You have to get commitment before scheduling a meeting.
Look. I can fire off a meeting maker to Joe Biden and Vladimir Putin for tomorrow afternoon with subject "State of the Ukraine". No matter how persuasive I am in the text (and you did include a justification for why you're meeting, right?), they will not even read it.
That situation is ridiculous though, right? Who am I to roll in, acting like heads of state owe me obedience? Unfortunately, that's the same attitude on display when someone fires off a meeting maker and expects attendance. There are some situations where it's appropriate: the CEO can legitimately declare an all-hands; your boss can demand you appear in his office at 8:00 sharp tomorrow morning. But for a larger team with different priorities, leading them means leading them, not trying to order them about.
You have basically two kinds of stakeholders plus one other group: people whose input/concurrence you need, people who need that input, and everyone else. Everyone else, it's okay to fire off the meeting maker (though not ideal). You don't care whether they show up, so it's fine to provide the opportunity and let them decide.
For people whose input you need, talk to them beforehand:
Dear Bob, Jeff, Fred, and Alice,
I got tasked with resolving the
wobbly-widget issue, and you're the widget safety experts. I'd like to
get a kickoff together ASAP with all of you within the next day or
two. My team is free anytime except Tuesday from 11-1. As a basic
guess at an agenda, we need to cover the design constraints on the
widget hinge, review the three incident reports, and agree on some
basic roles and responsibilities. I see that taking 90 minutes. Checking your calendars, Wednesday at 1300 looks free. Does that work for everyone?
Follow up by phone if needed. Then you're expressing why you need their time, what will be accomplished, and getting their commitment to attend. When you send the meeting maker, it just documents that existing commitment.
"People who need information" should be basically the team you're working with. If it's not worth their showing up at that time, it's not worth holding the meeting at that time (there's some wiggle room on that, but not much). You should understand (or control) their calendars well enough that you can take that into account when reaching out to the people whose inputs you need. You should probably prime them for the meeting around the same time with a similar email (though phone calls or face-to-face are often better).
Once you have laid the groundwork, it's much less likely that people will blow off your meetings. (It's also possible that you will find that some meetings you wanted to hold aren't justified - that's good feedback and you just found an efficiency!)