ISO 14063 Environmental Communication

/ ISO 14063 Environmental Communication, Iso 22000 Certification / By

ISO 14063 is a standard within the ISO 14000 family focused on environmental management. It provides guidelines for organizations on the principles, framework, and methods of environmental communication. The standard emphasizes effective, transparent communication about environmental matters, aiming to foster trust and credibility with stakeholders.

Key aspects include:

  • Principles of Environmental Communication: Such as openness, responsiveness, and clarity.
  • Framework: Structured steps for planning and implementing effective communication strategies.
  • Methods and Tools: Guidance on choosing appropriate communication tools and methods tailored to the audience.

ISO 14063 is suitable for any organization seeking to enhance its environmental communication and can complement other standards like ISO 14001.

What is required ISO 14063 Environmental Communication

To implement ISO 14063 on Environmental Communication, an organization must address several core requirements and recommendations to ensure effective and transparent communication regarding its environmental activities, impacts, and commitments. Here are the main components:

1. Principles of Environmental Communication

  • Transparency: Sharing information openly to build trust with stakeholders.
  • Accountability: Ensuring the organization is responsible for the information communicated.
  • Clarity and Relevance: Presenting information in a way that is understandable and pertinent to the audience.
  • Responsiveness: Being open to feedback and actively engaging with stakeholders’ concerns and inquiries.
  • Credibility: Using reliable sources and verifying the information before dissemination.

2. Planning and Strategy Development

  • Define Objectives: Establish clear goals for what the organization aims to achieve through environmental communication.
  • Identify Stakeholders: Recognize internal and external audiences, such as employees, customers, regulators, and the community.
  • Assess Information Needs: Determine what environmental information is relevant to each stakeholder group.
  • Select Appropriate Methods: Choose effective communication methods for each audience, like reports, social media, meetings, or public disclosures.

3. Implementation and Communication Methods

  • Content Development: Ensure that all communications are accurate, current, and consistent with the organization’s environmental policies.
  • Message Delivery: Choose the best format for communicating (written, verbal, digital, etc.) and adapt it to the audience’s understanding level.
  • Internal and External Channels: Utilize appropriate channels for internal stakeholders (e.g., staff meetings, intranet) and external stakeholders (e.g., websites, press releases).
  • Engagement: Actively engage stakeholders through surveys, feedback forms, public forums, or Q&A sessions to encourage two-way communication.

4. Monitoring and Evaluation

  • Track Performance: Measure the effectiveness of communication efforts by monitoring engagement, feedback, and the achievement of communication objectives.
  • Feedback Mechanisms: Implement ways to gather stakeholder feedback, such as surveys or direct inquiries.
  • Continual Improvement: Use evaluation results to make adjustments to communication strategies and improve future environmental communications.

5. Documentation and Reporting

  • Documentation: Maintain records of communication plans, objectives, content, and evaluations to ensure consistency and traceability.
  • Regular Reporting: Issue regular updates on environmental performance, progress towards goals, and responses to stakeholder concerns.

These requirements help organizations not only fulfill compliance with ISO 14063 but also foster a culture of transparency and environmental accountability. By following these guidelines, organizations can enhance their credibility, manage reputational risks, and strengthen stakeholder relations.

Who is required ISO 14063 Environmental Communication

ISO 14063 is not a mandatory requirement but rather a voluntary standard for organizations of all types, sizes, and sectors that seek to communicate their environmental performance and commitment effectively. It is particularly relevant for organizations with a significant environmental impact or those seeking to demonstrate transparency and accountability to stakeholders. Here’s a breakdown of who typically benefits from implementing ISO 14063:

1. Organizations with Environmental Impacts

  • Manufacturing and Industrial Companies: Those with high energy usage, emissions, or waste output can use ISO 14063 to effectively communicate their environmental management efforts.
  • Energy Producers: Utilities or renewable energy companies may use ISO 14063 to communicate environmental performance, policies, and sustainability efforts.
  • Construction and Infrastructure Firms: Construction firms that impact land use, resource consumption, and local communities can leverage ISO 14063 to address these impacts publicly.

2. Companies with Stakeholder Pressures

  • Publicly Traded Companies: Companies with shareholders or investors who prioritize environmental, social, and governance (ESG) factors often use ISO 14063 to build trust and transparency.
  • Organizations in Highly Regulated Industries: Sectors such as petrochemicals, pharmaceuticals, and mining face high environmental scrutiny and often benefit from enhanced communication practices.
  • Consumer-Facing Brands: Companies in retail, food, and personal care often adopt ISO 14063 to communicate their environmental initiatives and address consumer demand for sustainable practices.

3. Governmental and Non-Governmental Organizations (NGOs)

  • Government Agencies: Environmental departments or agencies that engage with the public on sustainability initiatives can use ISO 14063 to streamline communication and build public trust.
  • Non-Governmental Organizations: Environmental NGOs may follow ISO 14063 guidelines when communicating initiatives, research, and advocacy efforts to maintain credibility and stakeholder engagement.

4. Organizations Seeking Certification or Alignment with ISO 14001

  • Organizations Already Using ISO 14001: ISO 14063 complements ISO 14001 (Environmental Management Systems) by adding a structured approach to external and internal environmental communication. Organizations aiming to enhance their environmental management system often adopt both standards.
  • Companies Pursuing Certification or Recognition: Organizations seeking environmental certifications, such as those in green building or corporate sustainability programs, benefit from ISO 14063 in improving how they present their environmental achievements.

5. Businesses with CSR and ESG Commitments

  • Companies with Corporate Social Responsibility (CSR) Programs: Those committed to CSR and sustainability goals use ISO 14063 to align with stakeholder expectations for environmental transparency.
  • ESG-Oriented Organizations: Entities focused on Environment, Social, and Governance (ESG) factors, especially those aiming to attract socially responsible investors, benefit from ISO 14063’s structured communication approach.

Adopting ISO 14063 helps organizations ensure that their environmental communications are clear, credible, and aligned with stakeholder expectations, boosting their environmental reputation and accountability.

When is required ISO 14063 on Environmental Communication

ISO 14063 on Environmental Communication is not a mandatory requirement, but it is recommended and beneficial for organizations under certain conditions. Here’s when it becomes highly relevant or beneficial:

1. ISO 14001 Certification and Environmental Management System (EMS) Compliance

  • Integrated Communication: ISO 14063 complements ISO 14001 by guiding environmental communication within an Environmental Management System (EMS). Many organizations with ISO 14001 certification choose to implement ISO 14063 to strengthen how they report on their environmental activities and commitments to stakeholders.

2. High Environmental Impact or Regulatory Scrutiny

  • Industries with Significant Environmental Impact: Sectors such as manufacturing, construction, chemicals, energy, and waste management benefit from ISO 14063 as they are often subject to strict environmental regulations and require transparency.
  • Legal or Regulatory Requirements: In some regions, environmental communication and transparency are required by law. ISO 14063 can help meet these requirements by structuring the communication process.

3. Increasing Stakeholder Demands for Transparency and Accountability

  • Investor and Customer Expectations: Organizations facing pressure from investors, customers, or the public for environmental accountability and transparency can use ISO 14063 to meet those expectations in a structured and reliable way.
  • Corporate Social Responsibility (CSR) or Environmental, Social, and Governance (ESG) Goals: ISO 14063 helps organizations communicate on CSR and ESG efforts, aligning with stakeholder expectations for transparent environmental reporting.

