Stakeholder Management in Engaged Research: A Practical Guide for Social economy organisations

For social economy organisations (SEOs) stepping into research, stakeholder management can feel like unfamiliar territory in a new field. Stakeholder management is the process of identifying, analysing, and engaging with individuals or groups who can affect or be affected by a project, and it is an important element of an engaged research project. Unlike traditional research, engaged research is collaborative by nature, oftentimes bringing together SEOs, researchers, funders, communities, policymakers, and peer organisations to co-create knowledge and maximise impact. Managing these relationships well can strengthen your project, improve outcomes, and extend the reach of your findings.

A useful starting point is to recognise that not all stakeholders require the same level of engagement. This is where a stakeholder matrix (first developed by Aubrey Mendelow in 1991) can be a useful tool. A stakeholder matrix helps you map stakeholders based on two factors: their level of influence over the project and their level of interest in it. This helps you to tailor your engagement rather than following a one size fits all approach.

According to the matrix, stakeholders fall into one of four categories:

1. Manage Closely (High Influence, High Interest)

Funders are a clear example of stakeholders who often fall into this category. They are invested in the success of your project and often control critical resources. Strong, consistent engagement is essential. 

2. Keep Satisfied (High Influence, Lower Interest)

Policymakers can have influence but limited time or direct involvement in engaged research projects. Rather than frequent updates, focus on targeted, high-value communication. 

3. Keep Informed (Lower Influence, High Interest)

Peer organisations, networks, and external service providers may have high levels of interest in your research, especially if it relates to their work or communities. While they may not directly shape your project, they can amplify its impact. Regular updates, collaborative opportunities, and shared learnings are particularly valuable here. 

4. Monitor (Low Influence, Low Interest)

Some stakeholders may not seem immediately relevant, but their role can evolve over time. It is important to keep a light-touch awareness of these actors. Periodic check-ins or simply staying informed about their work ensures you are ready to engage if their interest or influence grows.

These are illustrative examples only. Stakeholders may not always fit neatly into a single category and engagement levels can vary (for example, some funders may show less interest or involvement than expected).

Using the Matrix Throughout the Project

The stakeholder matrix is not a one-off exercise. Stakeholder positions can shift as your project progresses - new partners may emerge, policy contexts may change, or interest levels may adjust. Revisiting and updating your matrix at different stages (such as project design, mid-point, and dissemination) helps ensure your engagement remains relevant. It is also useful to complete and revisit the matrix with the project research team to ensure there is alignment, as there may be stakeholders you overlook or position differently to a research partner or colleague.

In practice, effective stakeholder management contributes to building strategic relationships and can enhance the quality of your research to ensure it contributes to the communities and systems you aim to support.

Explore this topic - and many more - in the RISE training course, which will be freely available in the “training” section of this website this summer.  

Áine O'Connor - The Wheel

References:

Mendelow, A. (1991) 'Stakeholder Mapping', Proceedings of the 2nd International Conference on Information Systems, Cambridge, MA (December 1991), pp. 113-125.