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Governments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. It is often necessary to manage expectations amongst the various stakeholders that contribute, while at the same time, maximizing the outcomes in what can sometimes be confrontational relationships between the respective stakeholders in this environment (Ali & Abdelfettah, 2016). There are a number of examples where cultural competence is paying dividends in organizational relationships (Elnashar, Abdelrahim, & Fetters, 2012; West-Olatunji, Henesy & Varney, 2015). It is apparent that with the globalization of private business markets, government relationships, and academic endeavors, that future focuses must orient towards a more proactive approach. Further literature review has indicated some necessary emerging terms. "Cultural intelligence" in the academic environment, based on studies of students and their interactions (Wang, Heppner, Wang & Zhu, 2015) appeared to influence their cultural competence outcomes. "Cultural humility" is another emerging term, which suggests "place-based community and cultural groups as partners or participants of environmental research interventions, in particular, require attention to place-based identities and geographical contexts" (Queen, 2015). While the emerging aspects (cultural intelligence and humility) are important, stakeholder theory also offers a grounding influence to this research. There is a rich literature base to draw from (Aaltonen & Kajula, 2016; Brower & Mahajan, 2013; Eskerod, Huemann, & Ringhofer, 2015; Eskerod, Huemann, & Savage, 2015; Fombrun, Pnzi, & Newberry, 2015; Hansen, 2010; Kelly, 2010; Mainardes & Raposo, 2012; Mitchell, Van Buren, Greenwood, & Freeman). A study that offers significant empirical insights on stakeholder influence (Susiene & Purvinis, 2015) may also offer an opportunity to extend this research to further develop stakeholder influence in the multi-cultural, multi-stakeholder environment that is continuing to develop in this increasing global economy. RESEARCH APPROACH The goal of this research required the initial literature review to focus on reference material containing key search words including the following: stakeholder theory, cultural competence, cultural humility, cultural intelligence, cultural communication, international relations, and security cooperation. To gain a broad range of articles of academic interest, the researcher performed all searches online using the University of South Florida libraries, facilitated through Google Scholar. Initial searches of each term resulted in hundreds of thousands of results. Applying some refinements to the search criteria resulted in limiting the results to 20,000 to 40,000 articles. In a number of the cases, the articles that appeared to have the most bearing on the topics also included references to foundational or seminal works from authors who led research into stakeholder theory and cultural communications. The author reviewed approximately 120 abstracts in this manner. Many of the abstracts discussed the importance of effective intercultural communication between organizations in the global context. Given the wide scope of the research that described outcomes, but not "how" effective intercultural communications (which tends to result in increased collaboration) may occur, the researcher also leaned towards abstracts that discussed stakeholder theory, in order to better understand inclusivity. As a result, 49 articles have been reviewed in detail to date, dealing specifically with cultural competence, cultural communication, stakeholder theory, and Department of Defense Security Cooperation (which is the audience the author will query to fill gaps in the present literature later on). …

Collaboration in Multi-stakeholder, Multi-cultural Organizational Environments