Building Capabilities for Multi-Stakeholder Interactions at Global and Local Levels: The case of Unilever
| dc.creator | Dentoni, Domenico | |
| dc.creator | Veldhuizen, Margreeth | |
| dc.date | 2017-04-01T13:44:30Z | |
| dc.date.accessioned | 2026-07-09T06:46:03Z | |
| dc.description | Managers of Unilever discuss the processes that led the company to develop and implement a corporate sustainability strategy working with multiple stakeholders. Major learning points include: 1) interactions with stakeholders are crucial to secure strategic resources in developing countries; 2) developing multi-stakeholder platforms must be rooted in the corporate culture and based on principles of innovation; 3) the overarching sustainability strategy, Sustainable Living Plan, launched in 2010, set broad objectives, while empowering local and regional managers—and even individual employees—to start and scale bottom-up initiatives if they find consensus within the organization. The discussions promise to fuel the debate on how organizations can effectively manage “wicked problems” through multi-stakeholder engagement. | |
| dc.identifier | Other:(ISSN #: 1559-2448) | |
| dc.identifier | doi:10.22004/ag.econ.142299 | |
| dc.identifier | https://ageconsearch.umn.edu/record/142299/files/dv-ei.pdf | |
| dc.identifier | http://ageconsearch.umn.edu/record/142299 | |
| dc.identifier.uri | http://hdl.handle.net/123456789/580594 | |
| dc.language | eng | |
| dc.publisher | ||
| dc.source | http://ageconsearch.umn.edu/record/142299 | |
| dc.title | Building Capabilities for Multi-Stakeholder Interactions at Global and Local Levels: The case of Unilever | |
| dc.type | Text |