics. By nature behavioural aspect of organisation is prominent and important in the consideration of any organisational concept (Cyert & March, 1963). Based on this assertion, we posit adaptive behaviour paradigms as way(s) of viewing basic constituents of organisational adaptation. Also, paradigmatic analysis is a generic method of analysing any subject or field of study (Farhoomand, 1987; Hazlett, McAdam, & Gallagher, 2005). The reasons for undertaking a paradigmatic approach in this monograph are the following:1.To facilitate the comprehension of many perspectives associated with organisational adaptations 2.To generate possible integrated interdisciplinary research directions 3.To provide a basis for analytical examination of various components of organisational adaptation 4.To aid the development of a firm foundation for the design of organisational adaptation processes and approaches
Whereas expectations concerning both pro- cess and product are essential for information system development (ISD) project success, research has focused on end-user expectations toward the product. Based on semi-structured interviews, we shed light on the relevance of process expectations for customer satisfaction in ISD projects, concrete customer expectations toward the process, and approaches for managing these expectations. Our study provides means to manage customer expectations and thus increase the likelihood of customer satisfaction.
This paper examines the use of subjective properties in modeling an architecture for cooperative agents using Agent Communication Language (ACL) that is used as a mediating tool for cooperative communication activities between and within software agents. The role that subjective and objective properties have in explaining and modeling agent internalization and externalization of ACL messages is investigated and related to Vygotsky’s developmental learning theories such as Mediated Activity Theory. A novel agent architecture ALMA (Agent Language Mediated Activity) based on the integration of agents’ subjective and objective properties within an agent communication activity framework will be presented. The relevance of software agents subjective properties in modeling applications such as e-Law Online Dispute Resolution for e-business contractual arrangements using natural language subject/object relation in their communication patterns will be discussed.
The paper presents the organization as a collaboration of multiple and diverse constituencies and interests, referred to as stakeholders. Stakeholder approach in the organization integrates stakeholder relationships within a company's resource base, industry setting, and sociopolitical arena into a single analytical framework. The key relationships for a business go far beyond the relationships with its customers and include the relationships with its employees, as well as those with suppliers and partners, investors and market analysts, and even government regulators, trade associations and other entities that influence the general business climate in which a given business operates. In all cases stakeholders are inseparable part of management strategy. This concept helps people and organizations to agree upon joint goals, participation, boundaries and benefit, i.e. flexibly to plan the activity. Organizations generate intellectual, environmental, and social capital in addition to financial capital. In successful organizations, the three core elements of strategy, structure, and culture are aligned and respond to external forces and changing expectations. The relationships among core elements are dynamic and adaptive, both in relation to each other and in relation to the overall fit between the organization and its environment. A comprehensive orientation toward stakeholder management penetrates the core of the organization; in the redefined organization, all the three elements and their alignment reflects the underlying humanistic commitment to the organization's stakeholders. A clear demonstration that management possesses and intends to implement a compelling vision of the enterprise - who we are, and what we stand for - provides the essential foundation for effective stakeholder management. Organization-stakeholder relations lead to new ideas about the responsibilities of organizations, the role of managers, and the most appropriate management style. Seeing organizations and their relationship with stakeholders from a systems perspective helps us understand that organizations, as organic systems, undergo self- regulation and renewal through interactions with diverse parts of their environment. The more dynamic view of organization-stakeholder relations acknowledges the interdependence that exists between companies and their stakeholders and asserts that stakeholder relationships can be a source of opportunity and competitive advantage rather than simply threat or drain on organizational resources. However, for most companies, the attention of management has been focused on one stakeholder group at a time. Collaborative approaches are often confined to specific parts of an organization. Rare is the company that adopts a comprehensive and strategic approach to relationship building that is governed both by deep social values and by recognition of the bottom line.
Strategic Management: A Stakeholder Approach was first published in 1984 as a part of the Pitman series in Business and Public Policy. Its publication proved to be a landmark moment in the development of stakeholder theory. Widely acknowledged as a world leader in business ethics and strategic management, R. Edward Freeman’s foundational work continues to inspire scholars and students concerned with a more practical view of how business and capitalism actually work. Business can be understood as a system of how we create value for stakeholders. This worldview connects business and capitalism with ethics once and for all. On the 25th anniversary of publication, Cambridge University Press are delighted to be able to offer a new print-on-demand edition of his work to a new generation of readers.
The purpose of this paper is to present a new information systems (IS) failure concept and an associated framework for better understanding IS problems. The framework categorizes the main types of IS failures and explores main classes of failure reasons, and thus helps to identify a rich variety of IS problems. The new concept permits more accurate empirical investigations of the types of failures that occur in practice and thus helps to compare empirical studies. Second, it is sufficiently rich to interpret empirical data and to articulate its content in more theoretical terms. Third, it does not suffer from the theoretical and conceptual weaknesses found in other suggested failure notions. Finally, it helps to combine results from different lines of research and to see them as distinct approaches that focus on different IS problem classes typically faced by different IS stakeholders. 72 Refs.
This article enlarges the "extended enterprise" metaphor from its origins in manufacturing-logistics management to embrace the full range of constituencies that are vital to the survival and success of the corporation. This article presents a new "Stakeholder View" of the firm which holds that stakeholder relationships are the ultimate sources of the firm's wealth-creating capacity. According to this view, long-term business success requires a firm to develop and integrate relationships with its multiple stakeholders within a comprehensive management strategy. In order to illustrate the validity of this approach, this article describes and analyzes the evolution and impact of comprehensive stakeholder management policies in three major firms.
Planning under Pressure offers managers, planners, consultants and students a comprehensive and authoritative guide to the Strategic Choice Approach, which has gradually been attracting worldwide recognition as a fresh, versatile and practical approach to collaborative decision-making under uncertainty. Starting from basic principles, the book uses helpful diagrams and clear explanations to demonstrate practical ways of approaching daunting decision problems; of devising possible ways forward; and of working effectively towards agreed courses of action. Along he way, decision makers are helped to cope with diverse sources of uncertainty OCo technical, political, managerial OCo in a strategic manner. In this extended third edition, the authors have added short contributions from 21 users from seven countries. These new contributors present lessons from their varied experiences in adapting the Strategic Choice Approach to guide decision-making and learning in settings ranging from the re-routing of a controversial city carnival procession to national policy for the management of nuclear waste.
