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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. 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.
    2. 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.
    3. 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.
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    1. 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.
    2. 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.
    3. 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.

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