STAKEHOLDER ENGAGEMENT AND ORGANIZATIONAL DECISION MAKING OF INDIGENOUS OIL SERVICING COMPANIES IN RIVERS STATE, NIGERIA
Abstract
This study examined the relationship between stakeholder engagement and organizational decision making of indigenous oil serving companies in Rivers State, Nigeria. The study adopted a cross-sectional survey in its investigation of the variables. Primary data was generated through structured, self-administered questionnaire. The population was 48 managers of 24 indigenous oil serving companies in Rivers State. The entire population was used as census hence sampling was not adopted. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was also endorsed by my supervisor. The hypotheses were tested using the Spearman rank order correlation Coefficient. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. The study findings revealed that there is a significant relationship between information disclosure and organizational decision making of indigenous oil serving companies in Rivers State. The study concluded that stakeholder engagement significantly influences organizational decision making of indigenous oil serving companies in Rivers State. The study recommended that management of indigenous oil servicing companies’ should ensure that there is effective communication in the organizations. This would ensure that all critical stakeholders are aware of management policies and actions as well as are contributory to decision-making in the organization. This would eliminate alienation and communication gap.
Keywords: Stakeholder Engagement, Organizational Decision Making, Responsiveness, Effectiveness
CITATION: Berebon, K. B., & Sorbarikor, L. (2020). Stakeholder engagement and organizational decision making of indigenous oil servicing companies in Rivers State, Nigeria. The Strategic Journal of Business & Change Management, 7(1), 469 – 482.
Full Text:
PDFReferences
Ahiauzu, K. &Asawo, R. (2016).Advance Social Research Methods. CIMRAT Port Harcourt Nigeria.
Akanji, I. (2005). Perspectives in Workplace Conflict Management and New Approaches for the Twenty first Century. In Albert I.O (Ed.). Perspective on peace and conflict in Africa: Essays in honor of Gen. AbdusalamAbubakar, Ibadan: John Arches publishers.
Avery, R.D. & Jones, A. (1985). The uses of discipline in organizational settings: In Staw, B.M. & Cumming. C.I. (Eds). Research in organizational behavior. An annual series of analytical essay and critical reviews. Greenwich, CT: Journal of Management, 1(6), 367-370.
Bagraim, J. (2007). Motivating the South African workforce. In Werner, A. (Ed.). Organizational behavior, a Contemporary South African perspective. Pretoria: Journal of Business and Management Research, 1(5), 78-88.
Blok, V. Hoffmans L., &Wubbe E. F. M. (2015). Stakeholder engagement for responsible innovation in the private sector: Critical issues and management practices. Journal on Chain and Network Science, 15(2), 147-164.
Dalziell, E. P. & Mcmanus (2004). Resilience vulnerability and adaptive capacity: Implications for system performance. University of Canterbury, new Zealand.
Davies, &Holgraves, T. (1984) Perception of unresponsive others: Attribute, attractive, understandability and memory of their utterances. Journal of Experimental Social Psychology 20(6), 383-408.
Davies, D. (1982). Determinant of Responsiveness in Dyadic Interaction. New York: Springer-verlag.
Dietrich, C. (2010). Decision making: Factors that influence decision making. Heuristics used, and decision outcomes. Journal of Business and Management 1(5), 77-94.
Elbanna, S., 2006, Strategic Decision making: Process perspective. International Journal of Management Review, 8, 20.
FEMA (2005).Disaster Declarations for 2005: In Freeman, R.E., (1984). Strategic management: A stakeholder approach. UK: Cambridge University.
Freeman, R. B. & Medoff, R. L. (1984). What do unions do? New York; Basic books.
Hart, S. (1992). An integrative framework for strategy making processes. Academy of Management Review, 17(32), 56-76.
Heilman S., & Kennedy-Phillips L. (2011). Making assessment easier with the organizational effectiveness model describe a comprehensive, step-by-step, mixed-methods assessment model. American College Personnel Association and Wiley Periodicals, 15 (6), 29–32.
Hillman, A. J., Keim, G. D. & Luce,R. A. (2001). Board composition and stakeholder performance: Do stakeholder directors make a difference? Business and Society 40(18), 43-56.
Joyce E.& Kraut, R. (2006). Predicting continued participation in newsgroups. Journal of computer communication mediated 1(13), 723-747.
Keller T. & Miller. (2006). Organization blog and human voice: Relational strategies and relational outcome. Journal of computer mediated communication 11(2), 132-234.
Kuyea, L. O. &Sulaimonb, A. A. (2011). Employee involvement in decision making and firms’ performance in the manufacturing sector in Nigeria. Serbian Journal of Management,1(6), 1-15.
Leonard, N. H., Scholl, R. W. & Kowalski, K. B. (1999). Information processing style and decision making. Journal of Organizational Behavior,8(20), 407-420.
Mansuri, G. & Rao, V. (2004). Community-based and driven development: A critical review. The World Bank Research Observer, 19(1), 1–39.
Marstein, E. (2003). The influence of Stakeholder Groups on Organizational Decision-making in Public Hospitals. Series of PhD dissertation. Norwegian school of management.
Meyer, J.P. and Herscovitch, L. (2001) Commitment in the Workplace: Toward a General Model. Human Resource Management Review, 11, 299-326.
Moorhead, G. & Griffin, R.W. (1999). Organizational Behaviour: Managing People and Organization. 3rd Edition. , Mumbai: Jaico Publishing House.
Mouzas, S. (2006). Efficiency versus effectiveness in business networks. Journal of Business Research, 59(10-11), 1124-1132
Muindi, F. K. (2011). The relationship between participation in decision making and job satisfaction among academic staff in the school of business, university of Nairobi. Journal ofHuman Resources Management Research, 9(6), 1-34.
Negulesc, U. O. H. (2014) Using a decision-making process model in strategic management. Review of General Management, 19(1), 111-123.
Netting, J. (2016). Understanding Industrial, Organizational Psychology. Audio interview. Near East university Cyprus.
Oakley, P. (2013). Projects with people: The practice of participation in rural development. Geneva: International Labour Office
Pandey, I. M. (2005). Financial management. 9th edition. India; vikas Irish Publicatio
Robbins S. P.,(2000) Managing today. Prentice Hall, 2000. 651 p. ISBN 0-13-011672-6.
Schweiger, D.M., Sandberg, W. R.& Ragan, J. W. (1986). Group approaches for improving strategic decision making: A comparative analysis dialectical inquiry. Academy of Management Journal, 2(6), 51-57.
Stanovich, K. E.& West, R.F. (2008). On the relative independence of thinking biases and cognitive ability. Journal of Personality and Social Psychology, 94(4), 672-695.
Stroller-Galley (2000).Online interaction and why candidate avoid it. Journal of communication, 50(4), 111-132.
Von Schomberg, R., (2010). A Vision of Responsible Research and Innovation. In Owen, R., J. Bessant and M. Heintz (eds.).Responsible innovation. Wiley, New York.
Whittington, R. (2006). Completing the practice turn in strategy research. Organization studies. Journal of Management, 3(6), 14-27.
DOI: http://dx.doi.org/10.61426/sjbcm.v7i1.1543
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.