4. Reputation and Risk Management

  • Reputational Risks: For companies where environmental issues could affect brand reputation, ISO 14063 offers a way to build credibility and trust through transparent communication.
  • Crisis Communication Preparedness: In case of environmental incidents, having an established communication framework (guided by ISO 14063) helps organizations communicate openly, minimizing potential backlash.

5. Internal Culture and Awareness Building

  • Employee Engagement: Organizations focused on building a culture of environmental awareness among employees can use ISO 14063 to ensure consistent, clear communication about their environmental policies, goals, and progress.

In these cases, ISO 14063 is a strategic tool that supports organizations in building transparent, credible, and effective environmental communication frameworks, although it is not a mandatory standard.

Where is required ISO 14063 on Environmental Communication

ISO 14063 on Environmental Communication is most valuable and often informally “required” in contexts where effective, structured environmental communication is crucial. Here’s where it is most applicable:

1. Industries with High Environmental Impact

  • Manufacturing, Mining, Energy, Construction: These industries produce significant emissions, waste, or environmental changes, making clear and accountable communication essential to build public trust and manage regulatory expectations.
  • Agriculture and Forestry: Due to land use, resource consumption, and biodiversity impacts, organizations in these sectors benefit from structured communication to demonstrate responsible practices.

2. Organizations with Regulatory Compliance Needs

  • Regions with Environmental Disclosure Requirements: In areas where environmental transparency and reporting are mandated by law, ISO 14063 helps meet legal obligations by establishing a clear framework for disclosure.
  • Governmental and Regulatory Agencies: Environmental agencies and local governments can use ISO 14063 to communicate policies, impact assessments, and compliance efforts transparently.

3. Publicly Traded and Consumer-Facing Companies

  • Companies with ESG or CSR Requirements: Organizations aiming to meet Environmental, Social, and Governance (ESG) standards or Corporate Social Responsibility (CSR) goals often use ISO 14063 to structure environmental reports, meeting stakeholder expectations for transparency.
  • Brands in Consumer Goods, Retail, and Food Industries: For consumer-facing businesses, environmental communication helps address consumer concerns about sustainability, resource sourcing, and eco-friendly practices.

4. Businesses Seeking ISO 14001 Certification

  • Environmental Management System (EMS) Integration: For organizations pursuing or maintaining ISO 14001 certification, ISO 14063 complements their EMS by structuring how environmental information is shared internally and externally.

5. Communities or Regions with Environmental Concerns

  • Local and Regional Authorities: Municipalities, cities, or regions that face environmental challenges or are implementing sustainability initiatives can use ISO 14063 to communicate plans, progress, and engage with residents.
  • Non-Governmental Organizations (NGOs) and Advocacy Groups: Environmental organizations that focus on conservation, pollution reduction, or sustainable development use ISO 14063 to communicate research findings, policy recommendations, and program impacts to the public.

6. Global Companies with Multi-Stakeholder Engagement Needs

  • Multinational Corporations (MNCs): ISO 14063 helps MNCs manage environmental communication across diverse regions, aligning local offices with a unified approach to environmental transparency and stakeholder engagement.
  • Companies in Partnerships or Supply Chains: Organizations with complex supply chains or partnerships benefit from ISO 14063 to ensure that environmental practices and progress are communicated consistently and clearly.

In these settings, ISO 14063 is highly valuable for building trust, ensuring compliance, enhancing reputation, and engaging stakeholders effectively on environmental matters.

How is required ISO 14063 on Environmental Communication

ISO 14063 provides a structured approach to effective environmental communication, helping organizations share accurate and meaningful information about their environmental practices. Here’s how ISO 14063 is implemented to ensure effective environmental communication:

1. Establishing Environmental Communication Principles

  • Transparency: Ensure open and honest communication, sharing both achievements and challenges.
  • Accountability: Communicate responsibly, taking ownership of the environmental information shared.
  • Clarity and Relevance: Use clear language tailored to your audience, focusing on relevant information.
  • Credibility: Verify data and sources to build trust, supporting statements with reliable evidence.
  • Engagement and Responsiveness: Listen to stakeholder feedback and adjust communication as needed.

2. Planning and Strategy Development

  • Defining Objectives: Set clear communication goals, such as improving public trust, meeting regulatory requirements, or enhancing stakeholder awareness.
  • Identifying Stakeholders: Map out all audiences—employees, customers, regulators, community members, investors—and understand their environmental information needs.
  • Assessing Information Needs: Determine what specific environmental information is relevant and beneficial for each stakeholder group.
  • Choosing Communication Channels: Select the most effective communication methods (e.g., reports, social media, press releases, community meetings) based on stakeholder preferences.

3. Implementation and Message Delivery

  • Content Development: Create clear, accurate, and up-to-date content that aligns with the organization’s environmental goals and policies.
  • Consistency and Frequency: Share information regularly to keep stakeholders informed of progress and any changes.
  • Training and Resources: Provide training for team members involved in environmental communication to ensure consistency and effectiveness.

4. Monitoring and Evaluation

  • Feedback Collection: Regularly gather feedback from stakeholders to assess how effectively the communication is meeting their needs.
  • Performance Metrics: Set key performance indicators (KPIs) for communication activities to measure success, such as stakeholder engagement levels or feedback quality.
  • Continuous Improvement: Use evaluation results to refine communication strategies, content, and methods.

5. Documentation and Record-Keeping

  • Tracking Communications: Maintain records of communications, including reports, press releases, and public statements, to ensure consistency and accountability.
  • Documenting Feedback: Record stakeholder feedback to improve future communications and address any concerns.

By implementing these steps, organizations using ISO 14063 can develop a strong foundation for environmental communication, ensuring they effectively convey their environmental commitments and build trust with stakeholders. This systematic approach enhances both the organization’s credibility and stakeholder engagement in its environmental performance.

Case Study on ISO 14063 on Environmental Communication

Here’s a case study of a company implementing ISO 14063 on Environmental Communication to improve stakeholder engagement and transparency about its environmental practices.

Case Study: GreenEco Manufacturing

Background

GreenEco Manufacturing, a mid-sized manufacturing company specializing in eco-friendly consumer products, had long committed to sustainable practices. However, it struggled with effective communication regarding its environmental activities, leading to limited awareness and engagement from stakeholders, including customers, investors, and the local community. The company decided to implement ISO 14063 to strengthen its environmental communication strategy and enhance transparency.

Objective

The primary goal was to build trust and credibility among stakeholders by providing accurate and relevant information about GreenEco’s environmental initiatives and performance. The company also aimed to encourage stakeholder involvement in its sustainability journey and meet increasing expectations from investors for Environmental, Social, and Governance (ESG) reporting.

