摘要 :
We reflect on the past, present, and future of stakeholder theory, focusing on its link to strategy and organization scholarship. Stakeholder theory was originally conceived as a theory of strategic management, but for most of its...
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We reflect on the past, present, and future of stakeholder theory, focusing on its link to strategy and organization scholarship. Stakeholder theory was originally conceived as a theory of strategic management, but for most of its history it largely developed without having a noticeable impact on strategy research. This has changed in the past decade, however, with the strategy field making a “stakeholder turn.” We highlight the streams of research at the forefront of this turn, including work on “behavioral stakeholder theory,” ‘stakeholder strategy theory,’ and “stakeholder governance.” We conclude with an outlook on how stakeholder theory can help strategy scholars develop a theory of managing value creation that explicitly acknowledges both the economic and moral nature of relationships in and around organizations.
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摘要 :
Purpose - This paper aims to develop a new model of stakeholder classification and a model for explaining the relationship between the organization and its respective stakeholders. Design/methodology/approach - The new proposed mo...
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Purpose - This paper aims to develop a new model of stakeholder classification and a model for explaining the relationship between the organization and its respective stakeholders. Design/methodology/approach - The new proposed model is based on an empirical study that comprises an exploratory study based on 15 interviews and a confirmatory study based on 684 questionnaires answered by staff of 11 public universities. The main variable deployed is the stakeholder's respective level of influence from the organization's management perspective, that is, their level of legitimacy, power and urgency. Findings - The new model proposes six stakeholder types (regulator, controller, partner, passive, dependent and non-stakeholder). To explain the relationship between the stakeholder and the organization, the traditional needs-satisfaction vision was expanded. The variables of relevance, mutual influence and participation were found to be important in explaining the organization and stakeholder relationship. This study contributes both in simplifying stakeholder classification and in explaining the relationships between parties. Research limitations/implications - The study proposes a new model for stakeholder classification based on empirical research carried out with public organizations, therefore it is advisable to test this new classification scheme with other types of organizations. Originality/value - This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.
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摘要 :
A mainstay of stakeholder management is the belief that firms create value when they invest more time, money, and attention to stakeholders than is necessary for the immediate transaction. This tendency to repeat interactions with...
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A mainstay of stakeholder management is the belief that firms create value when they invest more time, money, and attention to stakeholders than is necessary for the immediate transaction. This tendency to repeat interactions with the same set of stakeholders fosters what we call stakeholder friction. Stakeholder friction is a term for the collection of social, legal, and economic forces leading firms to prioritize and reinvest in current stakeholders. For many stakeholder scholars, such friction is close to universally beneficial, but the associated costs-to both the firm and legitimate stakeholders-have been underspecified. Failure to account for the effects of stakeholder friction can cause managers to under-allocate attention and value to some legitimate stakeholders and to over-allocate attention and value to current stakeholders. We examine the concept of stakeholder friction and elaborate on three exemplar sources of friction prominent in the stakeholder literature. This is followed by an analysis of investments in stakeholder relationships and a consideration of the implications of stakeholder friction on the ability of firms to prioritize stakeholders. The tendency to reinvest in current stakeholders has, in addition to the oft-discussed benefits, a predictable downside.
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This work underscores the importance of answering the question: who are organizational stakeholders? It argues that stakeholder theory is a normative management theory, and there is a need to differentiate between stakeholder and ...
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This work underscores the importance of answering the question: who are organizational stakeholders? It argues that stakeholder theory is a normative management theory, and there is a need to differentiate between stakeholder and non-stakeholder firms. It further argues that the overall organizational stakeholder orientation indicates how narrowly or broadly organizations define their stakeholders. Therefore, this work attempts to provide a stakeholder salience scheme for stakeholder organizations, i.e., organizations with accommodative and proactive stakeholder orientations. In the process, this work reviews key scholarly contributions and points out some potential weaknesses in these contributions with an aim to develop a new stakeholder typology. This work contributes to the existing literature by: introducing a contingent variable, i.e., organizational strategy, in a stakeholder typology scheme; reaffirming the normative aspect of stakeholder theory by placing normative considerations at the center of stakeholder salience typology; and improving the descriptive validity of stakeholder theory by adding a new stakeholder variable, i.e., organization, in the presented stakeholder salience typology scheme.
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Ecotourism offers several economic, environmental, and cultural benefits; however, even after all these years, achieving ecotourism sustainability is still complex because of multiple stakeholders with diversified interests and in...
