Znaczenie interesariuszy zewnętrznych w kształtowaniu doświadczeń organizacji

Experiences derived from stakeholder relationships play a fundamental role in shaping market direction and organisational development. Based on conducted research, it can be concluded that stakeholder experiences are created in various ways, and their intensity depends on the level of engagement of individual entities. Science and technology parks, as well as open-air museums, facilitate the creation of experiences through the organisation of various events, training sessions, and networking meetings. In the hospitality industry, it has been observed that standards guaranteeing quality and respect for environmental values serve as tools for intensifying stakeholder experiences, fostering trust, and ensuring loyalty. Technology also plays a crucial role in supporting these experiences, contributing to trust-building, knowledge-sharing, and reputation enhancement.

The obtained results suggest that relationship-building activities are not random but rather planned and typically integrated into strategies or other operational documents. Furthermore, enterprises that demonstrate limited efforts in developing stakeholder relationships, such as those in the food industry, often struggle with the absence of adequate strategies that could define and guide their approaches in creating meaningful experiences and relationships. Experiences resulting from stakeholder collaboration also lead to several positive outcomes, including organisational growth, access to funding, enhanced innovation and competitiveness, resource exchange, strategic changes, and improved operational efficiency. Positive experiences strengthen a company's reputation, making it more credible, structurally stable, and socially responsible. They can increase stakeholder loyalty and contribute to better business performance. Additionally, experiences—even those of a negative nature—can constructively impact organisational policies, decisions, and strategies. An example of such experiences is provided in the chapter discussing the heavy industry, where criticism from another country or environmental organisations led to changes in environmental policies and strategic directions.

In conclusion, stakeholder relationships and the experiences derived from them are not only crucial for an organisation’s immediate success but also shape its future development, influencing all aspects of its operations, including ESG principles. This suggests that experiences enrich organisations with knowledge, enabling continuous learning and improvement, a characteristic feature of modern entities operating in knowledge-based economies. Furthermore, these experiences foster innovation and adaptability, allowing organisations to maintain competitiveness in a rapidly changing market. By leveraging stakeholder insights, organisations can better anticipate future trends and challenges, ensuring long-term stability and growth. It is also essential to recognise that stakeholder experiences are bidirectional, and organisational decisions in response to these experiences may have far-reaching consequences, both positive and negative, necessitating careful consideration.