Implementation Steps

  1. Adopting Communication Principles
    GreenEco adopted the key principles outlined in ISO 14063:
    • Transparency: Committed to openly sharing both successes and areas for improvement.
    • Accountability: Took responsibility for the accuracy and reliability of all shared information.
    • Clarity and Relevance: Simplified language to make technical information accessible and relevant for diverse audiences.
    • Credibility: Verified all data and statements through internal audits to ensure accuracy.
    • Responsiveness: Created channels for stakeholder feedback and set up a team to respond to inquiries.
  2. Developing a Communication Plan
    • Objectives: GreenEco aimed to improve its reputation, increase stakeholder trust, and align with ISO 14001 standards.
    • Stakeholder Identification: The company identified key groups, including employees, customers, local communities, suppliers, and regulators.
    • Assessing Information Needs: For each stakeholder group, GreenEco assessed the specific environmental information they wanted, such as waste reduction initiatives for customers and emission data for regulators.
    • Choosing Communication Channels: It selected multiple channels tailored to each audience, such as an annual environmental report, social media updates, community meetings, and internal newsletters for employees.
  3. Content Development and Message Delivery
    • GreenEco developed an annual environmental report that covered emissions, waste management, and energy use reduction. The report was designed to be visually engaging, with charts and simplified explanations.
    • Quarterly updates were shared via social media to highlight specific achievements, like water-saving practices and renewable energy adoption.
    • Community meetings were organized to present the company’s environmental impact and address questions directly.
  4. Training and Resources
    • The company trained its communications and sustainability teams on ISO 14063 principles and provided tools for consistent messaging across platforms.
    • It also established a dedicated role within the sustainability team for overseeing the accuracy of environmental data and coordinating communications.
  5. Monitoring, Evaluation, and Continuous Improvement
    • GreenEco set up metrics to track communication effectiveness, including stakeholder engagement levels, feedback, and website traffic on sustainability pages.
    • After the first year, the company reviewed its communication impact and found that engagement levels had increased, with customers and investors responding positively to the regular updates.
    • Based on feedback, GreenEco introduced a Frequently Asked Questions (FAQ) section on its website, covering commonly asked questions from community meetings and social media.

Outcomes and Benefits

  • Enhanced Stakeholder Trust: By providing regular, credible, and transparent updates, GreenEco built stronger relationships with stakeholders, improving its public image.
  • Increased Customer Engagement: The communication strategy fostered customer loyalty by highlighting GreenEco’s environmental commitment.
  • Improved Regulatory Compliance: The company aligned its communication strategy with ISO 14001, satisfying regulatory requirements for transparency.
  • Positive Impact on Brand Reputation: The structured communication approach helped establish GreenEco as an environmentally responsible brand, which supported growth in the eco-conscious consumer market.

Conclusion

By implementing ISO 14063, GreenEco Manufacturing successfully improved its environmental communication framework, fostering better relationships with stakeholders and enhancing its brand reputation. The principles and practices from ISO 14063 guided GreenEco in delivering consistent, transparent, and relevant information, which ultimately strengthened its position as a leader in sustainable manufacturing.

This case study shows how ISO 14063 can serve as a valuable tool for companies to enhance environmental communication, meet stakeholder expectations, and foster a culture of transparency and accountability.

White Paper on ISO 14063 Environmental Communication

White Paper: ISO 14063 Environmental Communication – A Strategic Framework for Transparent and Effective Environmental Engagement

Abstract

This white paper provides an overview of ISO 14063, the international standard for Environmental Communication. It discusses the necessity of structured environmental communication for businesses, the framework and principles offered by ISO 14063, and its role in enhancing transparency, trust, and engagement with stakeholders. As global concerns around sustainability and environmental impact grow, ISO 14063 offers a pathway for organizations to communicate their environmental commitments and performance effectively.

1. Introduction

Environmental sustainability has become a critical focus for organizations worldwide. Transparency in environmental practices is increasingly demanded by consumers, investors, and regulatory bodies. ISO 14063, “Environmental management — Environmental communication — Guidelines and examples,” was developed to provide a standardized approach to environmental communication. This standard enables organizations to build trust, credibility, and proactive engagement with stakeholders by ensuring their environmental communication is consistent, transparent, and accurate.

ISO 14063 is particularly useful for companies that already follow ISO 14001 standards for environmental management systems (EMS) and wish to complement these efforts with robust communication practices.

2. Overview of ISO 14063

ISO 14063 provides guidance for organizations on how to communicate their environmental performance and initiatives to both internal and external stakeholders. The standard outlines a set of principles, planning strategies, and methods to help organizations shape and share environmental information effectively.

Key components of ISO 14063 include:

  • Principles for Environmental Communication: Establishes key principles for effective communication, such as transparency, accountability, clarity, and responsiveness.
  • Planning and Strategy Development: Provides a framework for setting objectives, identifying stakeholders, and choosing suitable communication channels.
  • Implementation and Evaluation: Focuses on effective message delivery, monitoring performance, and continual improvement.

3. The Need for ISO 14063

As organizations face growing pressures to reduce environmental impact and communicate their sustainability efforts, ISO 14063 offers a structured approach to fulfilling these expectations. This standard is increasingly relevant as stakeholder demands for environmental transparency become more robust, driven by factors like regulatory compliance, investor ESG expectations, and consumer interest in sustainable practices.

Implementing ISO 14063 provides several benefits:

  • Enhanced Stakeholder Trust: Regular, credible communication fosters trust with customers, investors, and local communities.
  • Improved Brand Reputation: By openly sharing environmental initiatives and progress, organizations position themselves as environmentally responsible.
  • Risk Mitigation: Transparent communication about environmental practices reduces risks related to misinformation or regulatory non-compliance.

4. Key Principles of Environmental Communication under ISO 14063

ISO 14063 outlines fundamental principles that ensure environmental communication is effective and responsible:

  1. Transparency: Share accurate, complete, and honest information to build trust.
  2. Accountability: Take responsibility for the environmental information and its impact.
  3. Clarity and Relevance: Present information in a clear, accessible format tailored to the audience.
  4. Credibility: Use verified data and sources, ensuring statements are backed by evidence.
  5. Engagement and Responsiveness: Invite stakeholder feedback and be open to dialogue.

These principles serve as a foundation for organizations to develop meaningful and impactful environmental communication strategies.

5. Implementation Framework

The ISO 14063 framework can be broken down into three main stages: Planning, Implementation, and Monitoring.

5.1 Planning and Strategy Development

The initial phase involves setting objectives for environmental communication. This includes:

  • Defining Objectives: Identifying clear goals, such as building trust, meeting regulatory requirements, or enhancing stakeholder awareness.
  • Stakeholder Identification: Recognizing key audiences like employees, customers, regulators, and the community.
  • Information Needs Assessment: Understanding what each stakeholder group expects and requires in terms of environmental information.
  • Communication Channels Selection: Choosing the most effective ways to reach audiences, whether through reports, digital media, community engagement, or traditional press releases.

5.2 Implementation and Message Delivery

This phase focuses on delivering consistent and clear communication to stakeholders:

  • Content Development: Creating accurate, up-to-date content that reflects the organization’s environmental policies and achievements.
  • Message Delivery: Selecting suitable formats, such as sustainability reports, social media updates, or in-person meetings.
  • Training and Resource Allocation: Ensuring that communication teams are well-prepared and have the necessary resources to deliver high-quality messages.

5.3 Monitoring and Evaluation

The final phase involves assessing the effectiveness of the communication strategy:

6. Benefits and Challenges

Benefits of ISO 14063 Implementation

  • Increased Transparency and Trust: ISO 14063 encourages open communication, fostering positive relationships with stakeholders.
  • Enhanced Market Competitiveness: Organizations that communicate their environmental efforts effectively are often more attractive to investors, partners, and consumers.
  • Alignment with Global Sustainability Goals: Adhering to ISO 14063 supports an organization’s efforts to align with international sustainability goals, such as the United Nations’ Sustainable Development Goals (SDGs).

Challenges in Implementation

  • Resource Allocation: Implementing structured communication may require investments in training and resources.
  • Complex Stakeholder Management: Balancing the communication needs of diverse stakeholders can be challenging, especially when managing varied expectations.
  • Data Verification: Ensuring that all shared information is accurate requires thorough internal audits, which can be resource-intensive.

