David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 82 (1):233 - 250 (2008)
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 in multi-stakeholder networks, because it enables corporations to address complex problems and challenges in cooperation with stakeholders. Since deliberation is the key to issue-focussed stakeholder management, it helps to cope with numerous and at times contradictory stakeholder demands and enhances the legitimacy of corporate activities.
|Keywords||stakeholder management stakeholder dialogue multi-stakeholder network deliberation conflict management corporate citizenship issue management|
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Citations of this work BETA
Andrew Crane & Trish Ruebottom (2011). Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification. [REVIEW] Journal of Business Ethics 102 (S1):77-87.
Eleanor R. E. O’Higgins (2010). Corporations, Civil Society, and Stakeholders: An Organizational Conceptualization. [REVIEW] Journal of Business Ethics 94 (2):157 - 176.
Elisabet Garriga Cots (2011). Stakeholder Social Capital: A New Approach to Stakeholder Theory. Business Ethics 20 (4):328-341.
Terry Beckman, Alison Colwell & Peggy H. Cunningham (2009). The Emergence of Corporate Social Responsibility in Chile: The Importance of Authenticity and Social Networks. [REVIEW] Journal of Business Ethics 86 (2):191 - 206.
Johanna Kujala, Anna Heikkinen & Hanna Lehtimäki (2012). Understanding the Nature of Stakeholder Relationships: An Empirical Examination of a Conflict Situation. [REVIEW] Journal of Business Ethics 109 (1):53-65.
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