Schmitt, Ruth
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Innovation in Multistakeholder Settings - The Case of a Wicked Issue in Health Care
2017, Rühli, Edwin, Sachs, Sybille, Schmitt, Ruth, Schneider, Thomas, Freeman, Edward R., Kujala, Johanna, Sachs, Sybille
Wirkungsmessung von Multistakeholderprozessen - Leitfaden für eine Evaluation der gemeinsamen Wertschöpfung
2012, Schmitt, Ruth, Sachs, Sybille, Streiff, Thomas, Schneider, Thomas
Stakeholder Management als unternehmerischer Erfolgsfaktor - Ein neues Instrument hilft Unternehmen, die Beziehungen zu den Stakeholdern gezielt zu gestalten. Forschungsbericht
2007, Schmitt, Ruth
Managing CSR through stakeholder empowerment - Towards new theorizing
2006, Schmitt, Ruth
Innovation in Multistakeholder Settings - The Case of a Wicked Issue in Health Care
2017, Rühli, Edwin, Sachs, Sybille, Schmitt, Ruth, Schneider, Thomas
The "Stakeholder View" approach: An untapped opportunity to manage corporate performance and wealth
2010-05-01T00:00:00Z, Sachs, Sybille, Groth, Hans, Schmitt, Ruth
Decentered stakeholder theory - Toward a research agenda, International Association for Business and Society.
2007, Calton, Jerry, Kaeslin, Dominique, Schmitt, Ruth
L‘éolien en jeu - Guide pour une démarche participative orientée vers l‘ensemble des acteurs et parties prenantes
2015, Dubois, Ursula, Gonzalez, Brigitte, Schmitt, Ruth
Dealing with wicked issues - Open strategizing and the Camisea case
2010, Schmitt, Ruth
Dealing with an Open Stakeholder Society - An Investigation into the Camisea Project
2007, Schmitt, Ruth
The following book presents a textbook example of dealing with corporate social responsibility and a dynamic stakeholder environment through the Camisea case. The Camisea case, named after the Peruvian region in which Shells gas exploration project took place in the nineties, shows in detail how a company can learn from its negative experiences, and how it can turn them into a new form of governance to successfully lead projects that respect social, ecological and economic concerns. Managers are constantly reminded to be open and transparent with their stakeholders they should listen and learn in order to receive and maintain their licence to operate. This book demonstrates the kind of challenges that occur from these posits within a global and continually changing stakeholder environment. It is difficult for managers, economists, and business scholars to accept the fact that in projects similar to Camisea, a predefined management plan is not always the best plan to follow. Rather, new forms of governance similar to those comprehensively described in this book need to be applied.