A study of the environmental management system (EMS) adoption process within Australasian organisations-2. Role of stakeholders

The importance of an Environmental Management System (EMS) for organisations is becoming widely known across all industrial sectors. EMS has brought both challenges and benefits for the organisations and these many-a-times are determined by the role played by the organisational stakeholders. Stakeholder is a broad term and can encompass a number of individual(s) or group(s) directly or indirectly impacted by organisational activities. This paper, second part in the series, focuses on the role of the stakeholders, primarily employees and suppliers during the EMS planning and implementation stages. It is based on the findings of the quantitative part of a large research project exploring the role of employees and suppliers, as organisational stakeholders, during the EMS adoption stages. A response rate of almost 50% was achieved from a questionnaire survey of ISO 14001 certified organisations in Australia and New Zealand. The key relationships existing between the organisations and stakeholder involvement and the benefits and impediments associated with the process have also been presented.

'Publics' or 'stakeholders'? Performing social responsibility through stakeholder software

Government and corporate organizations increasingly seek the support of the communities where they operate and represent themselves as good corporate citizens with a sense of Corporate Social Responsibility (CSR). These organizations seek to create and sustain dialogue with their many and varied ‘stakeholders’ and reject traditional ‘PR’ approaches that regard communication as a way to manipulate ‘target publics’. Some of these organizations use a form of ‘stakeholder software’ to guide and support their efforts to embrace CSR in their operations and this article examines two such software packages. It sets their use and the broader drive for CSR in the context of a diminishing trust in traditional institutions and a rise in new, extra-parliamentary forms of activism (new activism); and it examines stakeholder software’s potential contribution to a values-based approach to PR training in universities and colleges.

Directors' duties to stakeholders : a reform proposal based on three false assumptions

The Corporations and Markets Advisory Committee has been asked to consider whether the duties of directors under the Corporations Act 2001 (Cth) should be broadened to require directors to take into account the interests of stakeholder groups other than shareholders when making corporate decisions. In this article, the author argues that the existing statutory duties of directors in Australia should remain unchanged. The existing duties of directors, in particular the overriding duty of directors to act in the best interests of the company, already accommodates consideration of stakeholder interests by directors if the decision is justifiable as being in the company's best interests. Furthermore, corporate culture and norms are moving towards embracing stakeholder engagement, again with the implicit recognition that integrating stakeholder considerations within the decision-making processes of companies is integral to achieving long-term sustainable growth.

Sustainability indicators: is there consensus among stakeholders?

Measuring regional sustainability must include local approaches, as sustainability will be determined by what the community values and the relative importance of these values will depend on community expectations, which vary. One of the biggest challenges for introducing strategies for sustainability is that multiple stakeholders are involved and they have differing objectives. This paper reports on a study conducted in the south-west region of Victoria, Australia, which investigated the level of consensus among stakeholders involved in determining indicators for measuring the region's progress toward sustainability. Principal Component Analysis was used to determine if there was a difference between stakeholder groups when it came to selecting appropriate indicators. The organisations demonstrated a high degree of consensus about which indicators were important. These findings suggest that although organisations have different aims and strategic goals, their views on what should be measured to determine progress toward sustainability are indeed similar.

Engaging with stakeholders or constructing them? Attitudes and assumptions in stakeholder software

New activists are engaging in a range of extra-parliamentary activities, including extensive use of the internet, to create political change at local, national and international levels. As new activists become more effective, more sophisticated and, above all, more organised, traditional public relations or ‘PR spin’ is increasingly exposed as not just ineffective, but also an unethical way to respond to criticisms. But growing numbers of state and business organisations are trying to create new relationships with stakeholders that are inclusive, sustainable and aligned with the principles of corporate social responsibility (CSR). A range of stakeholder communication software packages claim to guide and support organisations wishing to create such relationships. However, these software packages can do more than merely offer guidance and support. They can actively influence how an organisation engages with stakeholders by embodying particular discourses that construct stakeholders as adversaries. This article examines two stakeholder software packages, showing how each one’s rhetoric of inclusion accompanies discourses that recreate adversarial relationships between organisation and stakeholders. The article sets such developments against the broad backdrop of developing notions of CSR, arguing that the uncritical use of stakeholder communication packages can reduce CSR to ‘more PR spin’.

Key stakeholders' expectations of educational outcomes from Australian critical care nursing courses: a Delphi study

Background
Educational preparation for critical care nursing in Australia varies considerably in terms of the level of qualification resulting in a lack of clarity for key stakeholders about student outcomes.

Objectives
The study aim was to identify and reach consensus regarding the desired learning outcomes from Australian post-registration critical care education programs as demonstrated through the graduate's knowledge, skills and attitudes.

Design
A Delphi technique was used to establish consensus between educators, managers, clinicians and students regarding learning outcomes expected of graduates with a Graduate Certificate, Graduate Diploma and Master level qualification in critical care nursing.

Participants
A total of 164 critical care nurses (66 clinicians, 48 educators, 32 managers and 18 students) participated and 99 questionnaires were returned in the first round (response rate 60%). Fifty-seven questionnaires were returned for Round 2 (response rate 58%).

Methods
Learning outcomes were obtained from the Australian College of Critical Care Nurses Competency Standards for Specialist Critical Care Nurses. Some statements included more than one characteristic, and these were split to create learning outcomes with one characteristic per item. A survey of Australian higher education providers of critical care education provided additional learning outcomes, for a total of 73 learning outcomes for the first Delphi round.

Results
Findings suggest that patient comfort, safety, professional responsibility and ethical conduct are deemed most important for all three levels of educational preparation. There was a lack of emphasis on clinical practice issues for all levels. Participants placed higher emphasis on learning outcomes related to complex decision-making, leadership, supervision, policy development and research for Graduate Diploma and Master level programs.

Conclusion
The findings have implications for curriculum development and the profession with regards to the level of educational preparation required of critical care nurses and suggest that further work is required before clear recommendations can be made for desired educational outcomes from critical care nursing programs in Australia.

The meaning of work : employees as stakeholders in organizational experience

Researchers and commentators have highlighted changes to individuals' understanding of the meaning of work over time, and particularly the increasing centrality of work in many people's lives today. This highlights the stakeholder role of employees not only in ensuring the organization's long-term viability, but for the organizational culture and overall workplace experience. The concepts of workplace spirituality and authentic leadership have both received attention as tools to aid in employees' connectedness wit the organization and in providing an environment where employees can bring their 'whole self' into the workplace. This paper discusses how these concepts assist in providing understanding of individuals' meaning of work, and highlights questions for future research consideration.

Stakeholders and strategic planning in non-profit organisations : case studies in complexity and conflict

The experiences of two Australian non-profit member-benefit associations as they attempt to develop strategic plans are explored, with emphasis on the influence of the many stakeholders in this process. We conclude that
corporate strategic planning is a complex, conflict-ridden, and largely
unsuccessful process in non-profit member-benefit associations because of the number and commitment of stakeholders. Therefore we suggest that future research should focus on clarifying whether such corporate management techniques are actually appropriate for all non-profit organisations, and, if they are, how non-profit organisations can best manage the process, taking into account the values and needs of stakeholders.