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How does one voluntary organisation engage with multiple stakeholder views of effectiveness?

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The literature on effectiveness and multiple constituency theory is explored as background to a consideration of the many interpretations of effectiveness existing amongst stakeholders of one organisation. A case study is used to examine how stakeholders judge effectiveness and the process by which their different perspectives are incorporated in the shaping and constant updating of a core view of effectiveness. The management strategies adopted in handling this process are explored, and some elements identified which may provide initial steps towards a management theory.

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en

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application/pdf

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http://eprints.lse.ac.uk/29245/1/VSWP7_Mistry.pdf

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