7. Case Study Example: GreenEco Manufacturing

GreenEco Manufacturing, a company specializing in sustainable consumer goods, used ISO 14063 to enhance its environmental communication strategy. By implementing the standard, GreenEco improved stakeholder trust, increased customer loyalty, and successfully aligned its communication efforts with its environmental management system (ISO 14001). The company created structured communication channels, including annual reports and community engagement meetings, and gathered regular feedback from stakeholders. This allowed GreenEco to position itself as a leader in sustainability, attracting more eco-conscious customers and strengthening its brand reputation.

8. Conclusion

ISO 14063 offers a robust framework for organizations looking to improve their environmental communication. By implementing the standard, organizations can enhance transparency, build trust with stakeholders, and improve their overall environmental reputation. As stakeholder demand for environmental accountability grows, ISO 14063 provides an invaluable tool for organizations committed to sustainability.

9. Future Outlook

The adoption of ISO 14063 is expected to grow as environmental accountability becomes a central aspect of corporate responsibility. Future developments may include integration with digital platforms to enhance communication reach and engagement, as well as adaptations to address emerging environmental concerns. Organizations that proactively adopt ISO 14063 will be better positioned to navigate the evolving landscape of environmental transparency and stakeholder engagement.

This white paper outlines the strategic benefits of ISO 14063 for organizations seeking to improve their environmental communication. Through a structured approach, companies can better manage stakeholder relationships and fulfill their commitments to environmental responsibility, ultimately enhancing their market positioning and resilience in an increasingly eco-conscious world.

