Organisational drivers of capabilities for multi-stakeholder dialogue and knowledge integration

M. Veldhuizen, V. Blok, D. Dentoni

Research output: Contribution to journalArticleAcademicpeer-review

12 Citations (Scopus)

Abstract

Business and policy actors increasingly make use of multi-stakeholder interactions (MSI) as a corporate social responsibility strategy to understand, influence, harmonise and meet stakeholders’ social, environmental and financial expectations and so to create value. While many researchers and practitioners have recently described the role of MSI for sustainable innovation and development, little is known about how organisations can develop a capability to effectively create and maintain a dialogue with stakeholders and learn from them. The paper explores the organisational characteristics driving two key capabilities needed for effective MSI: stakeholder dialogue and knowledge integration. Based on the empirical evidence from four business cases, the research follows an explorative approach building upon stakeholder and organisational learning theories. Findings indicate that the ‘involvement of senior management and employees’, ‘open culture’, ‘vision towards sustainability’ and ‘hierarchical structure’ are key drivers of stakeholder dialogue and knowledge integration capabilities.
Original languageEnglish
Pages (from-to)107-117
JournalJournal on Chain and Network Science
Volume13
Issue number2
DOIs
Publication statusPublished - 2013

Fingerprint

Sustainable development
Industry
Innovation
Personnel
Stakeholder dialogue
Knowledge integration
Stakeholders
Interaction
Senior management
Employees
Corporate Social Responsibility
Sustainability
Empirical evidence
Organizational learning
Organizational characteristics
Hierarchical structure
Learning theory
Business case

Cite this

@article{1ff5ab5b793d48d29f48bcfd4f526cc1,
title = "Organisational drivers of capabilities for multi-stakeholder dialogue and knowledge integration",
abstract = "Business and policy actors increasingly make use of multi-stakeholder interactions (MSI) as a corporate social responsibility strategy to understand, influence, harmonise and meet stakeholders’ social, environmental and financial expectations and so to create value. While many researchers and practitioners have recently described the role of MSI for sustainable innovation and development, little is known about how organisations can develop a capability to effectively create and maintain a dialogue with stakeholders and learn from them. The paper explores the organisational characteristics driving two key capabilities needed for effective MSI: stakeholder dialogue and knowledge integration. Based on the empirical evidence from four business cases, the research follows an explorative approach building upon stakeholder and organisational learning theories. Findings indicate that the ‘involvement of senior management and employees’, ‘open culture’, ‘vision towards sustainability’ and ‘hierarchical structure’ are key drivers of stakeholder dialogue and knowledge integration capabilities.",
author = "M. Veldhuizen and V. Blok and D. Dentoni",
year = "2013",
doi = "10.3920/JCNS2013.1002",
language = "English",
volume = "13",
pages = "107--117",
journal = "Journal on Chain and Network Science",
issn = "1569-1829",
publisher = "Wageningen Academic Publishers",
number = "2",

}

Organisational drivers of capabilities for multi-stakeholder dialogue and knowledge integration. / Veldhuizen, M.; Blok, V.; Dentoni, D.

In: Journal on Chain and Network Science, Vol. 13, No. 2, 2013, p. 107-117.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Organisational drivers of capabilities for multi-stakeholder dialogue and knowledge integration

AU - Veldhuizen, M.

AU - Blok, V.

AU - Dentoni, D.

PY - 2013

Y1 - 2013

N2 - Business and policy actors increasingly make use of multi-stakeholder interactions (MSI) as a corporate social responsibility strategy to understand, influence, harmonise and meet stakeholders’ social, environmental and financial expectations and so to create value. While many researchers and practitioners have recently described the role of MSI for sustainable innovation and development, little is known about how organisations can develop a capability to effectively create and maintain a dialogue with stakeholders and learn from them. The paper explores the organisational characteristics driving two key capabilities needed for effective MSI: stakeholder dialogue and knowledge integration. Based on the empirical evidence from four business cases, the research follows an explorative approach building upon stakeholder and organisational learning theories. Findings indicate that the ‘involvement of senior management and employees’, ‘open culture’, ‘vision towards sustainability’ and ‘hierarchical structure’ are key drivers of stakeholder dialogue and knowledge integration capabilities.

AB - Business and policy actors increasingly make use of multi-stakeholder interactions (MSI) as a corporate social responsibility strategy to understand, influence, harmonise and meet stakeholders’ social, environmental and financial expectations and so to create value. While many researchers and practitioners have recently described the role of MSI for sustainable innovation and development, little is known about how organisations can develop a capability to effectively create and maintain a dialogue with stakeholders and learn from them. The paper explores the organisational characteristics driving two key capabilities needed for effective MSI: stakeholder dialogue and knowledge integration. Based on the empirical evidence from four business cases, the research follows an explorative approach building upon stakeholder and organisational learning theories. Findings indicate that the ‘involvement of senior management and employees’, ‘open culture’, ‘vision towards sustainability’ and ‘hierarchical structure’ are key drivers of stakeholder dialogue and knowledge integration capabilities.

U2 - 10.3920/JCNS2013.1002

DO - 10.3920/JCNS2013.1002

M3 - Article

VL - 13

SP - 107

EP - 117

JO - Journal on Chain and Network Science

JF - Journal on Chain and Network Science

SN - 1569-1829

IS - 2

ER -