Results for 'stakeholder management'

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  1.  79
    Stakeholder Management, Reciprocity and Stakeholder Responsibility.Yves Fassin - 2012 - Journal of Business Ethics 109 (1):83-96.
    Stakeholder theory advocates that firms bear responsibility for the implications of their actions. However, while a firm affects or can affect stakeholders, stakeholders can also affect the corporation. Previous stakeholder theorising has neglected the reciprocal nature of responsibility. The question can be asked whether—in a spirit of reciprocity, loyalty and fairness—stakeholders should treat the corporation in a fair and responsible way. This study based on different definitions of stakeholders argues that various stakeholder attributes differ for different categories (...)
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  2.  67
    From Stakeholder Management to Stakeholder Accountability: Applying Habermasian Discourse Ethics to Accountability Research.Andreas Rasche & Daniel E. Esser - 2006 - Journal of Business Ethics 65 (3):251-267.
    Confronted with mounting pressure to ensure accountability vis-à-vis customers, citizens and beneficiaries, organizational leaders need to decide how to choose and implement so-called accountability standards. Yet while looking for an appropriate standard, they often base their decisions on cost-benefit calculations, thus neglecting other important spheres of influence pertaining to more broadly defined stakeholder interests. We argue in this paper that, as a part of the strategic decision for a certain standard, management needs to identify and act according to (...)
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  3.  44
    Does Stakeholder Management have a Dark Side?Carmelo Cennamo, Pascual Berrone & Luis R. Gomez-Mejia - 2009 - Journal of Business Ethics 89 (4):491-507.
    This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management (SM) orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance. The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. (...)
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  4.  67
    Stakeholder Management Capability: A Discourse–Theoretical Approach.Abe Zakhem - 2008 - Journal of Business Ethics 79 (4):395-405.
    Since its inception, Stakeholder Management Capability (SMC) has constituted a powerful hermeneutic through which business organizations have understood and leveraged stakeholder relationships. On this model, achieving a high level of capability largely depends on managerial ability to effectively bargain with stakeholders and establish solidarity vis-à-vis the successful negotiation, implementation, and execution of "win–win" transactional exchanges. Against this account, it is rightly pointed out that a transactional explanation of stakeholder relationships, regarded by many as the bottom line (...)
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  5.  78
    Stakeholder Management Theory, Firm Strategy, and Ambidexterity.Mario Minoja - 2012 - Journal of Business Ethics 109 (1):67-82.
    Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting (...)
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  6.  97
    Stakeholder Management Theory: A Critical Theory Perspective.Darryl Reed - 1999 - Business Ethics Quarterly 9 (3):453-483.
    This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A key characteristic of the (...)
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  7.  35
    Stakeholders management systems: Empirical insights from relationship marketing and market orientation perspectives. [REVIEW]J. Garcia de Madariaga & C. Valor - 2007 - Journal of Business Ethics 71 (4):425-439.
    This paper explores the managerial aspects of the relationship with stakeholders, under the assumption that transfer of knowledge is being made from relationship marketing and market orientation perspectives. These marketing tools may prove useful to manage the relationship with other stakeholders, as has been the case with customers. This study focuses on a sample of Spanish companies representing 43% of listed companies with the largest market capitalization. Given that this is the first time that corporate relationship with stakeholders is analyzed (...)
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  8.  9
    Incumbent Stakeholder Management Performance and New Entry.André Laplume, Kent Walker, Zhou Zhang & Xin Yu - 2021 - Journal of Business Ethics 174 (3):629-644.
    Instrumental stakeholder theory seeks to explain how managing stakeholders effectively can yield competitive advantage for incumbent firms. We extend instrumental stakeholder theory to explain and predict future competition operationalized as new entrepreneurial entries. Our study is among the first to empirically examine the relationships between aggregate stakeholder management performance and the entrepreneurial entries of individuals. Using a combined U.S. dataset from 2003 to 2013 from the Kinder, Lydenberg and Domini Index, Compustat, and Kauffman’s Entrepreneurship Survey, we (...)
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  9.  17
    Corporate Stakeholder Management: Western and Indian Perspectives—An Overview.Shashank Shah & A. Sudhir Bhaskar - 2008 - Journal of Human Values 14 (1):73-93.
