Considerations on stakeholder management, identity and values in the global wind industry: Europeʼs premier wind energy event in Denmark. Every year, the conference and exhibition, EWEA Annual Event, is being held by the European Wind Energy Association (EWEA) in a new country within Europe. The event is Europe’s premier wind energy event with thousands of guests and exhibitors participating as well as numerous other stakeholders. This year the event is held in Denmark, a nation considered by many as home of wind energy. The sister organization of EWEA in Denmark, the Danish Wind Industry Association (DWIA), is co-hosting the event and creating a framework of business opportunities and events, surrounding the main event, called EWEA 2012. In my daily work as Communications Assistant at DWIA, I have been part of the preparations and communication towards the event in Denmark. For this thesis, I take a closer look at the purpose of the event and the roles of DWIA and EWEA. My interest lies within the considerations DWIA and EWEA have on stakeholder management, as well as how important organizational identity; values and image are for the two organizations. I therefore ask the question: at what scale does stakeholder management considerations have impact on DWIA’s communication and initiatives for the event, and at what scale do values and identity influence these considerations? In order to answer this question, the thesis introduces stakeholder theory, mainly with contributions from Freeman and Friedman & Miles alongside theories from Mary Jo Hatch & Majken Schultz regarding image, identity and values for the analysis of a stakeholder map for the event and analysis of the organizational identity and image. Empirical data has been collected for analysis for this thesis. Five qualitative semi-structured interviews have been conducted with DWIA, EWEA and a Danish company participating at EWEA 2012, which is also a member of DWIA. Three of these interviews were conducted before EWEA 2012, which took place mid April 2012. The two following interviews were conducted in the period after the event, contributing to a retrospective analysis and therefore an evaluation of the event. The narrative analysis shows that DWIA and EWEA have many considerations and thoughts on their stakeholders, however these thoughts are not based on actual stakeholder theory nor any stakeholder analysis. The analysis also shows that DWIA’s mission and vision have rather great importance for the organization, and are considered when the organization is orchestrating new initiatives and communicate with their stakeholders. However, the interviews show that DWIA’s employees show a different view and outline of the organization’s identity. The theory introduced shows a close connection between DWIA’s image, identity and culture. DWIA’s image is constantly challenged and constructed by their stakeholders, which affects both the organization’s identity and ultimately culture. This calls for more awareness and considerations from DWIA and especially in connection with their communication and stakeholder management. A retrospective analysis shows that DWIA consider the event successful, mainly on the basis of the organization’s overall targets being fulfilled at the event. Moreover, a quantitative survey, conducted by DWIA, shows that most of their members and sponsors for the event are satisfied with the outcome and DWIA’s stakeholder management. This view is further supported by one of DWIA’s members in a qualitative interview. Nevertheless, DWIA formulates some gaps in their communication with their stakeholders and lacks stakeholder management tools. On the basis of this and the theory introduced and the main findings from the analysis, some communicative recommendations are put forward for the organization, both in connection with other events like EWEA 2012 in the future but also for DWIA’s communication in general.
|Educations||MA in International Business Communication (Intercultural Marketing), (Graduate Programme) Final Thesis|
|Number of pages||146|