  1. Coble, Yank; Coussens, Christine; Quinn, Kathleen, eds. (2009). “4. Stakeholder Perspectives on Environmental Health Sciences Decision Making”. Environmental Health Sciences Decision Making: Risk Management, Evidence, and Ethics – Workshop Summary. Washington, D.C.: The National Academies Press. doi:10.17226/12444. ISBN 978-0-309-12454-6. PMID 21210552.
  2. ^ Ketema, D.M.; Chisholm, N.; Enright, P. (2017). “Chapter 20: Examining the Characteristics of Stakeholders in Lake Tana Sub-basin Resource Use, Management and Governance”. In Stave, K.; Goshu, G.; Aynalem, S. (eds.). Social and Ecological System Dynamics. Springer. p. 318. ISBN 9783319457550.
  3. ^ DeGeorge, R.T. (2010). Business Ethics. Pearson Education, Inc. p. 192. ISBN 9780205015108.
  4. ^ Jump up to:a b De Mascia, S. (2016). Project Psychology: Using Psychological Models and Techniques to Create a Successful Project. CRC Press. pp. 73–74. ISBN 9781317075011.
  5. ^ Cameron, B.G.; Seher, T.; Crawley, E.F. (2011). “Goals for space exploration based on stakeholder value network considerations”. Acta Astronautica. 68 (11–12): 2088–97. Bibcode:2011AcAau..68.2088C. doi:10.1016/j.actaastro.2010.11.003.
  6. ^ Fletcher, A.; Guthrie, J.; Steane, P.; et al. (2003). “Mapping stakeholder perceptions for a third sector organization”. Journal of Intellectual Capital. 4 (4): 505–27. doi:10.1108/14691930310504536.
  7. ^ Jump up to:a b Mitchell, R.K.; Agle, B.R.; Wood, D.J. (1997). “Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts”. The Academy of Management Review. 22 (4): 853–86. doi:10.2307/259247. JSTOR 259247.
  8. ^ Jump up to:a b Savage, G.T.; Nix, T.W.; Whitehead, C.J.; Blair, J.D. (1991). “Strategies for Assessing and Managing Organizational Stakeholders”. The Executive. 5 (2): 61–75. JSTOR 4165008.
  9. ^ Turner, J.R.; Grude, K.V.; Thurloway, L. (1999). The Project Manager As Change Agent: Leadership, Influence and Negotiation. McGraw-Hill Book Co Ltd. ISBN 9780077077419.
  10. ^ Bourne, L. (2012). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Gower Publishing, Ltd. p. PT61. ISBN 9780566091933.
  11. ^ Jump up to:a b Botten, N. (2006). Management Accounting – Business Strategy. CIMA Publishing. pp. 3–4. ISBN 9780750680431. Once the power and expectations (and therefore their likely interest) has been established we can use a power interest matrix to assist the analysis. Mendelow (1991) has proposed such a matrix (Figure 1.4). If the stakeholders are plotted regularly this matrix can be used to determine the potential influence of stakeholder groups.
  12. ^ Jump up to:a b Murray-Webster, R.; Simon, P. (2006). “Making Sense of Stakeholder Mapping” (PDF). PM World Today. 8 (11): 1–4.
  13. ^ Jump up to:a b “Stakeholder management” (PDF). Imperial College London. 21 June 2017. Retrieved 6 July 2018.
  14. ^ Jump up to:a b “Stakeholder Management Plan” (PDF). Office of Government Commerce. 2006. Archived from the original (PDF) on 20 June 2008. Retrieved 6 July 2018.
  15. ^ Jump up to:a b Eden, C.; Ackermann, F. (2013). Making Strategy: The Journey of Strategic Management. SAGE. p. 123. ISBN 9781446265192.
  16. ^ Jump up to:a b c Babou, S. (12 March 2008). “What Is Stakeholder Analysis?”. The Project Management Hut. PM Hut. Archived from the original on 22 February 2015. Retrieved 6 July 2018.
  17. ^ Kimmich, C.; Janetschek, H.; Meyer-Ohlendorf, L.; et al. (2012). Methods for Stakeholder Analysis. Europaeischer Hochschulverlag GmbH & Co KG. pp. 3–4. ISBN 9783867417808.
  18. ^ Dwyer, J.; Hopwood, N. (2013). Management Strategies and Skills. McGraw-Hill Education Australia. p. 360. ISBN 9781743764930.
  19. MacKinnon, A. J., Duinker, P. N., Walker, T. R. (2018). The Application of Science in Environmental Impact Assessment. Routledge.
  20. ^ Eccleston, Charles H. (2011). Environmental Impact Assessment: A Guide to Best Professional Practices. Chapter 5. ISBN 978-1439828731
  21. ^ Caves, R. W. (2004). Encyclopedia of the City. Routledge. p. 227.
  22. ^ “Principle of Environmental Impact Assessment Best Practice” (PDF). International Association for Impact Assessment. 1999. Archived from the original (PDF) on May 7, 2012. Retrieved September 15, 2020.
  23. ^ Holder, J., (2004), Environmental Assessment: The Regulation of Decision Making, Oxford University Press, New York; For a comparative discussion of the elements of various domestic EIA systems, see Christopher Wood Environmental Impact Assessment: A Comparative Review (2 ed, Prentice Hall, Harlow, 2002).
  24. ^ See, for example, Environmental movement in the United States.
  25. ^ Clark & Canter 1997, p. 199.
  26. ^ Rychlak & Case 2010, p. 111-120.
  27. ^ Kershner 2011.
  28. ^ Daniel, Stavros E; Tsoulfas, Giannis T; Pappis, Costas P; Rachaniotis, Nikos P (2004). “Aggregating and evaluating the results of different Environmental Impact Assessment methods”. Ecological Indicators. 4 (2): 125–138. Bibcode:2004EcInd…4..125D. doi:10.1016/j.ecolind.2004.01.003.
  29. ^ Hitzschky, K.; Silviera, J. (2009). “A proposed impact assessment method for genetically modified plants (As-GMP method)”. Environmental Impact Assessment Review. 29 (6): 348–368. Bibcode:2009EIARv..29..348J. doi:10.1016/j.eiar.2009.02.006.
  30. ^ Peche, R., & Rodriguez, E., (2009) Environmental impact Assessment procedure: A new approach based on Fuzzy logic Environmental Impact Assessment review 29:275–283
  31. ^ Duarte O. (2000) Técnicas Difusas en la Evaluación de Impacto Ambiental. Ph.D. Thesis, Universidad de Granada
  32. ^ ARAI Research Group, Granada, Spain. “Environmental Impact Assessment at University of Granada.” Archived 2014-10-25 at the Wayback Machine
  33. ^ Wilson, L., (1998), A Practical Method for Environmental Impact Assessment Audits Environ Impact Assess Rev 18: 59–71
  34. ^ Jump up to:a b c d e f Elliott, M. & Thomas, I. (2009), “Environment Impact Assessment in Australia: Theory and Practice, 5th Edn, Federation Press, Sydney”
  35. ^ Jump up to:a b c d e f The Environment Protection and Biodiversity Conservation Act, Australia: The Department of the Environment, Water, Heritage and the Arts, archived from the original on 7 October 2013, retrieved 9 September 2010
  36. ^ The Northern Territory Government, viewed 10 September 2010,
  37. ^ Jump up to:a b The Environment Defenders, viewed 10 September 2010, EDO factsheet Archived 2011-07-16 at the Wayback Machine
  38. ^ The Law Handbook, viewed 9 September 2010,
  39. ^ The Government of Western Australia, viewed 9 September 2010,
  40. ^ SCC 1992.
  41. ^ Cotton, Roger; Emond, D. Paul (1981). John Swaigen (ed.). Environmental Impact Assessment. Environmental Rights in Canada. Toronto, Ontario: Butterworths.
  42. ^ Jeffery, Michael I. (1989). Environmental Approvals in Canada. Toronto, Ontario: Butterworths.
  43. ^ Emond, D. P. (1978). Environmental Assessment Law in Canada. Toronto, Ontario: Emond‑Montgomery Ltd. ISBN 9780920722008.
  44. ^ La Forest, Gérard V. (1973). Water Law in Canada. Ottawa: Information Canada.
  45. ^ Gazette (18 July 2012). “Regulations”.
  46. ^ “Canadian Environmental Assessment Act, 2012”. GC. 2012.
  47. ^ “Basics of Environmental Assessment”. Canadian Environmental Assessment Agency. Archived from the original on 5 August 2014.
  48. ^ CEAA (2012). “What is the Canadian Environmental Assessment Act, 2012?”. Basics of Environmental Assessment. Canadian Environmental Assessment Agency.
  49. ^ CEAA 2012.
  50. ^ Jump up to:a b Saxe, Dianne (9 August 2012). “Federal environmental assessments will be rushed”. Environmental Law and Litigation. Archived from the original on 24 November 2012.
