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Stakeholder Relationship Management in the Public and Private Sectors: Implications for the European – Mediterranean Region


Special issue call for papers from EuroMed Journal of Business

Guest Editors


Dr. Zhanna Belyaeva, Ural Federal University, Russia; EuroMed Academy of Business, EU (Zh.s.belyaeva@urfu.ru)

Dr. Riad Shams, Ural Federal University, Russia; EuroMed Academy of Business, EU (Riad.Shams@urfu.ru)

Dr. Gabriele Santoro (supervising guest editor), University of Turin, Italy; EuroMed Academy of Business, EU (gabriele.santoro@unito.it)

Dr. Balakrishna Grandhi, S P Jain School of Global Management, U.A. E. ; EuroMed Academy of Business, EU (balakrishna.grandhi@spjain.org)

Purpose


In the contemporary experience economy (Molleda and Jain, 2013), understanding the stakeholders’ perceived experience about a company’s activities would be a key success factor for the company’s businesses. Based on the “cause and consequence of stakeholder relationships and interactions as a stakeholder causal scope (SCS)” (Shams, 2016, p. 141), the “associated stakeholders develop their perception about a company/industry and its businesses” (Shams, 2016, p. 145). Therefore, analysing such SCSs, in order to recognise stakeholders’ perceptions that are originated through stakeholders’ relationships and interactions, creates further opportunities to design and deliver products and services in a way that would be expected and accepted by the associated stakeholders (Di Bella and Al-Fayoumi, 2016; Shuv-Ami, 2016, Vrontis et al., 2016; 2017a; 2017b). Stakeholder relationship management has a history, as well as further potentials to understand the stakeholders’ latent value perceptions. However, such a stakeholder-centred business management has been contributing to develop win-win value propositions (Adderley and Mellor, 2014); the varied implications of stakeholder relationships are not extensively understood from diverse business and management knowledge streams, functional areas and industry perspectives.

For example, in terms of corporate governance and corporate social responsibilities, analysing stakeholder relationships and interactions is still an emergent research stream (Ayuso et al., 2014; Belyaeva, 2016). In entrepreneurship research, the “theories of entrepreneurship (that) most typically focus on characteristics specific to the individual (entrepreneurs)” (Acs et al., 2013, p. 759), often overlook the potentials of entrepreneurs’ stakeholder networks and relationships to identify entrepreneurial opportunities (Burns et al., 2014). From the perspective of emerging market research, it is argued that multinational companies’ “orientation (in emerging markets) may fail to address evolving and diverse stakeholder expectations” (Zhao et. al., 2014, p. 842). In the tourism and hospitality industry, there is very limited research on the role and influence of stakeholders and their relationships in tourism and hospitality strategy and management (Del Chiappa and Presenza, 2013; Strobl and Peters, 2013; Waligo  et al., 2013; Ellis and Sheridan, 2014). In fact, the current research lacks clear insights on the implications of different recognised and emergent stakeholder relationship management and marketing constructs to uphold organisational performance. In support of this view, Schnackenberg and Tomlinson (2014) argue that organisational transparency as a stakeholder trust building construct can contribute to positive relationship between an organisation and its stakeholders; “however, researchers touting the benefits of transparency in this context have relied on cursory assertions rather than rigorous theoretical development” (Schnackenberg and Tomlinson, 2014, p. 2). Another emergent research stream is investigating how organizations, both private and public ones, leverage stakeholder relationships and open approaches to develop new products and services, thus accelerating innovation processes (Santoro et al., 2018). In this regard, even fewer studies have been conducted in the social innovation context (Bogers et al., 2018),

Based on the discussion thus far, it can be argued that we have limited knowledge on different business and management knowledge streams to fully exploit the potentials of stakeholder relationship management, in order to streamline business management processes for value co-creation and better organisational performance. From this context, this special issue aims to reinforce our current understandings on the advances in stakeholder relationship management, in order to develop insights on how SCS analysis would be instrumental to co-create value for improved organisational efficacy in the public and private sectors across the European and Mediterranean region.

