| Abstract [eng] |
Research problem What impact do social movements have on the forestry business in Lithuania, and how do stakeholder relationship management practices develop in this context? Research aim To reveal the demands that social movements direct at the forestry business in Lithuania, the forms of action employed, the resulting impacts, and how stakeholder management practices evolve in response to concerned societal groups. Research objectives: 1. To analyse academic literature on stakeholder, strategic management, and social movement theories in order to identify their interrelations within the forestry business context. 2. To identify the demands raised by social movements in Lithuania towards the forestry sector and the forms of action through which they aim to implement them. 3. To analyse how representatives of the forestry business perceive the activities of social movements and what kind of impact they experience. 4. To determine the strategies applied by the forestry business in response to the demands of social movements and how stakeholder management practices with societal groups develop in this context. This master's thesis examines the impact of social movements on the forestry business in Lithuania. The study aims to reveal the demands these movements direct at the sector, the forms of action through which they seek to implement them, the the impact experienced by the forestry business, and the ways in which stakeholder management practices with social movements evolve in this context. The research is based on a qualitative methodology, applying semi-structured interviews with representatives of forestry companies and social movements. The data were analysed following the principles of the Gioia methodology, combining both deductive and inductive approaches. The research findings reveal that social movements articulate a wide range of demands, encompassing environmental protection, landscape preservation, promotion of alternative economic activities, and the prioritization of public interest. These demands are directed at the forestry sector both directly—towards businesses—and indirectly—through governmental institutions and public pressure, aiming to influence the regulatory environment and forestry strategies. Symbolic and institutional initiatives dominate the activity forms of social movements, whereas pressure-based and confrontational tactics are less frequent. Nevertheless, the nature and intensity of these activities change dynamically depending on the situation. The research findings indicate that forestry business representatives identify several key aspects of the impact generated by social movements: the decline in asset and investment value, reduced investment attractiveness, increased vulnerability of jobs and local businesses, reputational damage, political and legal instability, and, in some cases, direct physical disruption of operations. These aspects reflect the complex and multilayered nature of the impact, encompassing economic, social, and institutional environmental risks. Relationship management with social movements is predominantly conducted through institutional channels and engagement with local communities, rather than through direct dialogue. Although isolated cooperation initiatives do exist, they remain insufficient for establishing sustainable relationships. The findings highlight the need to develop formal stakeholder requirement monitoring and early warning systems, incorporating not only economic but also social and reputational dimensions of impact. Moreover, a shift from one-way communication towards a multi-channel dialogue grounded in co-creation principles is emphasized. Such an approach would not only reduce uncertainty for the business but also strengthen its social license to operate and contribute to the creation of long-term value. |