    In recent times there have been scores of corporate failures all over the world due to moral turpitude, lack of good governance, and erosion of values. The need for a change in corporates’ approach towards stakeholder management is greater now than ever before. Though the term ‘stakeholder’ was first used in the West in the 1930s, this concept has been highlighted in the ancient Indian scriptures written centuries ago. These highlight the methodologies the kings used to ensure (...)
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  10.  47
    Business & Society: Ethics and Stakeholder Management.Archie B. Carroll - 2002 - South-Western College Pub./Thomson Learning.
    Business and Society: Ethics and Stakeholder Management, 5th edition employs a stakeholder management framework, emphasizing business' social and ethical responsibilities to both external and internal stakeholder groups. A twin theme of business ethics to illustrate how ethical or moral considerations are included the public issues facing organizations and the decision making process of managers. The text is written from a managerial perspective that along with the twin themes of stakeholders and ethics, shows how to identify (...)
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  11.  57
    The Future of Stakeholder Management Theory: A Temporal Perspective. [REVIEW]Alain Verbeke & Vincent Tung - 2013 - Journal of Business Ethics 112 (3):529-543.
    We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm’s competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a (...)
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  12.  56
    Stakeholder management and the avoidance of corporate control.Morten Huse & Dorthe Eide - 1996 - Business and Society 35 (2):211-243.
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  13.  9
    Stakeholder management online: an empirical analysis of US and Swedish political party web sites.Robert A. Opoku & Edem B. Williams - 2010 - Journal of Information, Communication and Ethics in Society 8 (3):249-269.
    PurposeGiven the seeming lack of research on the influence of stakeholder activities on organisations such as political parties in the online environment, the purpose of this paper is to empirically investigate how political parties use their web sites to serve and manage their relationships with stakeholders.Design/methodology/approachThis is a qualitative paper, in which a cross‐national comparative analysis has been conducted on four illustrative cases. Personal interviews and web site observations were used as the main data collection methods. Three concurrent flows (...)
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  14.  44
    Internal effects of stakeholder management devices.Sara A. Morris - 1997 - Journal of Business Ethics 16 (4):413-424.
    Stakeholder management devices (SMDs) are the mechanisms through which organizations respond to stakeholder concerns. Given that SMDs serve as organizational control systems for employees and managers, this research investigates the internal rather than the external effects of a firm's SMDs. Unlike most previous research, I examined the effects of these formal structures, processes, and procedures in the aggregate, rather than focusing attention on a single type of device. The study investigates the effects of a firm's stakeholder (...)
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  15.  38
    A Network Perspective on Stakeholder Management: Facilitating Entrepreneurs in the Discovery of Opportunities.Wim Vandekerckhove & Nikolay A. Dentchev - 2005 - Journal of Business Ethics 60 (3):221-232.
    The problem of opportunity discovery is at the heart of entrepreneurial activity. Cognitive limitations determine the search for and the analysis of information and, as a consequence, constrain the identification of opportunities. Moreover, typical personal characteristics – locus of control, need for independence and need for achievement – suggest that entrepreneurs will tend to take a central position in their stakeholder environments and thus fail to adapt to the complexity of stakeholder relationships in their entrepreneurial activity. We approach (...)
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  16. Learning from Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management.Julia Roloff - 2008 - Journal of Business Ethics 82 (1):233-250.
    From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates (...)
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  17.  6
    Broad or Narrow Stakeholder Management? A Signaling Theory Perspective.Marc O. Orlitzky, Dirk M. Boehe & Limin Fu - 2022 - Business and Society 61 (7):1838-1880.
    To mitigate risk, should companies signal a broad range of environmental, social, and governance initiatives or instead focus on only a few ESG issues? Drawing on signaling theory, we propose that a broad array of ESG initiatives generates not only signal consistency but also accelerating signal costs. Our empirical results support the resultant hypothesis of a curvilinear relationship between ESG scope and equity risk. In addition, this U-shaped curve seems to become steeper when firms face multiple media-reported ESG controversies. Overall, (...)