The theme


“The European – Mediterranean region has experienced rapid market environmental changes over recent years. The challenges and threats to managers and researchers that operate within the region often have distinct differences to those experienced in other geographic areas in the world” (EMJB, 2018, np). This is the underlying motivation of this special issue to focus on this particular region, in order to develop theoretical insights with practical implications of stakeholder relationship management in the public and private sectors across the European – Mediterranean region. From this context, this special issue invites cutting-edge conceptual and empirical (qualitative, quantitative or mixed-method) studies across different business and management research areas to understand how analysing the SCSs of an organisation would be instrumental to learn about stakeholders’ perceived experience and latent value perceptions, in order to design, deliver and evaluate win-win value propositions in the European – Mediterranean region. Following are some indicative, but not exhaustive areas of research, relevant to this special issue:

-    progress of the stakeholder theory for improved organisational efficacy;
-    stakeholder relationship management in strategic management;
-    stakeholder relationship management in marketing management;
-    stakeholder relationship management in international business;
-    stakeholder relationship management in mergers and acquisitions;
-    stakeholder relationship management in HRM;
-    stakeholder relationship management in organisational behaviour;
-    stakeholder relationship management in corporate governance and social responsibilities;
-    stakeholder relationship management for social purposes and open social innovation
-    stakeholder relationship management social business;
-    stakeholder relationship management in entrepreneurship and innovation;
-    stakeholder relationship management and open innovation
-    stakeholder relationship management in quality control and assurance;
-    stakeholder relationship management for IT-enhanced business platforms, social media, e-commerce, big data analytics, management information systems and knowledge management;
-    stakeholder relationship management for smart city management;
-    stakeholder relationship management in different sectors, such as tourism and hospitality, sports, shipping and logistics, higher education, health management, agricultural management and so forth,
-    stakeholder relationship management for cross-cultural management;
-    stakeholder relationship management for sustained competitive advantage;
-    stakeholder relationship management for other socio-economic and ecological betterment;
-    cross-disciplinary and/or cross-functional studies on stakeholder relationship management;
-    stakeholder relationship management in the conflict regions of the European and Mediterranean area;
-    emergent perspectives of stakeholder relationship management.

Special Issue Workshop


A special issue workshop will be organised in November 2018 at the Ural Federal University, Russia. Neither participating in this author workshop guarantees acceptance of a paper, nor participating in this workshop is a prerequisite for acceptance a paper for this special issue.

Timeline


Manuscript submission deadline:  January 31, 2019 (earlier submission is encouraged);

First comments (initial acceptance/rejection) on manuscripts:  March 31, 2019;

Revision due: May 15, 2019;

Special issue will be published in late 2019.

Journal Information and Author Guidelines


The EuroMed Journal of Business “aims to reveal and emphasise the best practice and research of developed and developing countries in the area. It contributes to the development of knowledge and understanding for contemporary management developments, trends and challenges” (EMJB, 2018, np). The Journal is internationally ranked by both the Chartered Association of Business Schools, UK and the Australian Business Deans Council. Its current Scopus cite score is 1.00.

All manuscripts submitted to the EuroMed Journal of Business will undergo a double-blind peer review process. The manuscripts should be structured in line with the guidelines, available at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=emjb , and need to be submitted online through the ScholarOne Manuscripts: https://mc.manuscriptcentral.com/emjb . Please select the “Stakeholder Relationship Management” special issue from the drop-down menu for your submission. Informal enquiries are valued, and can be directed to the guest editors.

References


Acs, Z. J., Audretsch, D. B. and Lehmann, E. E. (2013). The knowledge spillover theory of entrepreneurship. Small Business Economics, 41 (4), 757 – 774.   

Adderley, S., and Mellor, D. (2014). Who's influencing whom? Developing sustainable business partnerships. EuroMed Journal of Business, 9(1), 60-74.

