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  1. Tackling Grand Challenges beyond Dyads and Networks: Developing a Stakeholder Systems View Using the Metaphor of Ballet.Thomas J. Roulet & Joel Bothello - 2022 - Business Ethics Quarterly 32 (4):573-603.
    Tackling grand challenges requires coordination and sustained effort among multiple organizations and stakeholders. Yet research on stakeholder theory has been conceptually constrained in capturing this complexity: existing accounts tend to focus either on dyadic level firm–stakeholder ties or on stakeholder networks within which the focal organization is embedded. We suggest that addressing grand challenges requires a more generative conceptualization of organizations and their constituents as stakeholder systems. Using the metaphor of ballet and insights from dance theory, we highlight four defining (...)
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  • Expectations Meet Reality: Leader Sensemaking and Enactment of Stakeholder Engagement in Multistakeholder Social Enterprises.Nevena Radoynovska - forthcoming - Business and Society.
    Given the urgency of global crises, interest abounds in alternative organizational forms (e.g., multistakeholder social enterprises, MSEs), promising structural solutions to engage diverse stakeholders in the creation of joint social, economic, and democratic values. Yet, studies of the who, how, and why of stakeholder engagement are predominantly rooted in for-profit contexts, assuming objective boundaries between insider/outsider stakeholders and engagement as a means to an end. The context of MSEs challenges both of these assumptions. Based on interviews with leaders of 28 (...)
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  • Involving, Countering, and Overlooking Stakeholder Networks in Soft Regulation: Case Study of a Small-to-Medium-Sized Enterprise’s Implementation of SA8000.Katerina Nicolopoulou, Stewart R. Clegg, Ashly H. Pinnington & Manal El Abboubi - 2022 - Business and Society 61 (6):1594-1630.
    To achieve effective stakeholder governance in the context of international social accountability certification requires constructing a network of agreement. In a case study of a small-to-medium-sized enterprise, we examine managers’ attempts at enrolling participants in the supply chain to investigate how they strive to engage these stakeholders. We adopt actor-network theory and sensemaking theory to develop a novel approach to understanding social accountability standards’ certification in stakeholder networks. We argue that the design and operation of any SA standard across a (...)
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  • Stakeholder Engagement, Knowledge Problems and Ethical Challenges.J. Robert Mitchell, Ronald K. Mitchell, Richard A. Hunt, David M. Townsend & Jae H. Lee - 2020 - Journal of Business Ethics 175 (1):75-94.
    In the management and business ethics literatures, stakeholder engagement has been demonstrated to lead to more ethical management practices. However, there may be limits on the extent to which stakeholder engagement can, as currently conceptualized, resolve some of the more difficult ethical challenges faced by managers. In this paper we argue that stakeholder engagement, when seen as a way of reducing five types of knowledge problems—risk, ambiguity, complexity, equivocality, and a priori irreducible uncertainty—can aid managers in resolving such ethical challenges. (...)
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  • Stakeholder Engagement: Past, Present, and Future.Daniel Laude, Anna Heikkinen, Heta Leinonen, Sybille Sachs & Johanna Kujala - 2022 - Business and Society 61 (5):1136-1196.
    Stakeholder engagement has grown into a widely used yet often unclear construct in business and society research. The literature lacks a unified understanding of the essentials of stakeholder engagement, and the fragmented use of the stakeholder engagement construct challenges its development and legitimacy. The purpose of this article is to clarify the construct of stakeholder engagement to unfold the full potential of stakeholder engagement research. We conduct a literature review on 90 articles in leading academic journals focusing on stakeholder engagement (...)
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  • Stakeholders’ Influence on French Unions’ CSR Strategies.Christelle Havard & André Sobczak - 2015 - Journal of Business Ethics 129 (2):311-324.
    Labor unions are key stakeholders in the field of corporate social responsibility but researchers have paid surprisingly little attention to their CSR strategies. This article extends stakeholder theory by treating unions as having stakeholders that influence their CSR strategies. Drawing on qualitative data from a longitudinal study on selected unions in France between 2006 and 2013, this paper analyzes the underlying reasons for the differences in their approaches. It finds connections between the unions’ CSR strategy, and the perception of and (...)
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  • Stakeholder engagement through empowerment: The case of coffee farmers.Chiara Civera, Simone de Colle & Cecilia Casalegno - 2019 - Business Ethics 28 (2):156-174.
    While most studies on stakeholder engagement focus on high-power stakeholders (typically, employees), limited attention has been devoted to the engagement of low-power stakeholders. These have been defined as vulnerable stakeholders for their low capacity to influence corporations. Our research is framed around the engagement of low-power stakeholders in the coffee industry who are, paradoxically, critical resource providers for the major roasters. Through the case study of Lavazza—the leading Italian roaster—we investigate empowerment actions addressed to smallholder farmers located in Brazil, India, (...)
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