Integrated Thinking for Stakeholder Engagement : A processing model for judgments and choice in situations of cognitive complexity. / Rinaldi, Leonardo.

Routledge Handbook of Integrated Reporting. ed. / Charl de Villiers. London : Routledge, 2020.

Research output: Chapter in Book/Report/Conference proceedingChapter

Forthcoming

Standard

Integrated Thinking for Stakeholder Engagement : A processing model for judgments and choice in situations of cognitive complexity. / Rinaldi, Leonardo.

Routledge Handbook of Integrated Reporting. ed. / Charl de Villiers. London : Routledge, 2020.

Research output: Chapter in Book/Report/Conference proceedingChapter

Harvard

Rinaldi, L 2020, Integrated Thinking for Stakeholder Engagement: A processing model for judgments and choice in situations of cognitive complexity. in C de Villiers (ed.), Routledge Handbook of Integrated Reporting. Routledge, London.

APA

Rinaldi, L. (Accepted/In press). Integrated Thinking for Stakeholder Engagement: A processing model for judgments and choice in situations of cognitive complexity. In C. de Villiers (Ed.), Routledge Handbook of Integrated Reporting Routledge.

Vancouver

Rinaldi L. Integrated Thinking for Stakeholder Engagement: A processing model for judgments and choice in situations of cognitive complexity. In de Villiers C, editor, Routledge Handbook of Integrated Reporting. London: Routledge. 2020

Author

Rinaldi, Leonardo. / Integrated Thinking for Stakeholder Engagement : A processing model for judgments and choice in situations of cognitive complexity. Routledge Handbook of Integrated Reporting. editor / Charl de Villiers. London : Routledge, 2020.

BibTeX

@inbook{989b08c241334be285cff29f4695468c,
title = "Integrated Thinking for Stakeholder Engagement: A processing model for judgments and choice in situations of cognitive complexity",
abstract = "How is {\textquoteleft}Integrated Thinking{\textquoteright} implicated in stakeholder engagement? Framing engagement programmes poses serious dilemmas for decision-makers who, on the one hand, are increasingly asked to involve stakeholders in the development or implementation of corporate plans, but on the other, fall back on intuitive judgment (and its major biases) when it comes to making decisions. This chapter argues that integrated thinking can be thought of as a dynamic process in which judgments and choices are influenced by heuristics and biases constantly (re-)negotiated through active exchange with stakeholders. Drawing on Daniel Kahneman{\textquoteright}s (2012) work on decision-making, the chapter proposes a process model for judgments and choice that helps illustrate how integrated thinking can contribute more effectively to contemporary stakeholder engagement struggles. ",
keywords = "integrated thinking, stakeholder engagement",
author = "Leonardo Rinaldi",
year = "2020",
month = jun
day = "5",
language = "English",
editor = "{de Villiers}, Charl",
booktitle = "Routledge Handbook of Integrated Reporting",
publisher = "Routledge",

}

RIS

TY - CHAP

T1 - Integrated Thinking for Stakeholder Engagement

T2 - A processing model for judgments and choice in situations of cognitive complexity

AU - Rinaldi, Leonardo

PY - 2020/6/5

Y1 - 2020/6/5

N2 - How is ‘Integrated Thinking’ implicated in stakeholder engagement? Framing engagement programmes poses serious dilemmas for decision-makers who, on the one hand, are increasingly asked to involve stakeholders in the development or implementation of corporate plans, but on the other, fall back on intuitive judgment (and its major biases) when it comes to making decisions. This chapter argues that integrated thinking can be thought of as a dynamic process in which judgments and choices are influenced by heuristics and biases constantly (re-)negotiated through active exchange with stakeholders. Drawing on Daniel Kahneman’s (2012) work on decision-making, the chapter proposes a process model for judgments and choice that helps illustrate how integrated thinking can contribute more effectively to contemporary stakeholder engagement struggles.

AB - How is ‘Integrated Thinking’ implicated in stakeholder engagement? Framing engagement programmes poses serious dilemmas for decision-makers who, on the one hand, are increasingly asked to involve stakeholders in the development or implementation of corporate plans, but on the other, fall back on intuitive judgment (and its major biases) when it comes to making decisions. This chapter argues that integrated thinking can be thought of as a dynamic process in which judgments and choices are influenced by heuristics and biases constantly (re-)negotiated through active exchange with stakeholders. Drawing on Daniel Kahneman’s (2012) work on decision-making, the chapter proposes a process model for judgments and choice that helps illustrate how integrated thinking can contribute more effectively to contemporary stakeholder engagement struggles.

KW - integrated thinking

KW - stakeholder engagement

M3 - Chapter

BT - Routledge Handbook of Integrated Reporting

A2 - de Villiers, Charl

PB - Routledge

CY - London

ER -