Strategic Stakeholder Engagement (3op)

Arviointiasteikko

0-5

Sisällön jaksotus

June 1, Session 1 – What is Stakeholder Engagement?
Icebreaker “Stakeholder Speed Dating” + mapping exercise of a familiar company (e.g., McDonald’s, Nokia).

June 3, Session 2 – Creating and Sharing Value
Mini-case on Starbucks or Tesla; group discussion on how firms co-create economic and social value.

June 5, Session 3 – Trust, Legitimacy, and Ethics in Stakeholder Relations
Role-play on a crisis situation; debate on “instrumental vs. normative” approaches (based on Freeman et al., 2021 & Lazzarini 2025).

June 8, Session 4 – Engagement Strategies and Collective Action
Workshop inspired by Ostrom’s governance principles (Bridoux & Stoelhorst 2022) — designing fair collaboration rules.

June 12, Session 5 – Learning from Practice: Sports, CSR, and Finnish Companies
Cases: LaLiga Global Network and Fazer/Kone. Group coaching for final project.

June 18, Session 6 – Stakeholder Challenge & Final Presentations
Simulation game: teams act as consultants; peer voting for “Best Engagement Strategy.”


ASSIGNMENTS
A) Final group assignment
Title: Designing a Strategic Stakeholder Engagement Plan Due: June 17, 2026 Format: 10-15-minute team presentation + 1-page summary
Recommended structure:
1. Company profile and context
2. Stakeholder identification & prioritization
3. Main issues and expectations
4. Engagement methods and communication tools
5. Expected outcomes (economic, social, reputational)
6. Reflection: challenges and ethical dilemmas

Examples of companies: Finnish firms (Valmet, Kone, Fazer, JAMK), sports clubs, NGOs, or companies from students’ home countries (Argentina, Nepal, Canada, etc.).
B) Final individual assignment
Due: June 18, 2026 Length: 500–600 words Purpose: Link theory with practice - how the student’s mindset about organizations and society has changed, and how stakeholder thinking could apply to future work or studies.

Tavoitteet

By the end of the course, students will be able to:
1. Explain key concepts of stakeholder theory and engagement.
2. Map and analyze an organization’s stakeholder network.
3. Understand how engagement contributes to trust, reputation, and shared value creation.
4. Recognize collective-action challenges in multi-stakeholder contexts and ways to solve them.
5. Design a stakeholder engagement strategy for a real company or organization.
6. Collaborate in multicultural teams using communication, negotiation, and creative thinking.

Sisältö

6 sessions (2h 45’ each)
Theory + interactive activities + teamwork.
Final Group Project
Individual reflection essay

Opetusmenetelmät

• Active learning: short interactive lectures, polls, and games.
• Real cases: LaLiga, Finnish firms, global CSR leaders.
• Workshops: stakeholder mapping, ethical dilemmas, trust-building.
• Gamification: quizzes, role-plays, “Stakeholder Challenge.”
• Peer learning: multicultural teamwork and feedback exchange.

Harjoittelu- ja työelämäyhteistyö

This course emphasizes learning by doing, combining theory with applied, collaborative, and creative experiences that reflect how organizations truly engage their stakeholders.
Through hands-on projects and interactive workshops, students will bridge concepts with real-world practice by:

▪ Applying stakeholder tools such as mapping, issue prioritization, and engagement planning to real organizations (businesses, NGOs, or sports clubs).
▪ Analyzing real cases of stakeholder collaboration from Finland and abroad — including examples from LaLiga, Fazer, Kone, Valmet, and local Jyväskylä-based organizations - to understand how trust, legitimacy, and cooperation are built.
▪ Participating in experiential exercises like the Stakeholder Challenge Game and Shared Value Roundtable Simulation, which develop communication, negotiation, and problem-solving skills.
▪ Engaging directly with the local context, exploring how Finnish companies and municipalities apply stakeholder thinking in sustainability, innovation, and community development.
▪ Optional applied research component: Students may conduct short interviews or surveys with local professionals or organizations and integrate insights into their final group project, reflecting authentic consulting practice.
▪ Co-creating actionable strategies: Each team will design a stakeholder engagement plan that combines analytical rigor with creativity, simulating the experience of real consulting or management work.

Arviointikriteerit, tyydyttävä (1)

Grade 1 (Fail)
▪ Shows minimal understanding of stakeholder engagement or related strategic concepts.
▪ Demonstrates limited effort or participation in classes, teamwork, or simulations.
▪ Provides vague or incorrect explanations of stakeholder tools (e.g., mapping, analysis, communication planning).
▪ Assignments are incomplete, incoherent, or disconnected from course objectives.
▪ Makes no meaningful link between theory and practical examples from companies or case studies.

Grade 2–3 (Satisfactory)
▪ Shows a basic comprehension of stakeholder theory and engagement practices but with limited depth.
▪ Applies some tools or frameworks but with superficial or inconsistent analysis.
▪ Participates in group activities but rarely contributes original ideas.
▪ Uses examples (e.g., Finnish firms, sports organizations, or NGOs) but with weak theoretical connection.
▪ Demonstrates some understanding of collaboration, though critical reflection is limited.

Arviointikriteerit, hyvä (3)

Grade 4 (Good)
▪ Demonstrates a solid grasp of stakeholder engagement frameworks and tools.
▪ Applies concepts effectively to chosen cases, showing awareness of both opportunities and challenges in real-world contexts.
▪ Builds logical, well-supported arguments and participates actively in teamwork.
▪ Shows an ability to connect theory, practice, and ethics, reflecting on trust, legitimacy, and shared value.
▪ Produces assignments that are clear, structured, and relevant to the course objectives.

Arviointikriteerit, kiitettävä (5)

Grade 5 (Excellent)
▪ Shows outstanding understanding and integration of stakeholder engagement as a strategic and ethical practice.
▪ Produces insightful, creative, and evidence-based analyses that go beyond surface-level application.
▪ Demonstrates leadership in discussions and group work, fostering collaboration and innovation.
▪ Applies frameworks such as stakeholder mapping, collective action problem-solving, and shared governance with originality and precision.
▪ Communicates ideas professionally and persuasively, showing high levels of initiative, critical thinking, and intercultural awareness.

Lisätiedot

RECOMMENDED READINGS

▪ Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach.
▪ Jones, T. M., Harrison, J. S., & Felps, W. (2018). Instrumental Stakeholder Theory.
▪ Bridoux, F., & Stoelhorst, J. W. (2022). Stakeholder Governance: Solving Collective Action Problems.
▪ Freudenreich, B., Lüdeke-Freund, F., & Schaltegger, S. (2020). Stakeholder Theory Perspective on Business Models.
▪ Lazzarini, S. G. (2025). The Strategic Imperative: Normative Considerations in Stakeholder Engagement.
▪ Linzalone, R. et al. (2025). Exploring Stakeholder Engagement Network Behavior.
▪ Harrison, J. S. et al. (2019). Cambridge Handbook of Stakeholder Theory.
▪ Ács, A. (2024). A Strategic Approach to Stakeholder Engagement and Scenario Planning.