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  18.  55
    The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR. [REVIEW]Gary Fooks, Anna Gilmore, Jeff Collin, Chris Holden & Kelley Lee - 2013 - Journal of Business Ethics 112 (2):283-299.
    Since scholarly interest in corporate social responsibility (CSR) has primarily focused on the synergies between social and economic performance, our understanding of how (and the conditions under which) companies use CSR to produce policy outcomes that work against public welfare has remained comparatively underdeveloped. In particular, little is known about how corporate decision-makers privately reconcile the conflicts between public and private interests, even though this is likely to be relevant to understanding the limitations of CSR as a means of aligning (...)
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  19.  44
    A Dynamic Model of Stakeholder Management.Michael E. Johnson-Cramer & Shawn Berman - 2005 - Proceedings of the International Association for Business and Society 16:320-325.
    Existing descriptions of stakeholder management have primarily been static and one-dimensional. In this paper, we offer a multidimensional perspective and outline four main profiles of stakeholder management. We then explain how and why companies change their stakeholder management approach over time.
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  20.  15
    Simplifying the principles of stakeholder management: The three most important principles.Eugene Szwajkowski - 2000 - Business and Society 39 (4):379-396.
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  21.  21
    The Confines of Stakeholder Management: Evidence from the Dutch Manufacturing Sector.Pursey P. M. A. R. Heugens & Hans Oosterhout - 2002 - Journal of Business Ethics 40 (4):387 - 403.
    Stakeholder theory is a pertinent example of a framework that has been stretched over many conceptual contexts and that has been applied to a wide variety of empirical phenomena. A pressing issue involves the scope of application of stakeholder theory, however, because it is not a comprehensive ethical scheme or problem-solving algorithm. We begin our search for the boundaries of stakeholder management by identifying a presently under-acknowledged yet major underlying assumption, notably that the approach is rooted (...)
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  22.  76
    Do Firms Practice What They Preach? The Relationship Between Mission Statements and Stakeholder Management.Barbara R. Bartkus & Myron Glassman - 2008 - Journal of Business Ethics 83 (2):207-216.
    The accuracy of corporate mission statements has not been well explored. In this study, the authors investigate the relationship between mission statement content and stakeholder management actions. Findings indicate that although social issues such as the environment and diversity are less frequently included, their mention in mission statements is significantly associated with behaviors regarding these issues. The study found no relationship between firms with mission statements that mention specific stakeholder groups (employees, customers, and community) and behaviors regarding (...)
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  23. The urjco model of stakeholder management : a practical approach to teaching and implementing business ethics.Mark R. Bandsuch & Robert D. Winsor - 2005 - In Sheb L. True, Linda Ferrell & O. C. Ferrell (eds.), Fulfilling Our Obligation: Perspectives on Teaching Business Ethics. Kennesaw State University.
     
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  24. The URJCO model of stakeholder management: A practical approach to business ethics.M. Bandsuch & R. Winsor - 2005 - In Sheb L. True, Linda Ferrell & O. C. Ferrell (eds.), Fulfilling Our Obligation: Perspectives on Teaching Business Ethics. Kennesaw State University.
     
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  25.  8
    The Impact of Stakeholder Management on Corporate International Diversification.Jijun Gao & Natalie Slawinski - 2015 - Business and Society Review 120 (3):409-433.
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  26. Redefining the Corporation-Stakeholder Management and Organizational Wealth by James E. Post, Lee E. Preston, and Sybille Sachs. [REVIEW]T. M. Jones - 2002 - Business and Society 41 (4):469-474.
     
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  27.  24
    How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights from a Cross-National Study. [REVIEW]Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi Weltzien Hoivik, Annick Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. (...)
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  28.  36
    Ethical Thinking in Traditional Italian "Economia Aziendale" and the Stakeholder Management Theory: The Search for Possible Interactions.Silvana Signori & Gianfranco Rusconi - 2009 - Journal of Business Ethics 89 (S3):303 - 318.
    Over the last few years, there has been an exaggeratedly widespread and frequently confused use of the concepts of 'stakeholder' and 'corporate social responsibility'. However, some interesting insights of both these notions can be found in traditional European business administration studies. In this article, the Italian view will be examined. In particular, this paper investigates the teachings of some of the historical masters of the Italian "Economia Aziendale" (EA), with particular attention to the concept of the azienda, its finalism (...)
