Understanding organizational context

Kemp, Deanna (2011). Understanding organizational context. In Frank Vanclay and Ana Maria Esteves (Ed.), New directions in social impact assessment: Conceptual and methodological advances (pp. 20-37) Cheltenham, United Kingdom: Edward Elgar.

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads
Author Kemp, Deanna
Title of chapter Understanding organizational context
Title of book New directions in social impact assessment: Conceptual and methodological advances
Place of Publication Cheltenham, United Kingdom
Publisher Edward Elgar
Publication Year 2011
Sub-type Research book chapter (original research)
ISBN 9781849801171
Editor Frank Vanclay
Ana Maria Esteves
Chapter number 2
Start page 20
End page 37
Total pages 18
Total chapters 21
Collection year 2012
Language eng
Abstract/Summary It is widely accepted that organizations and their organizational arrangements are important in understanding development (Cowell et al., 2001). This chapter seeks to answer the question: what does 'organization' mean for social impact assessment (SIA)? There are many organizational forms that can influence SIA outcomes and processes, such as political parties, government agencies, regulatory bodies, family units, corrununity groups, landowner associations, local and . regional councils, Indigenous representative bodies, consulting firms, financing organizations and project proponents. The focus of this chapter is on the project proponent and, in particular, large, hierarchical , multinational organizations in heavy footprint industries such as the extractive industries (e.g. mining, oil and gas) and construction (e.g. for dams and other large scale infrastructure). Specifically, this chapter considers the degree to which project proponent organizations influence SIA processes and outcomes. It remains a fact that in most contexts, particularly jurisdictions that are pro-development, project proponents hold considerable power and are able to significantly influence outcomes. [Extract]
Q-Index Code B1
Q-Index Status Confirmed Code
Institutional Status UQ

Version Filter Type
Citation counts: Google Scholar Search Google Scholar
Created: Fri, 07 Oct 2011, 09:13:39 EST by Ms Emma Schneider on behalf of Centre for Social Responsibility in Mining