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Sybille Sachs [20]Sybille R. Sachs [3]
  1.  28
    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.  11
    Facing the Normative Challenges: The Potential of Reflexive Historical Research.Sybille Sachs & Christian Stutz - 2018 - Business and Society 57 (1):98-130.
    This article explores methodological problems of qualitative research templates, that is, the Eisenhardt and the Gioia case study approaches, which are relevant for the business and society scholarship and outlines a reflexive historical research methodology that has the potential to face these challenges. Building on Hans-Georg Gadamer’s philosophical hermeneutics, we draw critical attention to qualitative B&S research and frame the methodological problems identified as the normative challenges of qualitative research, that is, to productively deal with both the researchers’ norms and (...)
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  3.  4
    Stakeholder Engagement: Clinical Research Cases.Sybille Sachs, Johanna Kujala & R. Freeman (eds.) - 2017 - Springer Verlag.
    This book offers a case-study approach to stakeholder theory that moves beyond theoretical analysis to the applied. As stakeholder theory has moved into the mainstream of management thinking in business ethics and a number of the management disciplines, there is an increasing need to explore the subtleties of stakeholder engagement via examples from practice. The case studies in this volume explore a number of aspects of the idea of stakeholder engagement, via the method of clinical case studies. Edited by leading (...)
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  4.  23
    The Impact of Stakeholder Identities on Value Creation in Issue-Based Stakeholder Networks.Thomas Schneider & Sybille Sachs - 2017 - Journal of Business Ethics 144 (1):41-57.
    In this conceptual paper, we draw on social identity theory as a means to bridge individuals’ memberships in social groups with value creation in stakeholder networks defined by a socio-economic issue. To address recent calls for microfoundations of stakeholder theory, we introduce a reconceptualization of stakeholders as social groups to examine how value is defined and interpreted in intergroup processes embedded in an issue-based stakeholder network. We establish a theoretical model of value creation that links individuals’ identification with stakeholder groups (...)
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  5.  49
    Toward Dynamic Corporate Stakeholder Responsibility: From Corporate Social Responsibility Toward a Comprehensive and Dynamic View of Corporate Stakeholder Responsibility.Sybille Sachs & Marc Maurer - 2009 - Journal of Business Ethics 85 (S3):535-544.
    Today, sustainable relations with a broad range of key stakeholders are not only important from a normative business ethics perspective, but also from an entrepreneurial viewpoint to allow and support the long-term survival of a firm. We will argue that the traditional conception of a firm’s corporate social responsibility does not reflect this view and that a comprehensive and dynamic conception of a firm’s responsibilities is necessary to map the reality of business practice and to manage the challenges implied by (...)
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  6. 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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  7.  50
    Sustainable Success with Stakeholders – The Untapped Potential.Sybille Sachs, Edwin Rühli & Isabelle Kern - 2009 - The Society for Business Ethics Newsletter 20 (1):6-6.
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  8.  40
    Stakeholder Governance as a Response to Wicked Issues.Sybille Sachs, Edwin Rühli & Claude Meier - 2010 - Journal of Business Ethics 96 (S1):57-64.
  9.  38
    Stakeholder Relations as a Corporate Core to Operate, Compete and Innovate.Sybille Sachs, Edwin Rühli & Isabelle Kern - 2007 - Proceedings of the International Association for Business and Society 18:470-475.
    In this paper we aim to show that based on an effective stakeholder management corporations are able to build and maintain three important licences tosuccessfully fulfil their fundamental value creation task, namely the licence to operate, the licence to compete and the licence to innovate. The corporation is regarded as an institution engaged in mobilizing resources for productive uses in order to create wealth with and for its stakeholders. Our concept of the three licences is based on the widely discussed (...)
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  10. Implementing the Stakeholder View.Sybille Sachs & Marc Maurer - 2004 - Proceedings of the International Association for Business and Society 15:425-435.
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  11. Implementing the Stakeholder View.Sybille Sachs, Edwin Rühli & Daniel Peter - 2003 - Proceedings of the International Association for Business and Society 14:384-392.
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  12.  34
    Qualitative Comparative Methods for Multiple Case Studies - An Empirical Investigation for Strategic Stakeholder Management.Sybille Sachs & Dominic Käslin - 2006 - Proceedings of the International Association for Business and Society 17:316-321.
    This paper describes a structured approach to the selection of an analytic strategy for cross-case analysis and a method for data display. To this end, criteria will be developed addressing both, aspects of scientific rigor as well as the practicability of application and the application of the decision process will be demonstrated.
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  13.  26
    How Stakeholder Relations Impact Corporate Strategy - An Empirical Investigation.Sybille Sachs, Edwin Rühli & Veronika Mittnacht - 2007 - Proceedings of the International Association for Business and Society 18:476-481.
    Practitioners and leading scholars emphasize the need of integrating the notion of stakeholder more systematically into strategy theory. In corporate reality, this process has been on its way for quite some time because companies realized that a one-sided orientation to short-term shareholder value is a too narrow conception for strategic management, especially since firms’ strategically relevant resources today are not purely of financial nature but most importantly knowledge oriented. This paper will evaluate some insights into good practices of strategic stakeholder (...)
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  14.  27
    Reply to Leisinger.Sybille Sachs - 2012 - Business and Professional Ethics Journal 31 (1):187-193.
    The paper of Klaus Leisinger is a comprehensive description and reflection on the role and responsibilities of key stakeholders to complex and urgent issues, and suggests novel approaches such as stakeholder collaborations for Global Health. Most corporations have, until recently, focused on a small set of stakeholders in regard to creating corporate value. Increasingly, however, corporations are facing broad ranging and complex issues. To deal with them, they realize that their present business model might be too narrow. To improve the (...)
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  15.  26
    The Contribution of the Stakeholder View to the Knowledge Creation Framework of Nonaka and Takeuchi.Sybille Sachs & Isabelle Kern - 2005 - Proceedings of the International Association for Business and Society 16:337-341.
    As knowledge creation quickly gains importance for globally active corporations, we attempt to combine the advantages of the Stakeholder View with those of the SECI model by Nonaka and Takeuchi. In order to support the mental processes of the stakeholders, we use so-called topic maps to transform implicit into explicit knowledge and to visualize it. The preliminary propositions are illustrated by the case study of Swiss Re.
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  16.  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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  17.  7
    The Contribution of Evolution Theory to a New Normative Core for Stakeholder Theory.Sybille Sachs & Edwin Rühli - 2001 - Proceedings of the International Association for Business and Society 12:471-481.
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  18.  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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  19.  2
    Towards a Dynamic and Complex Stakeholder Management.Sybille R. Sachs, Edwin Rühll & Ruth Schmitt - 1998 - Proceedings of the International Association for Business and Society 9:1023-1034.
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  20.  4
    How The Society Influences the Firm's Competitive Advantage and the Scope of Managerial Discretion.Sybille Sachs & Daniel Böhi - 1995 - Proceedings of the International Association for Business and Society 6:889-900.
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  21.  1
    Redefining the Corporation - A Case Study on Shell, a Multinational Corporation.Sybille R. Sachs, Edwin Rühll, Ruth Schmitt & Daniel Peter - 1999 - Proceedings of the International Association for Business and Society 10:285-296.
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  22.  1
    The Corporation's Changing Functions Within Society and its Managerial Implications.Sybille R. Sachs, Edwin Rühli & Ruth Schmitt - 1997 - Proceedings of the International Association for Business and Society 8:785-796.
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