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Fundamental Principles of Managing Multi-Stakeholder Engagement

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  • Peterson, H. Christopher

Abstract

This essay examines the following working hypothesis: Multi-stakeholder engagement plays a critical role in value creation when an agri-food business faces strategic decisions in response to a wicked problem. Three issues are addressed: (1) what is multi-stakeholder engagement (MSE); (2) why is MSE particularly useful in the context of wicked problems; and, (3) what are some fundamental principles for managing MSE? The first two issues have been addressed by other authors and are covered quickly by laying a sparse logic for their importance and interdependence. The third issue has not been as widely dealt with, yet needs to be more completely fleshed out if MSE is to be a fully intentional vertical coordination strategy in supply chain management. Case-based research into the 30 practical projects in sustainable development carried out by TransForum will provide the motivation for a list of five fundamental principles for managing MSE: (1) focus on system and process performance, (2) manage initiating conditions, (3) engage the multiple stakeholders throughout the process, (4) practice innovation management, and (5) practice monitoring and reflection.

Suggested Citation

  • Peterson, H. Christopher, 2013. "Fundamental Principles of Managing Multi-Stakeholder Engagement," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 16(A), pages 1-12.
    • Handle: RePEc:ags:ifaamr:155141
    DOI: 10.22004/ag.econ.155141
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    References listed on IDEAS

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    1. Peterson, H. Christopher, 2011. "An Epistemology for Agribusiness: Peers, Methods and Engagement in the Agri-Food Bio System," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 14(5), pages 1-15, December.
    2. Peterson, H. Christopher & Wysocki, Allen F. & Harsh, Stephen B., 2001. "Strategic Choice Along The Vertical Coordination Continuum," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 4(2), pages 1-18.
    3. Dentoni, Domenico & Peterson, H. Christopher, 2011. "Multi-Stakeholder Sustainability Alliances in Agri-Food Chains: A Framework for Multi-Disciplinary Research," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 14(5), pages 1-25, December.
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    1. Dentoni, Domenico & Ross, R. Brent, 2013. "Towards a Theory of Managing Wicked Problems through Multi-Stakeholder Engagements: Evidence from the Agribusiness Sector," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 16(A), pages 1-10, August.
    2. Concetta Nazzaro & Giuseppe Marotta, 2016. "The Common Agricultural Policy 2014–2020: scenarios for the European agricultural and rural systems," Agricultural and Food Economics, Springer;Italian Society of Agricultural Economics (SIDEA), vol. 4(1), pages 1-5, December.
    3. Arato, Miguel & Spellman, Stijn & Dessein, Joost & van Huylenbroeck, Guido, 2016. "Assessment of socio-economic configuration of value chains: a proposed analysis framework to facilitate integration of small rural producers with global agribusiness," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association, vol. 20(1), October.

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