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  29.  1
    Evidence of an Inverted U–Shaped Relationship between Stakeholder Management Performance Variation and Firm Performance.André O. Laplume, Jeffrey S. Harrison, Zhou Zhang, Xin Yu & Kent Walker - 2022 - Business Ethics Quarterly 32 (2):272-298.
    Empirical research is largely supportive of the assertion of instrumental stakeholder theory that a positive relationship exists between “managing for stakeholders” and firm performance. However, despite considerable debate on the subject, the amount of variation across firm investments in stakeholders (stakeholder management performance) has not been adequately investigated. We address this gap using a sample of more than eighteen thousand firm-level observations over ten years. We find evidence to support an inverted U–shaped relationship between variation in (...) management performance and Tobin’sq, suggesting that firms that have some imbalance in their stakeholder management, but not too much, perform best. We discuss the implications of our study for instrumental stakeholder theory and managerial practice. (shrink)
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  30.  13
    Employee Treatment and Contracting with Bank Lenders: An Instrumental Approach for Stakeholder Management.Haizhi Wang, Liuling Liu, Iftekhar Hasan & Bill Francis - 2019 - Journal of Business Ethics 158 (4):1029-1046.
    Adopting an instrumental approach for stakeholder management, we focus on two primary stakeholder groups to investigate the relationship between employee treatment and loan contracts with banks. We find strong evidence that fair employee treatment reduces loan price and limits the use of financial covenants. In addition, we document that relationship bank lenders price both the levels and changes in the quality of employee treatment, whereas first-time bank lenders only care about the levels of fair employee treatment. Taking (...)
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  31.  13
    Ethical Thinking in Traditional Italian Economia Aziendale and the Stakeholder Management Theory: The Search for Possible Interactions.Silvana Signori & Gianfranco Rusconi - 2009 - Journal of Business Ethics 89 (S3):303-318.
    Over the last few years, there has been an exaggeratedly widespread and frequently confused use of the concepts of 'stakeholder' and 'corporate social responsibility'. However, some interesting insights of both these notions can be found in traditional European business administration studies. In this article, the Italian view will be examined. In particular, this paper investigates the teachings of some of the historical masters of the Italian "Economia Aziendale", with particular attention to the concept of the azienda, its finalism and (...)
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  32.  27
    How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights from a Cross-National Study.Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises. The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. The (...)
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  33.  10
    How do European SME owner-managers make sense of 'stakeholder management'? Insights from a cross-national study. [REVIEW]Hans-Joerg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner-managers' perceptions of stakeholder management in six European countries. (...)
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  34.  44
    Toward a comprehensive model of stakeholder management.John F. Preble - 2005 - Business and Society Review 110 (4):407-431.
  35.  32
    An Interactive Method for Teaching Business Ethics, Stakeholder Management and Corporate Social Responsibility.Jacob Dahl Rendtorff - 2015 - Journal of Business Ethics Education 12:93-106.
    This paper presents a theoretical and practical approach to teaching business ethics, stakeholder management and CSR within the framework of the thematic seminar on business ethics and corporate social responsibility at Roskilde University. Within our programs in English of business studies and Economics and Business Administration the author of this article is responsible for this seminar that integrates issues of CSR and the ethics of innovation into the teaching ofcorporate social responsibility, stakeholder management and business ethics. (...)
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  36.  23
    Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management.John Ehsman Cantrell, Elias Kyriazis & Gary Noble - 2015 - Journal of Business Ethics 130 (2):403-421.
    In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on (...)
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  37.  10
    Erratum to: The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR.Gary Fooks, Anna Gilmore, Jeff Collin, Chris Holden & Kelley Lee - 2013 - Journal of Business Ethics 112 (2):367-367.
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  38.  36
    Two Conflicting Models—Harmonious Relationships and Stakeholder Management—Can They Be Reconciled?Karen Paul & Inge Nickerson - 2009 - Proceedings of the International Association for Business and Society 20:296-301.