Ayuso S., Rodriguez M.A., García-Castro, R. and Ariño, M. (2014). Maximazing stakeholders’ interests: An empirical analysis of the stakeholder approach to corporate governance. Business and Society, 53(3), 414–439.

Belyaeva, Z. (2016). Entrepreneurial innovation and stakeholder relationship management. In Kaufmann, H. and Shams, S. M. R. (Eds.), Entrepreneurial challenges in the 21st century: Creating stakeholder value co-creation. Palgrave Macmillan, UK.

Bogers, M., Chesbrough, H., and Moedas, C. (2018). Open innovation: research, practices, and policies. California Management Review, 60(2), 5-16.

Burns, B., Barney, B., Angus. R. and Herrick, H. N. (2014). Opportunity identification and stakeholder enrolment under conditions of risk and uncertainty. Retrieved from http://proceedings.aom.org/content/2014/1/17416.abstract on 02 June, 2015.

Del Chiappa, G. and Presenza, A. (2013). The use of network analysis to assess relationships among stakeholders within a tourism destination: An empirical investigation on Cost Smeralda-gallura, Italy. Tourism Analysis, 18 (1), 1 – 13.

Ellis, S. and Sheridan, L. (2014). A critical reflection on the role of stakeholders in sustainable tourism development in least-developed countries. Tourism Planning & Development, 11 (4), 467 – 471.

EMJB. (2018). EuroMed Journal of Business. Retrieved from http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=emjb

Molleda, J. C. and Jain, R. (2013). Identity, perceived authenticity and reputation: A dynamic association in strategic communication. In C. E. Carroll (ed.), The handbook of communication and corporate reputation (pp. 435–446). Chichester: John Wiley and Sons.

Schnackenberg, A. K. and Tomlinson, E. C. (2014). Organizational transparency: A new perspective on managing trust in organization-stakeholder relationships. Journal of Management, published online ahead of print, doi: 10.1177/0149206314525202.

Santoro, G., Bresciani, S., and Papa, A. (2018). Collaborative modes with Cultural and Creative Industries and innovation performance: The moderating role of heterogeneous sources of knowledge and absorptive capacity. Technovation. https://doi.org/10.1016/j.technovation.2018.06.003

Shams, S. M. R. (2016). Branding destination image: A stakeholder causal
scope analysis for internationalisation of destinations. Tourism Planning & Development, 13 (2), 140 153.

Shuv-Ami, A. (2016). A new market brand equity model (MBE). EuroMed Journal of Business, 11 (2), 322 – 346.

Strobl, A. and Peters, M. (2013). Entrepreneurial reputation in destination networks. Annals of Tourism Research, 40 (1), 59 – 82.

Di Bella, V., and Al-Fayoumi, N. (2016). Perception of stakeholders on corporate social responsibility of Islamic banks in Jordan. EuroMed Journal of Business, 11 (1), 30 – 56.

Vrontis, D., Bresciani, S. and Giacosa, E. (2016). Tradition and innovation in Italian wine family businesses. British Food Journal, 118 (8), 1883 – 1897.

Vrontis, D., Thrassou, A., Santoro, G., and Papa, A. (2017a). Ambidexterity, external knowledge and performance in knowledge-intensive firms. The Journal of Technology Transfer, 42(2), 374-388.

Vrontis, D., Thrassou, A. and Amirkhanpour, M. (2017b). B2C smart retailing: A consumer-focused value-based analysis of interactions and synergies. Technological Forecasting and Social Change, 124, 271 – 282.

Waligo, V. M., Clarke, J. and Hawkins, R. (2013). Implementing sustainable tourism: A multi-stakeholder involvement management framework. Tourism Management, 36 (1), 342 – 353.

Zhao, M. Park, S. H. and Ahou, N. (2014). MNC strategy and social adaptation in emerging markets. Journal of International Business Studies, 45, 842 – 861.