David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 21 (2):235-255 (2011)
The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on “Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise.”
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Lorraine M. Uhlaner, Marta M. Berent-Braun, Ronald J. M. Jeurissen & Gerrit Wit (2012). Beyond Size: Predicting Engagement in Environmental Management Practices of Dutch SMEs. [REVIEW] Journal of Business Ethics 109 (4):411-429.
Reginald A. Litz & Nick Turner (2013). Sins of the Father's Firm: Exploring Responses to Inherited Ethical Dilemmas in Family Business. [REVIEW] Journal of Business Ethics 113 (2):297-315.
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Marjo Siltaoja & Merja Lähdesmäki (2015). From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations. Journal of Business Ethics 128 (4):837-850.
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