    This paper presents a comparison of two management models. The first is a prominent Chinese model used in management and encouraged by both traditional cultural practices and modern political statements, often using the term “harmonious relationships.” The second is the stakeholder management model, familiar to most Western management scholars.
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  39.  18
    A longitudinal study of significant change in stakeholder management.Christine Shropshire & Amy J. Hillman - 2007 - Business and Society 46 (1):63-87.
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  40.  9
    Stakeholder salience, structural development, and firm performance: Structural and performance correlates of sociopolitical stakeholder management strategies.James E. Mattingly - 2004 - Business and Society 43 (1):97-114.
  41.  40
    Managing CSR Stakeholder Engagement: A New Conceptual Framework. [REVIEW]Linda O’Riordan & Jenny Fairbrass - 2014 - Journal of Business Ethics 125 (1):1-25.
    As concepts of corporate social responsibility (CSR) continue to evolve, the predicament facing CSR managers when attempting to balance the differing interests of various stakeholders remains a persistent management challenge. A review of the extensive literature in this field reveals that the conceptualisation of corporate approaches to responsible stakeholder management remains underdeveloped. In particular, CSR practices within the specific context of the pharmaceutical industry, a sector which particularly dramatically depicts the stakeholder management dilemmas faced by (...)
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  42.  19
    The problem of imposing risk and the procedural dimension of stakeholder management.Marc A. Cohen - 2019 - Business and Society Review 124 (3):413-427.
    The case "Caprica Energy and Its Choices" concerns a fictionalized energy corporation choosing between three potential drilling sites. According to the published Teaching Note, the case is an exercise in the stakeholder approach to business: it requires balancing profit considerations with potential harm to those who live near those drilling sites. Though unintended, the case raises a further question not addressed in the case or in the Teaching Note: what gives Caprica Energy the right to impose risk on members (...)
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  43.  33
    A Review of Redefining the Corporation: Stakeholder Management and Organizational Wealth. [REVIEW]Anthony F. Buono - 2003 - Business and Society Review 108 (2):279-284.
  44.  13
    The influence of culture on stakeholder management: social policy implementation in multinational corporations.Mark Veser - 2004 - Business and Society 43 (4):426-436.
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  45.  21
    IBERDROLA: A Utility’s Approach to Sustainability and Stakeholder Management.Tanguy Jacopin, Serge Poisson-de Haro & Joan Fontrodona - 2008 - Journal of Business Ethics Education 5:113-138.
    This case examines how IBERDROLA, Spain’s leading electricity supplier, shifted the company’s strategic focus to concentrate on sustainability and turned it into a source of competitive edge in a liberalized market. Largely pre-empting the industry obligations that came out of the Kyoto agreement, IBERDROLA decided to put sustainability at the heart of the company’s decision-making processes. IBERDROLA sold off its most polluting facilities and all non-core activities to concentrate on becoming the greenest player on the market. Its success was due (...)
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  46.  13
    In Good Times but Not in Bad: The Role of Managerial Discretion in Moderating the Stakeholder Management and Financial Performance Relationship.Ali M. Shahzad, Matthew A. Rutherford & Mark P. Sharfman - 2016 - Business and Society Review 121 (4):497-528.
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  47.  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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  48.  10
    Zombies and Originals: How Cultural Theory Informs Stakeholder Management.Elise Perrault - 2014 - Business and Society Review 119 (4):447-471.
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  49. Archie B. Carroll and Ann B. Buchholtz, Business and Society: Ethics and Stakeholder Management.Philip Maxwell - 2001 - Teaching Business Ethics 5 (1):119-120.
     
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  50.  37
    What Is to Be Done? Theory, Research, and Reforming American Capitalism in the Twenty-First Century - After Capitalism: From Managerialism to Workplace DemocracySeymour Melman New York: Alfred A. Knopf, 2001. ISBN 0679418598 - Redefining the Corporation: Stakeholder Management and Organizational WealthJames E. Post, Lee E. Preston, and Sybille Sachs Stanford, Calif.: Stanford University Press. 2002. ISBN 0804743045.Richard Marens - 2006 - Business Ethics Quarterly 16 (4):599-615.
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