View Item 

Assessing the Impact of Stakeholder Engagement in Management Strategy Evaluation

Access Status
Open access
Authors
Fulton, Elizabeth
Jones, Tod
Boschetti, Fabio
Chapman, Kelly
Little, Rich
Syme, Geoff
Dzidic, Peta
Gorton, Rebecca
Sporcic, Miriana
Mare, William de la
Date
2013
Type
Journal Article

Metadata
Show full item record
Citation
Fulton, Elizabeth and Jones, Tod and Boschetti, Fabio and Chapman, Kelly and Little, Rich and Syme, Geoff and Dzidic, Peta and Gorton, Rebecca and Sporcic, Miriana and de la Mare, William. 2013. Assessing the Impact of Stakeholder Engagement in Management Strategy Evaluation. International Journal of Economics and Management Engineering. 3 (2): pp. 83-99.
Source Title
International Journal of Economics and Management Engineering
Additional URLs
ISSN
Remarks

This article is published under the Open Access publishing model and distributed under the terms of the Creative Commons Attribution License http://creativecommons.org/licenses/by-nc-nd/2.5/. Please refer to the licence to obtain terms for any further reuse or distribution of this work.

URI
Collection
Abstract

After completing a large, regional, multi-use Management Strategy Evaluation, we attempt to assess the impact of stakeholder engagement on the project. We do so by comparing the original project plan to the actual project development and highlight the changes which can be more directly related to stakeholder engagement aided by the application of a logic model for program evaluation. The impact can be summarised into four broad classes: a) change in the actual project development; b) a measurable change in the network of interactions both stakeholders (which includes researchers); c) changes in how the computer model was developed and run; and d) changes in attitudes among stakeholders (including researchers). We discuss these changes, the way they have been detected and some lessons we learnt which may benefit future Management Strategy Evaluation projects.