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Item type:Publication, Influence of indirect internal stakeholders on the performance of strategic projects: Understanding the behaviour of projects in universities in Bogotá(Inderscience Publishers, 2020-01-01)The purpose of this paper is to discover the effect of the extent, engagement, and empowerment of indirect stakeholders on the performance of internal strategic projects through the moderating effect of complexity. This research was conducted in the City of Bogotá in public and private universities from a sample of 356 respondents. The system of statistical analysis used to test the hypothesis of the research was structural equation modelling (SEM). The proposed model has an endogenous latent variable called performance of internal strategic project, and three exogenous variables called stakeholder extent, stakeholder engagement, stakeholder empowerment, and as moderating variable, project complexity. The findings carry theoretical implications for these bodies of knowledge in management: project management and strategic management. Stakeholder extent has a significant effect on performance of internal strategic projects. Stakeholder engagement does not have a significant effect on performance of internal strategic projects. Stakeholder empowerment has a significant effect on performance of internal strategic projects. Complexity is the moderating variable between stakeholder extent and stakeholder engagement on performance of internal strategic projects. This paper's originality is manifest in the variables used, and in its depth of analysis of a gap found in the literature related to indirect stakeholders. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America(Emerald, 2021-01-01)This study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal stakeholders in crises that encompass an entire system of stakeholder relationships. Design/methodology/approach: Within a criterion-based sample of eight Latin American private universities, this paper develops in-depth exploratory case studies to examine the prioritization of stakeholders in higher education institutions’ decision-making during the outbreak of the COVID-19 crisis. Findings: Contrary to the notion that during crises organizations prioritize stakeholders that provide resources that are critical to survival, this study finds that in contextual crises stakeholder management is informed by social responsibility. In addition, the findings suggest that crises may be tipping points for changes toward mission-driven approaches to governance. Practical implications: Acknowledging the roles of social responsibility and proximity in stakeholder management during contextual crises allows for more informed governance of organizations that face disruptions in their system of stakeholder relations. Originality/value: This study contributes unique insights into the decision-maker’s prioritization of stakeholders during the COVID-19 crisis. The uncertainty associated with the emerging “new normal” allowed for an extreme test of socially embedded versus resource-oriented approaches to stakeholder management. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The role of soft and hard TQM practices on stakeholder management: A SEM-ANN approach(Taylor & Francis, 2026-01-01)Total quality management (TQM) remains a vital approach in evaluating and improving organizational processes. However, limited research has addressed the link between TQM practices and stakeholder management. In this context, this study uniquely integrates stakeholder theory to examine the synergistic effects of soft and hard TQM practices on stakeholder management using a hybrid SEM-ANN approach, and compares how these relationships vary significantly between companies with ISO 9001:2015 certification and those without it. Data were collected from 347 goods and services companies in Peru. Estimation results show that the adoption of soft and hard TQM practices is positively associated with effective stakeholder management. Furthermore, the results revealed that the relationship between hard TQM practices and stakeholder management is significantly higher for ISO 9001:2015 certified companies than non-certified companies. In contrast, no significant differences were observed between ISO 9001:2015 certified and non-certified companies regarding the relationship between soft TQM practices and stakeholder management. Based on the results, tailored TQM strategies were designed to improve stakeholder management based on soft and hard TQM practices. Overall, the study offers actionable guidance for practitioners seeking to implement TQM and strengthen stakeholder management.