The Link between Stakeholder Engagement and Strategic Planning in the Ghana Forestry Sector: A Systematic Literature Review
- June 30, 2022
- Posted by: rsispostadmin
- Categories: IJRISS, Social Science
International Journal of Research and Innovation in Social Science (IJRISS) | Volume VI, Issue V, May 2022 | ISSN 2454–6186
Mercy Serwah Owusu Ansah1, Emmanuel Oppong Peprah2
1Graduate School, Valley View University, Accra, Ghana Director, Tropenbos Ghana
2Management and Public Admin. Dept., Faculty of Business, Accra Technical University, Accra, Ghana
Abstract: The study explores stakeholder engagement and strategic planning in Ghana’s forestry sector. Stakeholder engagement has been studied in sustainable development over the past two decades, particularly the Sustainable Development Goals (SDGs), which aim to “leave no one behind.” Indeed, emerging approaches to sustainable development emphasize the need to create relationships with stakeholders and the search for appropriate methods to include stakeholders in local strategic planning—this literature review analyses how stakeholders have been involved in strategic planning in Ghana’s forestry sector. The aim is to identify possible opportunities for developing governance structures that enhance stakeholder participation in policy and strategic planning. Aligning forest stakeholders around a shared purpose will contribute to the sustainable management of the resource.
Key Words: Stakeholder Engagement, Strategic Planning, Stakeholder Participation
I. INTRODUCTION
Good governance emerged as a significant engagement area among donors in the 1990s (Norris, 2011; Carothers & Brechenmacher, 2014) due to rising concern about the adverse effects of state capture and inadequate accountability in government institutions to influence policy formulation, planning, and implementation. Creating governance systems that are inclusive, representational, and lead to shared outcomes has emerged top priority in international development. The Sustainable Development Goals (SDGs) and Agenda 2030 by the United Nations, that pledge to leave no one behind (UN, 2015), is probably the most ambitious expressions of inclusiveness. The SDG 16 calls on all signing nations to “promote peaceful and inclusive communities for sustainable development, guarantee equal access and establish effective, accountable, and inclusive institutions” (UN, 2015). Other SDGs contain commitments to “combat marginalization and meet the needs of all groups, such as gender equality in SDG 5 and addressing inequality in SDG 10 (Glassco & Holguin, 2016). The SDGs represent a robust transformational framework based on a shared understanding of inclusive institutions addressing inequality and exclusion.
Organizations have long understood that there must be a strategic fit between the organization’s aims and capabilities to remain competitive. Organizations must practice inclusive governance by ensuring that the strategic management process