  51. ^ Agency, Canadian Environmental Assessment (19 July 2010). “Marathon Platinum Group Metals and Copper Mine Project”. www.ceaa.gc.ca.
  52. ^ Agency, Canadian Environmental Assessment (13 December 2010). “Pierre River Mine Project”. www.ceaa-acee.gc.ca.
  53. ^ Agency, Canadian Environmental Assessment (19 January 2012). “Frontier Oil Sands Mine Project”. www.ceaa.gc.ca.
  54. ^ Alberta, Government of. “Frontier Oil Sands Mine”. majorprojects.alberta.ca. Archived from the original on 2017-03-08.
  55. ^ Saxe 2012.
  56. ^ Host:Allan McFee (9 May 1977). “The Berger Report is released”. As It Happens. Toronto. CBC Radio. CBC Radio 1. Archived from the original on 16 January 2013. transcript. Retrieved 9 December 2011.
  57. ^ “Statement by Official Opposition Environment critic Megan Leslie on Earth Day”. NDP. 22 April 2013. Archived from the original on 21 June 2017.
  58. ^ Jump up to:a b c Megan Leslie ({{{year}}}). Question period
  59. ^ Wang, Alex (2007-02-05). “Environmental protection in China: the role of law”. Archived from the original on 2012-05-16.
  60. ^ Gu, Lin (2005-09-29). “China Improves Enforcement of Environmental Laws”. China Features. Archived from the original on 2007-02-04.
  61. ^ “Ministry of Environment – EEAA > Services > EIA”. www.eeaa.gov.eg. Retrieved 2022-06-29.
  62. ^ “Ministry of Environment – EEAA > Services > EIA”. www.eeaa.gov.eg. Retrieved 2022-06-29.
  63. ^ “Ministry of Environment – EEAA > Services > EIA”. www.eeaa.gov.eg. Retrieved 2022-06-29.
  64. ^ “Ministry of Environment – EEAA > Services > EIA”. www.eeaa.gov.eg. Retrieved 2022-06-29.
  65. ^ “About MSEA”. EEAA. Archived from the original on 2013-01-01. Retrieved 2013-01-03.
  66. ^ Jump up to:a b Watson, Michael (November 13–15, 2003). “Environmental Impact Assessment and European Community Law”. XIV International Conference “Danube-River of Cooperation”. Archived from the original on March 28, 2007.
  67. ^ “EUR-Lex – 31985L0337 – EN”. eur-lex.europa.eu.
  68. ^ “Environmental Impact Assessment – EIA – Environment – European Commission”. ec.europa.eu. Retrieved 2022-06-15.
  69. ^ DIRECTIVE 2011/92/EU OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL of 13 December 2011 on the assessment of the effects of some public and private projects on the environment from Eur-Lex Archived 2017-09-07 at the Wayback Machine
  70. ^ Directive 2014/52/EU amending Directive 2011/92/EU on the assessment of the effects of certain public and private projects on the environment, 16 April 2014
  71. ^ “EUR-Lex – 32001L0042 – EN”. eur-lex.europa.eu.
  72. ^ “Survey: 9 in 10 investors do not trust corporate ESG claims”. edie.net. Retrieved 2021-08-18.
  73. ^ List of criteria for EIA/SEA Archived 2011-07-24 at the Wayback Machine
  74. ^ UK Government, Environmental Impact Assessment, updated 15 March 2019, accessed 22 October 2019
  75. ^ “LCQ1: Judicial review case regarding the Environmental Impact Assessment reports of the Hong Kong-Zhuhai-Macao Bridge”. Press Releases. www.info.gov.hk. October 26, 2011. Archived from the original on January 19, 2012. Retrieved October 27, 2011.
  76. ^ “Green groups call for veto of San Tin project EIA”. RTHK. 17 Apr 2024. Retrieved 28 Nov 2024.
  77. ^ Kong, Harvey (17 Apr 2024). “Reject impact assessment for Hong Kong technopole project, green groups say”. South China Morning Post. Retrieved 28 Nov 2024.
  78. ^ “EIA process in Iraq” (PDF). Archived (PDF) from the original on 2017-08-31.
  79. ^ “Law No.27 of 2009 for protection and improvement of environment” (PDF). Archived (PDF) from the original on 2017-09-01.
  80. ^ “Environmental Legislation guides in Kurdistan Region-Iraq” (PDF). Archived (PDF) from the original on 2017-01-10.
  81. ^ “INSTRUCTIONS (NO. 1) OF 2013 ON THE ENVIRONMENTAL IMPACT ASSESSMENT OF PETROLEUM OPERATIONS” (PDF).
  82. ^ Shibani Ghosh, “Demystifying the Environmental Clearance Process in India” Archived 2015-02-21 at the Wayback Machine, NUJS LAW REVIEW, January 2, 2015
  83. ^ “Why EIA 2020 is a sure-shot recipe for more environmental disasters”. Money Control. Retrieved 15 July 2020.
  84. ^ “Environmental Websites Leading The Movement Against India’s Controversial New Proposal Are Blocked”. Vice India. Vice. 14 July 2020. Retrieved 15 July 2020.
  85. ^ “Environmental quality act, 1974 (amendment, 1985) section 34A” (PDF). Archived from the original (PDF) on 2011-07-21. Retrieved 2011-02-15.
  86. ^ LAWS OF MALAYSIA ACT A636 ENVIRONMENTAL QUALITY (AMENDMENT) ACT 1985
  87. ^ “Assessing the Application and Assessment of Environmental Effects | Quality Planning”. www.qualityplanning.org.nz. Retrieved 2022-06-18.
  88. ^ “DIRECTORATE OF ENVIRONMENTAL IMPACT ASSESSMENT / MONITORING”. Pakistan Environmental Protection Agency. Retrieved 19 December 2022.
  89. ^ Department of Environmental Protection, Russia
  90. ^ Central Environmental Authority. “Environmental Impact Assessment (EIA) Procedure in Sri Lanka”. Central Environmental Authority. Archived from the original on 3 November 2016. Retrieved 1 November 2016.
  91. ^ MCL LLC. “Evaluation of impact on surroundings”. MCL LLC. Eric Firado. Archived from the original on 1 December 2017. Retrieved 1 November 2017.
  92. ^ United States. National Environmental Policy Act, P.L. 91-190 Archived 2013-05-16 at the Wayback Machine, 83 Stat. 852, 42 U.S.C. § 4321 et seq. Approved January 1, 1970.
  93. ^ U.S. Council on Environmental Quality. “NEPA and Agency Planning.” Code of Federal Regulations, 40 CFR 1501.
  94. ^ Eccleston, Charles H. and J. Peyton Doub (2010). Preparing NEPA Environmental Assessments: A User’s Guide to Best Professional Practices. ISBN 978-1439808825.
  95. ^ Eccleston, Charles; Doub, J. Peyton (2012). Preparing NEPA Environmental Assessments: A User’s Guide to Best Professional Practices. CRC Press. ISBN 9781439808825.
  96. ^ CEQ (2020-07-16). “Update to the Regulations Implementing the Procedural Provisions of the National Environmental Policy Act; Final rule.” Federal Register, 85 FR 43304
  97. ^ Friedman, Lisa (2020-07-15). “Trump Weakens Major Conservation Law to Speed Construction Permits”. The New York Times.
  98. ^ Sierra Club v. United States Army Corps of Engineers, Archived 2004-03-28 at the Wayback Machine 701 F.2d 1011, 18 ERC 1748. (2d Cir., 02/25/1983)
  99. ^ Ritter, John (2003-06-03). “Lawsuit pits risks and roads”. USA Today. Archived from the original on 2011-06-29.
  100. ^ “Sive, D. & Chertok, M., “Little NEPAs” and Environmental Impact Assessment Procedures” (PDF). Archived (PDF) from the original on 2012-10-04. Retrieved 2013-01-03.
  101. ^ C.M. Hogan, G. Deghi, M. Papineau et al., Environmental Impact Report for the Pebble Beach Properties project by Del Monte Forest, Earth Metrics Inc. Prepared for the city of Monterey and State of California Clearinghouse (1992)
  102. ^ U.S. Federal Register: August 2, 1995 (Volume 60, Number 148, Pages 39326-39337)
  103. ^ Sands, P., (1989), The Environment, Community and International Law, Harvard International Law Lournal, 393, p402
  104. ^ Weiss, E., (1999), Understanding Compliance with International Environmental Agreements: The Bakers Dozen Myths, Univ Richmond L.R. 32, 1555
  105. ^ “Convention on Environmental Impact Assessment in a Transboundary Context (Espoo, 1991)”. Unece.org. Archived from the original on 2013-01-26. Retrieved 2013-01-03.
  106. ^ Wolfrum, R., & Matz, N., (2003), Conflicts in International Environmental Law, Max-Planck-Institut für Ausländisches Öffentliches Recht und Völkerrech
