Territories in transformation: multi-stakeholder governance strategies and social value creation in community–company relations

DEVELOPMENT OF SHARED GOVERNANCE IN THE CONTEXT OF STRATEGIC IMPLEMENTATION OF EXECUTIVE ORDER 70

This study developed a Shared Governance Model in the context of the strategic implementation of Executive Order No. 70 (EO 70), which institutionalized the Whole-of-Nation Approach to End Local Communist Armed Conflict (ELCAC) in the Philippines. The research examined the current realities and challenges of governance and identified the critical factors that influence effective shared governance among government agencies, local government units, indigenous communities, and other stakeholders. A mixed-methods research design was employed, combining qualitative and quantitative approaches. Qualitative data were gathered through Key Informant Interviews (KIIs) with implementers and subject-matter experts from the development, security, and local governance sectors. Quantitative data were collected from 300 household respondents across the six provinces and cities of the Davao Region. Data analysis utilized thematic analysis, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and Structural Equation Modeling (SEM). Findings revealed persistent challenges in communication, coordination, collaboration, political dynamics, sociocultural inclusion, and economic resource allocation. The EFA extracted six governance dimensions, while subsequent CFA and model fit assessments resulted in a refined five-factor Shared Governance Model consisting of Collaborative Government Communication, Interagency Collaboration, Balanced Partnership Advocacy, Inclusive Governance, and Indigenous Vulnerability Dynamics. The model demonstrated satisfactory reliability and validity, indicating that these dimensions significantly contribute to effective governance and sustainable peacebuilding efforts under EO 70. The study concludes that shared governance is a multidimensional construct that strengthens stakeholder participation, institutional coordination, and community engagement. It recommends enhanced interagency mechanisms, inclusive governance practices, strengthened indigenous participation, and transparent resource management to improve the strategic implementation of EO 70 and promote long-term peace, security, and development in conflict-affected communities.

The Value Relevance of Sustainable Governance: How Cultural Peculiarities Reshape Priorities and Impacts

This study investigates the relevance of sustainable governance (SG) and its impactful elements in the context of the Russian market, a unique case of an isolated economy, using market value as a proxy for concept relevance. Adopting stakeholder and institutional approaches, this study uses panel data from 152 firms listed on the Moscow Exchange from 2020 to 2023 to analyze the SG concept in consistency with the World Economic Forum's governance framework, which decomposes SG into strategic, stakeholder, and anticorruption components. The findings reveal a significant, positive association between SG and firm market value, confirming the overall relevance of the environmental, social, and governance (ESG) triad's “G” component, even in a geopolitically isolated and institutionally distinctive context, although each SG component's value relevance differs. This study contributes to the stakeholder theory literature by highlighting the need to consistently contextualize global frameworks with institutional motivations and contributes to the broader debates on cultural specificity in governance theory.

Creating Value Together? Stakeholder Participation and Tensions in a Public Cultural Initiative

Cultural capital initiatives are viewed as platforms for social inclusion, urban change and value creation for stakeholders. However, how value is co-created, especially in small cities, remains underexplored. This study investigates value co-creation in the Lithuanian Capital of Culture initiative through a case study of Druskininkai (2025). Drawing on Service-Dominant Logic and the DART framework (Dialogue, Access, Risk-sharing and Transparency), the study adopts an interpretive qualitative approach to examine stakeholder participation and collaborative governance. Empirical data were collected through 11 semi-structured interviews with representatives from local government, cultural institutions, business organizations and community groups and were analyzed using thematic analysis. The findings show the initiative created cultural, social, symbolic, economic and personal value but also revealed uneven participation and influence among stakeholders. While dialogue among institutional actors was strong, peripheral participants had limited access, transparency and risk-sharing. The study highlights that inclusive cultural initiatives can still reproduce participation gaps within local governance. The article contributes to emerging debates on the relational and governance dimensions of value co-creation in public cultural initiatives and offers practical insights to strengthen more inclusive stakeholder participation.

From centralized control to participatory co-management: how institutional pluralism shapes stakeholders’ perceptions of the governance transition

Governance frameworks for small-scale coastal fisheries have historically relied on centralized, top-down management, limiting local stakeholder participation. This study analyzed the perceptions of 72 stakeholders involved in the artisanal hake fishery (Merluccius gayi peruanus) in northern Peru regarding the implementation of an Integrated Model of Participatory Governance for Small-Scale Fisheries (IMPG-SSF). To this end, Q methodology was applied using a forced distribution of 30 statements and factor analysis with Varimax rotation, complemented by a bootstrap procedure to assess the stability of the factor solution. The results enabled the identification of three differentiated narratives. The first interpreted co-management as an opportunity to strengthen socioecological sustainability, participation, and coordination among actors. The second expressed a favorable stance, although conditioned by the need for technical capacities, operational clarity, and institutional support. The third reflected a more critical view, associated with concerns about conflict, institutional weakness, and possible difficulties in implementing the model in complex local contexts. The factor solution exhibited high levels of reliability and stability under resampling. The integration of the findings showed that the transition toward participatory governance schemes depends not only on the recognition of local knowledge, but also on institutional strengthening, coordination among actors, and the gradual building of trust, leading to the conclusion that the implementation of the IMPG-SSF requires strategies adapted to the territorial and social dynamics of the artisanal fishery.

Equity, governance and the co-creation of value: an integrative framework and research agenda

This study examines the intersection of stakeholder engagement and value co-creation in tourism, synthesizing theoretical and empirical contributions spanning two decades of scholarship to develop an integrative governance framework applicable across destination management contexts. A systematic literature review following the PRISMA 2020 protocol was conducted across nine international databases, covering publications from 2004 to 2025. The final sample of 59 peer-reviewed articles was selected through a four-stage screening process combining dual-reviewer eligibility assessment and a 50-point quality scale, yielding a mean quality score of 38.6. Thematic synthesis of the 59-article corpus reveals a shift from transactional stakeholder consultation toward collaborative value ecosystems. The study introduces the COCREATE Model, an eight-dimension framework grounded in the reviewed evidence, and shows, through comparison with five antecedent frameworks, that equity is a constitutive rather than a contextual dimension of co-creation governance, absent from prior integrative models. Fourteen of the 59 articles identify power asymmetry as the primary inhibitor of co-creation outcomes, which grounds this elevation of equity. The COCREATE Model offers destination managers, policymakers and platform developers a set of implementation indicators for auditing the equity, transparency and accountability of co-creation processes, and it provides researchers with a structured 2025–2035 agenda for empirical validation across contrasting destination governance settings. The COCREATE Model is the first framework to integrate service-dominant logic, stakeholder engagement theory and digital governance into a single operational architecture and to position equity as a structural rather than a contextual dimension of co-creation governance.

IV. NEW PERSPECTIVES ON MANAGEMENT AND ORGANISATIONAL RESILIENCE