stakeholders with negative expectations regarding project realization are reluctant to accept change and therefore tend to neglect such projects, while those who anticipate benefits have an innovative, coalition-building attitude and a supportive position. Finally, the interaction between stakeholders is currently taking place only amongst knowledge institutes, project designers and several project developers, even though the optimal involvement of project stakeholders in the different phases of realizing system innovations suggests that environmental organizations and especially potential member companies should be involved in the initiation processes. Faulty timing of stakeholder involvement and improper management may lead to severe opposition. For this reason, the involvement of the key stakeholders at the right moment and through carefully chosen communication channels is essential for ecosystem-based management. Taking all of the results of our analysis into consideration, we can conclude that key stakeholders have an essential impact on processes involved in the realization of projects. Supporters who hold positive expectations, interests and stakes, and who perceive high urgency (time sensitivity) for these processes may accelerate the realization of marine-park projects through their support. Conversely, stakeholders whose stakes are in conflict with the objectives of the project and those with negative expectations can create delays through their resistance and uncooperative behaviour. 37 Pagina 47
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