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    Srilekha Roy
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    1) Stakeholder mapping identifies internal and external stakeholders and assesses their power and interest to understand political priorities. 2) Stakeholders can be divided into internal (e.g. managers, employees) and external types (economic, social/political, technological, community). 3) The power and interest of stakeholders depends on the particular issue, so different issues require different stakeholder maps. Understanding conflicts between stakeholder expectations is important for strategic planning.

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    1) Stakeholder mapping identifies internal and external stakeholders and assesses their power and interest to understand political priorities. 2) Stakeholders can be divided into internal (e.g. managers, employees) and external types (economic, social/political, technological, community). 3) The power and interest of stakeholders depends on the particular issue, so different issues require different stakeholder maps. Understanding conflicts between stakeholder expectations is important for strategic planning.

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    40 views13 pages

    2 2 Stakeholder Mapping

    Uploaded by

    Srilekha Roy
    1) Stakeholder mapping identifies internal and external stakeholders and assesses their power and interest to understand political priorities. 2) Stakeholders can be divided into internal (e.g. managers, employees) and external types (economic, social/political, technological, community). 3) The power and interest of stakeholders depends on the particular issue, so different issues require different stakeholder maps. Understanding conflicts between stakeholder expectations is important for strategic planning.

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    of 13

    Stakeholder Mapping

    1
    Who are the stakeholders?
    • Stakeholders are those individuals or groups
    that depend on an organisation to fulfil their
    own goals and on whom, in turn, the
    organisation depends.

    3
    Types of stakeholder
    Stakeholders can be divided into internal
    stakeholders (e.g. managers and employees) and
    external stakeholders.
    External stakeholders are of 4 types:
    • Economic (e.g. suppliers, shareholders, banks)
    • Social/political (e.g. government agencies)
    • Technological (e.g. standards agencies)
    • Community (e.g. local residents)
    Stakeholder mapping
    Stakeholder mapping identifies stakeholder power
    and attention in order to understand political
    priorities.

    The power and interest of stakeholders depend on


    the particular issue being considered – different
    issues require different maps.
    Conflicts of stakeholder interests and
    expectations (1 of 3)
    • Pursuit of short-term profits may suit
    shareholders and managerial bonuses but come
    at the expense of investment in long-term
    projects.
    • Family business owners may want business
    growth, but also fear the loss of family control if
    they need to appoint professional managers to
    cope with larger-scale operations.

    6
    Conflicts of stakeholder interests and
    expectations (2 of 3)
    • Investing in growth strategies may require
    additional funding through share issue or loans,
    but thereby risk financial security and
    independence.
    • Going public on the stock market may raise funds,
    but require unwelcome degrees of openness and
    accountability from management.
    • Expanding into mass markets may require a
    reduction in quality standards.
    Conflicts of stakeholder interests and
    expectations (3 of 3)
    • In public services, excellence in specialised
    services might divert resources from standard
    services used by the majority (e.g. heart
    transplants come at the cost of preventative
    dentistry).
    • In large multinational organisations, conflict can
    result because of a local division's responsibilities
    simultaneously to the company head-office and
    to its host country.
    Stakeholder mapping: the power/attention
    matrix.

    Source: Adapted from Newcombe, R. ‘From client to project stakeholders: a stakeholder mapping approach’’, Construction Management and Economics vol. 21, no. 8 (2003): 841-8.
    Powe
    r
    Power is the ability of individuals or
    groups to persuade, induce or coerce
    others into following certain courses of
    action.
    Table 5.2 Sources of power (1 of 2)
    Table 5.2 Indicators of power (2 of 2)
    Attention
    Stakeholders vary in the attention they pay to the
    organisation and particular issues within it. Even
    powerful stakeholders may not attend closely to
    everything.
    Three factors are particularly important:
    • Criticality – how much does it matter to the
    stakeholder?
    • Channels – are the communication
    channels good?
    • Cognitive capacity – there may be too much
    information to process effectively.
    Stakeholder mapping issues
    • Determining purpose and strategy – whose
    expectations need to be prioritised?
    • Who are the key blockers and facilitators of
    strategy?
    • Is it desirable to try to reposition certain
    stakeholders?
    • Can the level of interest or power of key
    stakeholders be maintained?
    • Will stakeholder positions shift according to
    the issue/strategy being considered?

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