Analyzing the Essence of Stakeholder Relationships: What do we Need in Addition to Power, Legitimacy, and Urgency? [Book Review]
Journal of Business Ethics 96 (S1):65-72 (2010)
This article contributes to the body of stakeholder literature by providing an in-depth analysis of the dynamics of stakeholder relationships as a part of change in value creation. The article presents an argument that the stakeholder salience model as a tool for analyzing stakeholder relationships is not sufficient for understanding business value creation. In the recent stakeholder literature, understanding business value creation has become an important theme. Through an analysis of an empirical case, the article shows how the three stakeholder relationship attributes, legitimacy, power and urgency help to reveal the definitive stakeholders and to capture dynamics of stakeholder relations. However, in the case of strategic change, where the value creation of a firm is in transition, a more profound understanding of stakeholder relationships is needed. As a result of our empirical analysis, six characteristics of stakeholder relationships were identified. To conclude, the question of who and what really counts should be replaced by the question of how value is created in stakeholder relationships
|Keywords||Stakeholder relationship Salience model Value creation|
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References found in this work BETA
Handbook of Qualitative Research.N. Denzin & Y. Lincoln - 1994 - British Journal of Educational Studies 42 (4):409-410.
Coping With Paradox Multistakeholder Learning Dialogue as a Pluralist Sensemaking Process for Addressing Messy Problems.Jerry M. Calton & Steven L. Payne - 2003 - Business and Society 42 (1):7-42.
Managing Relationships with Environmental Stakeholders: A Study of U.K. Water and Electricity Utilities. [REVIEW]Brian Harvey & Anja Schaefer - 2001 - Journal of Business Ethics 30 (3):243 - 260.
Citations of this work BETA
Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory.Thomas Thijssens, Laury Bollen & Harold Hassink - 2015 - Journal of Business Ethics 132 (4):873-891.
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