  107. ^ Young, O., (1999), The Effectiveness of International Environmental Regimes, MIT Press
  108. ^ Jay, S.; Jones, C.; Slinn, P.; Wood, C. (2007). “Environmental Impact Assessment: Retrospect and Prospect”. Environmental Impact Assessment Review. 27 (4). Elsevier: 289–300. Bibcode:2007EIARv..27..287J. doi:10.1016/j.eiar.2006.12.001.
  109. ^ Pope Francis, Laudato si’, paragraph 183, published 24 May 2015, accessed 30 April 2024
  110. ^ Lenzen, M.; Murray, S.; Korte, B.; Dey, C. (2003). “Environmental impact assessment including indirect effects—a case study using input-output analysis”. Environmental Impact Assessment Review. 23 (3). Elsevier: 263–282. Bibcode:2003EIARv..23..263L. doi:10.1016/S0195-9255(02)00104-X.
  111. ^ Shepherd, A.; Ortolano, L. (1996). “Strategic environmental assessment for sustainable urban development”. Environmental Impact Assessment Review. 16 (4–6). Elsevier: 321–335. Bibcode:1996EIARv..16..321S. doi:10.1016/S0195-9255(96)00071-6.
  112. ^ Fernandes, João P. (2000). “EIA procedure, Landscape ecology and conservation management—Evaluation of alternatives in a highway EIA process”. Environmental Impact Assessment Review. 20 (6). Elsevier: 665–680. doi:10.1016/S0195-9255(00)00060-3.
  113. ^ Yakubu, Okhumode (28 February 2018). “Delivering Environmental Justice through Environmental Impact Assessment in the United States: The Challenge of Public Participation”. Challenges. 9 (1): 9. doi:10.3390/challe9010009.
  114. ^ Thissen, WIH; Agusdinata, DB (2008). “Handling deep uncertainties in impact assessment”. In Proceedings of the 28th Annual Conference of the IAIA May 5–9, 2008, Perth, Australia. IAIA.
  115. ^ Maier, HR; Ascough, JC; Wattenbach, M; Renschler, CS; Labiosa, WB (2008). “Uncertainty in Environmental Decision Making: Issues, Challenges and Future Directions”. Publications from USDA-ARS/UNL Faculty. Paper 399. USDA-ARS/UNL Faculty.
  116. ^ Jump up to:a b Tenney, A; Kværner, J; Gjerstad, KI (2006). “Uncertainty in environmental impact assessment predictions: the need for better communication and more transparency”. Impact Assessment and Project Appraisal. 24 (1): 45–56. Bibcode:2006IAPA…24…45T. doi:10.3152/147154606781765345.
  117. ^ Wood, C; Dipper, B; Jones, C (2000). “Auditing the assessments of the environmental impacts of planning projects”. Journal of Environmental Planning and Management. 43 (1): 23–47. Bibcode:2000JEPM…43…23W. doi:10.1080/09640560010757. S2CID 134202298.
  118. ^ Cardenas, IC; Halman, JIM (2016). “Coping with uncertainty in environmental impact assessments: Open techniques”. Environmental Impact Assessment Review. 60: 24–39. Bibcode:2016EIARv..60…24C. doi:10.1016/j.eiar.2016.02.006.
  119. ^ Vuong, Q.-H. (2021). “The semiconducting principle of monetary and environmental values exchange”. Economics and Business Letters. 10 (3): 284–290. doi:10.17811/ebl.10.3.2021.284-290. S2CID 239719169.
  120. ^ Holtkamp, James A.; Davidson, Mark A. “Transmission Siting in the Western United States: Getting Green Electrons to Market”. Idaho Law Review. 46: 379.
  121. ^ Macintosh, Andrew; Gibbons, Phillip; Jones, Judith; Constable, Amy; Wilkinson, Deb (2018). “Delays, stoppages and appeals: An empirical evaluation of the adverse impacts of environmental citizen suits in the New South Wales land and environment court”. Environmental Impact Assessment Review. 69: 94–103. Bibcode:2018EIARv..69…94M. doi:10.1016/j.eiar.2018.01.001.
  122. Jeffery, Neil (July 2009). “Stakeholder Engagement: A Road Map to Meaningful Engagement” (PDF). The Doughty Centre for Corporate Responsibility, Cranfield School of Management. Archived from the original (PDF) on 17 April 2015.
  123. ^ Ziafati Bafarasat, A. and Baker, M. (2016) Building consensus for network power? Some reflections on strategic spatial planning in the North West region of England, Environment and Planning C: Government and Policy, 34(5), pp.900-926.
  124. ^ “Stakeholder Engagement: A Good Practice Handbook for Companies Doing Business in Emerging Markets” (PDF). International Finance Corporation. May 2007. Archived from the original (PDF) on 24 January 2009.
  125. ^ Torelli, Riccardo; Balluchi, Federica; Furlotti, Katia (2019-07-22). “The materiality assessment and stakeholder engagement: A content analysis of sustainability reports”. Corporate Social Responsibility and Environmental Management. 27 (2): 470–484. doi:10.1002/csr.1813. ISSN 1535-3958. S2CID 199740313.
  126.  στρατηγία, Henry George Liddell, Robert Scott, A Greek-English Lexicon, on Perseus
  127. ^ Wragg, David W. (1973). A Dictionary of Aviation (first ed.). Osprey. p. 251. ISBN 9780850451634.
  128. ^ Heuser, Beatrice (14 October 2010). The evolution of strategy : thinking war from antiquity to the present (Illustrated ed.). Cambridge, UK: Cambridge University Press. pp. 27–28. ISBN 978-0-52-115524-3.
  129. ^ Jump up to:a b Freedman, Lawrence (2013). Strategy. Oxford University Press. ISBN 978-0-19-932515-3.
  130. ^ Simeone, Luca (3 July 2020). “Characterizing Strategic Design Processes in Relation to Definitions of Strategy from Military, Business and Management Studies” (PDF). The Design Journal. 23 (4): 515–534. doi:10.1080/14606925.2020.1758472. S2CID 218922359.
  131. ^ Jump up to:a b Mintzberg, Henry and, Quinn, James Brian (1996). The Strategy Process: Concepts, Contexts, Cases. Prentice Hall. ISBN 978-0-132-340304.
  132. ^ Jump up to:a b Henry Mintzberg (May 1978). “Patterns in Strategy Formation” (PDF). Management Science. 24 (9): 934–48. doi:10.1287/mnsc.24.9.934. S2CID 154086210. Archived from the original (PDF) on 19 October 2013. Retrieved 31 August 2012.
  133. ^ Henrik von Scheel and Prof Mark von Rosing. Importance of a Business Model (pp. 23–54). Applying real-world BPM in an SAP environment. ISBN 978-1-59229-877-8
  134. ^ Kvint, Vladimir (2009). The Global Emerging Market: Strategic Management and Economics. Routeledge. ISBN 9780203882917. the global emerging market.
  135. ^ Liddell Hart, B. H. Strategy London: Faber, 1967 (2nd rev ed.) p. 321
  136. ^ Wilson, Andrew (2012). Masters of War: History’s Greatest Strategic Thinkers. The Teaching Company.
  137. ^ Freedman, Lawrence. (2 September 2013). Strategy : a history. Oxford. ISBN 9780199349906. OCLC 858282187.
  138. ^ Giles, Lionel The Art of War by Sun Tzu. Special Edition Books. 2007.
  139. ^ Jump up to:a b c Stigall, Dan E.; Miller, Chris; Donnatucci, Lauren (7 October 2019). “The 2018 U.S. National Strategy for Counterterrorism: A Synoptic Overview”. American University National Security Law Brief. Washington DC. SSRN 3466967.
  140. ^ “2018 U.S. National Strategy for Counterterrorism” (PDF). whitehouse.gov. October 2018 – via National Archives.
  141. ^ “Counter-terrorism strategy (CONTEST) 2018”. GOV.UK. 20 August 2018. Retrieved 20 October 2019.
  142. ^ Jump up to:a b Porter, Michael E. (1980). Competitive Strategy. Free Press. ISBN 978-0-684-84148-9.
  143. ^ Kiechel, Walter (2010). The Lords of Strategy. Harvard Business Press. ISBN 978-1-59139-782-3.
  144. ^ Ghemawat, Pankaj (Spring 2002). “Competition and Business Strategy in Historical Perspective”. Business History Review. 76 (1): 37–74. doi:10.2307/4127751. JSTOR 4127751. SSRN 264528.
  145. ^ Chandler, Alfred Strategy and Structure: Chapters in the history of industrial enterprise, Doubleday, New York, 1962.
  146. ^ Mintzberg, H. Ahlstrand, B. and Lampel, J. Strategy Safari : A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, 1998.
  147. ^ Stacey, R. D. (1995). “The science of complexity – an alter-native perspective for strategic change processes”. Strategic Management Journal. 16 (6): 477–95. doi:10.1002/smj.4250160606. S2CID 16794111.
