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  1.  29
    Innovation in Multistakeholder Settings: The Case of a Wicked Issue in Health Care.Edwin Rühli, Sybille Sachs, Ruth Schmitt & Thomas Schneider - 2017 - Journal of Business Ethics 143 (2):289-305.
    In this article, we offer an approach of how participative stakeholder innovation can be evaluated in complex multistakeholder settings that address wicked issues. Based on the principle of mutual value creation, we present an evaluation framework that accounts for the social interaction process during which stakeholders integrate their resources and capabilities to develop innovative products and services. To assess this evaluation framework, we collected multiple data from the case study of the Swiss Cardiovascular Network, which represents a multistakeholder setting related (...)
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  2.  28
    Dealing with Wicked Issues: Open Strategizing and the Camisea Case. [REVIEW]Ruth Schmitt - 2010 - Journal of Business Ethics 96 (S1):11-19.
    The purpose of this article is to demonstrate, based on an extensive study of the Shell-led Camisea gas project in Peru, how what we believe to be a new approach to dealing with stakeholders, focusing on sense-making and combining industry dynamics and stakeholder empowerment, was developed. The project’s success was measured by the fact that, unlike similar projects around the world, it did not meet with major opposition during its 4-year life span. Those involved in the Camisea project succeeded in (...)
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  3.  25
    Decentered Stakeholder Theory: Toward a Research Agenda.Dominic Kaeslin, Ruth Schmitt & Jerry Calton - 2007 - Proceedings of the International Association for Business and Society 18:448-452.
    In this workshop, a decentered approach to stakeholder theory is proposed, where a shared network problem, rather than a firm, frames stakeholder interactions. Two case studies are presented to illustrate the potential usefulness of adopting a decentered perspective on firm-stakeholder relations. Multi-stakeholder learning dialogues and actor-network theory are introduced as examples of possible theoretical frameworks that allow the adoption of a decentered perspective.
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  4.  17
    Stakeholder Value Management System.Sybille Sachs, Ruth Schmitt & Irene Perrin - 2008 - Proceedings of the International Association for Business and Society 19:470-482.
    Corporate success is understood as stakeholder value, which is based on three licenses: the licenses to innovate, to compete, and to operate. Stakeholders contribute to these three licenses through their benefit and risk potentials. Based on four cases, a stakeholder value management system is developed which provides managers with a tool to systematically use the benefit potentials that lie in stakeholder relations. The links between corporate value creation and stakeholders are identified.
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  5.  19
    The Strategic Impact of Stakeholders’ Perceptions: A Single Case Study From the Pharmaceutical Industry.Sybille Sachs, Ruth Schmitt & Hans Groth - 2008 - Proceedings of the International Association for Business and Society 19:441-452.
    The paper develops a framework to evaluate a network's stakeholders' perceptions concerning an issue which is highly relevant for all stakeholders. The framework helps us to understand how stakeholder networks impact perceptions and vice versa, which will result in a better understanding of the interrelatedness of a network. On the other hand, it helps corporations to become more effective increating wealth with and for their stakeholders.
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