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Ecotourism offers several economic, environmental, and cultural benefits; however, even after all these years, achieving ecotourism sustainability is still complex because of multiple stakeholders with diversified interests and influence. This study focused on the multiple stakeholders' complexity and management for achieving sustainable ecotourism in Pen-ang Hill in Malaysia. Understanding the existence of multiple stakeholders with varying interests and their respective power of influence is critical for a tourism destination to be sustainable. This study aimed to create a multi-stakeholder management framework and understand stakeholder management's mediating role toward ecotourism sustainability in Penang Hill. Data were collected from Penang Hill key stakeholders and analyzed using SmartPLS and fuzzy-set Qualitative Comparative Analysis (fsQCA). The findings revealed that stakeholder management plays a significant mediating role in achieving ecotourism sustainability. Stakeholders' interests and their level of influence should be understood to develop engagement, empowerment, and monitoring strategies for managing stakeholders. Thus, the study contributes by validating the results through symmetric and asymmetric techniques, offering solutions to the emerging issues during the Covid-19 pandemic, and recommending policy changes. Lastly, the study also extends prior literature by displaying the mediating role played by stakeholder management on ecotourism sustainability, comparing indirect and total effects on stakeholder management support for achieving sustainable ecotourism in Penang Hill.
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Stakeholder Theory combines the pursuance of business goals and responsibility toward a firm's stakeholders. Despite the wealth of research on Stakeholder Orientation, we still have much to learn about specific measurements for se...
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Stakeholder Theory combines the pursuance of business goals and responsibility toward a firm's stakeholders. Despite the wealth of research on Stakeholder Orientation, we still have much to learn about specific measurements for several related constructs. In this study, we draw on two samples of 129 and 151 Spanish firms, respectively, to investigate CEOs' perceptions on Stakeholder Integration (SI), leading to the identification of three dimensions of the construct. In this respect, our study suggests that Knowledge of Stakeholders, Interactions between a firm and its stakeholders, and the adaptation of a firm's behavior to stakeholders' demands constitute the main dimensions of SI. This construct has the potential to connect the stakeholder and strategy literatures.
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Purpose - This study aims to examine whether corporate social responsibility (CSR) reporting adds any value to the firm. Design/methodology/approach - This study uses content analysis to capture the specific CSR-related attributes...
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Purpose - This study aims to examine whether corporate social responsibility (CSR) reporting adds any value to the firm. Design/methodology/approach - This study uses content analysis to capture the specific CSR-related attributes and to construct a CSR reporting index. The data is manually collected from 115 publicly listed firms on the Dhaka Stock Exchange. The companies audited financial statements were the source of data. This study uses an ordinary least square regression analysis to examine the relationship between CSR reporting and firm performance. Findings - The results of this study show that firms' involvement in CSR activities and related reporting has a significant positive influence on firm performance only under an accounting-based performance measure. However, firms' involvement in CSR activities and related reporting has a significant negative influence on firm performance under a market-based performance measure. Research limitations/implications - This study is subject to some limitations, such as the subjectivity or judgement associated in the coding process. Practical implications - The findings of this study imply that firms may be involved in CSR reporting to meet the stakeholders' expectations, CSR reporting does not necessarily increase the intrinsic value of the firm. Originality/value - This study supports the stakeholder theory and contributes to the literature on the practices of CSR reporting in the context of developing countries.
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Although the possibility that a firm's stakeholders may take damaging measures against it in response to its activities has been an underlying assumption of stakeholder theory from inception, the conditions that predispose stakeho...
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Although the possibility that a firm's stakeholders may take damaging measures against it in response to its activities has been an underlying assumption of stakeholder theory from inception, the conditions that predispose stakeholders to act against firms remain largely unexplored in the literature. Based on work in equity theory, expectancy theory, and resource dependence theory, we present and test hypotheses concerning stakeholders' propensities to impose sanctions upon-or to support-firms. Using a vignette-based experiment, we found strong confirmation of the criticality of fairness in the firm-stakeholder relationship: stakeholder equity perceptions were unequivocally associated with the proclivity to sanction the firm, or to engage in prosocial behaviours of benefit to it. Stakeholder expectancy perceptions and resource dependence were related to only certain forms of stakeholder action, indicating that researchers should take care to differentiate between types of stakeholder response when investigating questions surrounding stakeholder mobilization. Our results also suggest specific avenues for stakeholder dialogue that could help firms mitigate the likelihood of stakeholders taking damaging action against them.
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As corporate managers interact with non-shareholder stakeholders, potential tradeoffs emerge and questions arise as to how these interactions impact shareholder value. We argue that this shareholder-stakeholder debate is an import...
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As corporate managers interact with non-shareholder stakeholders, potential tradeoffs emerge and questions arise as to how these interactions impact shareholder value. We argue that this shareholder-stakeholder debate is an important issue within the overall corporate governance and corporate policy domain and examine one such stakeholder group - employees - by studying labor-friendly corporate practices. We find that announcements of labor-friendly policies are associated with positive abnormal stock returns. Labor-friendly firms also outperform otherwise similar firms, both in terms of long-run stock market returns and operating results. In addition, we find that the probability and benefits of labor-friendliness increase with the demand for highly skilled labor. Our analysis of excess executive compensation suggests that top management derives no pecuniary benefits from labor-friendly practices. We interpret our results as consistent with a genuine concern for employees translating into higher productivity and profitability, which in turn facilitate value creation. It appears that the benefits ot labor-friendly practices significantly outweigh the costs and that what is good for employees is good for shareholders.
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