  148. ^ Jump up to:a b c d e f g Terra, L. A. A.; Passador, J. L. (2016). “Symbiotic Dynamic: The Strategic Problem from the Perspective of Complexity”. Systems Research and Behavioral Science. 33 (2): 235–248. doi:10.1002/sres.2379.
  149. ^ Morin, E. (2005). Introduction à la pensée complexe. Paris: Éditionsdu Seuil.
  150. ^ Crouch, A. (1998). “Reframing the strategic problem: An accommodation of harmony and belligerence in strategic management”. Journal of Business Research. 41 (1): 3–13. doi:10.1016/S0148-2963(97)00007-6.
  151. ^ Porter, M. E. A. A. (1996). “What is strategy?”. Harvard Business Review. 74 (6): 61–78.
  152. ^ Mintzberg, H. (1987). “Crafting Strategy”. Harvard Business Review: 66–75.
  153. ^ Burnett, J.J. (1998). “A strategic approach to managing crises”. Public Relations Review. 24 (4): 475–488. doi:10.1016/S0363-8111(99)80112-X.
  154. ^ Mukherji, A.; Hurtado, P. (2001). “Interpreting, categorizing and responding to the environment: the role of culture in strategic problem definition”. Management Decision. 39 (2): 105–112. doi:10.1108/EUM0000000005416.
  155. ^ Jump up to:a b Stacey, R. D. (1995). “The science of complexity: An alternative perspective for strategic change processes”. Strategic Management Journal. 16 (6): 477–495. doi:10.1002/smj.4250160606.
  156. ^ Morin, E. (2005). Introduction à la pensée complexe. Paris: Éditionsdu Seuil.
  157. ^ Stecey, R. D. (1996). “Emerging strategies for a chaotic environment”. Long Range Planning. 29 (2): 182–189. doi:10.1016/0024-6301(96)00006-4.
  158. ^ Stacey, R. D. (2005). The chaos frontier: creative strategic control for business. Malksham: Redwood Press.
  159. ^ Jump up to:a b c Terra, L. A. A.; Passador, J. L. (2019). “The nature of social organization of production: From firms to complex dynamics”. Systems Research and Behavioral Science. 36 (4): 514–531. doi:10.1002/sres.2567. S2CID 149946425.
  160. ^ Jump up to:a b c Rumelt, Richard P. (2011). Good Strategy/Bad Strategy. Crown Business. ISBN 978-0-307-88623-1.
  161. ^ “American Rhetoric: John F. Kennedy – Cuban Missile Crisis Address to the Nation”.
  162. ^ Henderson, Bruce (1 January 1981). “The Concept of Strategy”. Boston Consulting Group. Retrieved 18 April 2014.
  163. ^ Ben Polak Game Theory: Lecture 1 Transcript ECON 159, 5 September 2007, Open Yale Courses.
  164.  “Framework 2: Implementation Stages | NIRN”. nirn.fpg.unc.edu. National Implementation Research Network. Archived from the original on 2022-05-23. Retrieved 2022-01-26.
  165. ^ Chomutare, T; Tejedor, M; Svenning, TO; Marco-Ruiz, L; Tayefi, M; Lind, K; Godtliebsen, F; Moen, A; Ismail, L; Makhlysheva, A; Ngo, PD (2022). “Artificial Intelligence Implementation in Healthcare: A Theory-Based Scoping Review of Barriers and Facilitators”. International Journal of Environmental Research and Public Health. 19 (23): 16359. doi:10.3390/ijerph192316359. PMC 9738234. PMID 36498432.
  166. ^ Jump up to:a b Laudon, K., & Laudon, J. (2010). “Management Information Systems: Managing the Digital Firm.” Eleventh Edition (11 ed.). New Jersey: Prentice Hall.
  167. ^ Suchman, Lucy (1987). Plans and situated actions: The problem of human-machine communication. Cambridge MA: Cambridge University Press. ISBN 9780521337397.
  168.  “Framework 2: Implementation Stages | NIRN”. nirn.fpg.unc.edu. National Implementation Research Network. Archived from the original on 2022-05-23. Retrieved 2022-01-26.
  169. ^ Chomutare, T; Tejedor, M; Svenning, TO; Marco-Ruiz, L; Tayefi, M; Lind, K; Godtliebsen, F; Moen, A; Ismail, L; Makhlysheva, A; Ngo, PD (2022). “Artificial Intelligence Implementation in Healthcare: A Theory-Based Scoping Review of Barriers and Facilitators”. International Journal of Environmental Research and Public Health. 19 (23): 16359. doi:10.3390/ijerph192316359. PMC 9738234. PMID 36498432.
  170. ^ Jump up to:a b Laudon, K., & Laudon, J. (2010). “Management Information Systems: Managing the Digital Firm.” Eleventh Edition (11 ed.). New Jersey: Prentice Hall.
  171. ^ Suchman, Lucy (1987). Plans and situated actions: The problem of human-machine communication. Cambridge MA: Cambridge University Press. ISBN 9780521337397.
  172. Madhow, U. (2014). Introduction to Communication Systems. Cambridge University Press. p. 1. ISBN 9781316060865.
  173.  Internet Mail Architecture, D. Crocker (July 2009)
  174. Carol Fitz-Gibbon (1990), “Performance indicators”, BERA Dialogues (2), ISBN 978-1-85359-092-4
  175. ^ Weilkiens, Tim; Weiss, Christian; Grass, Andrea; Duggen, Kim Nena (2016). “Frameworks”. OCEB 2 Certification Guide. Elsevier. pp. 149–169. doi:10.1016/b978-0-12-805352-2.00007-8. ISBN 9780128053522. KPI is a business metric that measures the degree of fulfillment of a goal or a Critical Success Factor (CSF). The CSF is an organization-internal or organization-external property that is necessary to achieve a specific goal. A CSF can involve multiple KPIs.
  176. ^ “What is a Key Performance Indicator (KPI)”. KPI.org. Retrieved 1 January 2022.
  177. ^ “Key Performance Indicators – What Are Key Performance Indicators or KPI”. Archived from the original on 2016-03-19. Retrieved 2008-02-15.
  178. ^ Jump up to:a b c Key Performance Indicators: Establishing the Metrics that Guide Success (PDF), archived from the original (PDF) on 2017-12-01, retrieved 2016-04-23
  179. ^ “KPIs and the Logic of Decision Making”. www.linkedin.com. Retrieved 2021-04-04.
  180. ^ Dolence, Michael G. (1994). “Using Key Performance Indicators to Drive Strategic Decision Making”. New Directions for Institutional Research. 1994 (82): 63–80. doi:10.1002/ir.37019948207 – via academia.edu.
  181. ^ Jump up to:a b Eckerson, W., Ten Characteristics of a Good KPI, BPM Partners, published 17 July 2016, accessed 24 November 2022
  182. ^ Palffy, Georgina (2015-04-14). How Business Works (1st ed.). DK Publishing. p. 146. ISBN 978-1-46542-979-7.
  183. ^ El Sayed, H., Supply Chain Key Performance Indicators Analysis, International Journal of Application or Innovation in Engineering & Management (IJAIEM), Volume 2, Issue 1, January 2013, accessed 6 January 2022
  184. ^ “Key Performance Indicators for Warehousing Performance | SIPMM Publications”. publication.sipmm.edu.sg. 6 October 2020. Retrieved 2022-07-27.
  185. ^ “Key Performance Indicators”. Colleges Ontario. Retrieved 2019-09-25.
  186. ^ Public Health England, Population screening KPIs: purpose and data submission guidance, updated 17 August 2020, accessed 24 November 2022
  187. ^ Cabinet Office, Key Performance Indicators (KPIs) for government’s most important contracts, last updated 25 November 2022, accessed 26 November 2022
  188. ^ Abeysiriwardana, Prabath Chaminda; Jayasinghe-Mudalige, Udith K. (2021). “Role of Peripheral Analysis Methods in Adoption of Successful KPIs for a Research Institute Working Towards Commercial Agriculture”. International Journal of Global Business and Competitiveness. 16: 61–71. doi:10.1007/s42943-021-00021-z. S2CID 257161299.
  189. ^ Jump up to:a b Daddis, Gregory (June 1, 2011). No Sure Victory: Measuring U.S. Army Effectiveness and Progress in the Vietnam War. Oxford University Press, USA. ISBN 978-0-19974-687-3.
  190. ^ Austin, Robert D. (Robert Daniel), 1962– (1996). Measuring and managing performance in organizations. DeMarco, Tom., Lister, Timothy R. New York: Dorset House Publishing. ISBN 0932633366. OCLC 34798037.
  191. ^ Martin Fowler (2003-08-29). “CannotMeasureProductivity”. Martinfowler.com. Retrieved 2013-05-25.

Translate »
× How can I help you?