Results for 'stakeholders'

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  1. James M. Humber.Stakeholder Theorist - forthcoming - Business Ethics:115.
     
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  2. Stakeholder Legitimacy.Robert Phillips - 2003 - Business Ethics Quarterly 13 (1):25-41.
    Abstract:This paper is a preliminary attempt to better understand the concept of legitimacy in stakeholder theory. The normative component of stakeholder theory plays a central role in the concept of legitimacy. Though the elaboration of legitimacy contained herein applies generally to all “normative cores” this paper relies on Phillips’s principle of stakeholder fairness and therefore begins with a brief description of this work. This is followed by a discussion of the importance of legitimacy to stakeholder theory as well as the (...)
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  3. Animals as Stakeholders.Joshua Smart - 2022 - In Natalie Thomas (ed.), Animals and Business Ethics. Palgrave-Macmillan.
    Animals have moral status, and we have corresponding obligations to take their interests into account. I argue that Stakeholder Theory provides a moderate, yet principled way for businesses to do so. Animals ought to be treated as stakeholders given that they affect and are affected by the achievement of the objectives of the businesses in which they are involved. Stakeholder Theory therefore requires taking those interests into account. It does not, however, require that they be given the same weight (...)
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  4.  4
    Stakeholder engagement processes for the made in Italy small‐ and medium‐sized enterprises: Value co‐creation in the stakeholder network.Daniele Giordino, Ciro Troise, Wim Vanhaverbeke & Francesca Culasso - forthcoming - Business Ethics, the Environment and Responsibility.
    This article aims to explore the role of stakeholder engagement in partnerships and the effects that it has on small- and medium-sized enterprises' (SMEs) competitiveness and their ability to expand into foreign markets. This study employs a qualitative approach to research by gathering empirical data from nine SMEs that have engaged in a partnership fostered by a digital platform that operates as an online sales channel. Our study reveals that SMEs engaging in cooperative activities are able to leverage external (...) to improve their competitive advantage and increase their capabilities to permeate into foreign markets and better their structural costs and product variety. The insights derived from this study prove useful to both theory and practice. First, the obtained findings underline the significance of cooperative activities in enhancing SMEs' likelihood of growth and thriving amidst the ever-changing global market. Second, the present article underlines the impact partnerships have on all three dimensions of stakeholder engagement, namely strategic, pragmatic and moral. Third, the present manuscript corroborates the influence of digital platforms in fostering collaborative initiatives. Finally, the findings carry insights supporting the significance of shared values, norms and objectives amongst businesses as crucial elements of the stakeholder engagement process. (shrink)
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    The Stakeholder Game: Pleadings and Reasons in Environmental Policy.John Valentine, Jon Fennell, Stephen Leach, Greg Moses, Juha Hiedanpää & Daniel W. Bromley - 2013 - Journal of Speculative Philosophy 27 (4):425-441.
    A commitment to receive input from stakeholders is often obligatory in the crafting of environmental policies. This requirement is presumed to satisfy certain conditions of democracy. In this article, by drawing from pragmatism, we examine the logic of participation and prerequisites of the meaningful game of asking for and giving reasons. We elaborate the nature and significance of three components—the game, the pleadings, and the reasons. We conclude by offering the conditions under which the stakeholder game might be considered (...)
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    Stakeholder engagement in managing systemic risk management.Francesca Iandolo, Antonio La Sala, Lorenzo Turriziani & Francesco Caputo - forthcoming - Business Ethics, the Environment and Responsibility.
    This paper employs the interpretative lens provided by stakeholder theory to garner novel insights for research and managerial practices within the framework of high-reliable organizations (HROs). It proposes an interpretative matrix for analyzing and explaining how stakeholders’ behaviors and interactions can transition from a “strategic” to a “responsibility” approach in the context of risk management. The paper adopts a qualitative methodology based on a case study of the Italian Civil Protection—an HRO—during the COVID-19 pandemic. Through the analysis of institutional (...)
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    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 the needs (...)
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  8. Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests.Scott J. Reynolds, Frank C. Schultz & David R. Hekman - 2006 - Journal of Business Ethics 64 (3):285-301.
    Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for individual managerial decision-making. In the two studies reported here, we used stakeholder theory to examine managerial decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and unequal levels of stakeholder saliency constrain managers’ efforts to balance stakeholder interests. Resource divisibility also influenced whether managers used a within-decision or an across-decision approach to balance stakeholder interests. In Study 2 we (...)
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  9. The Stakeholder Model Refined.Yves Fassin - 2009 - Journal of Business Ethics 84 (1):113-135.
    The popularity of the stakeholder model has been achieved thanks to its powerful visual scheme and its very simplicity. Stakeholder management has become an important tool to transfer ethics to management practice and strategy. Nevertheless, legitimate criticism continues to insist on clarification and emphasises on the perfectible nature of the model. Here, rather than building on the discussion from a philosophical or theoretical point of view, a different and innovative approach has been chosen: the analysis will return to the origin (...)
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  10. A Stakeholder Approach to Corporate Social Responsibility: A Fresh Perspective into Theory and Practice.Dima Jamali - 2008 - Journal of Business Ethics 82 (1):213-231.
    Stakeholder theory has gained currency in the business and society literature in recent years in light␣of its practicality from the perspective of managers and scholars. In accounting for the recent ascendancy of␣stakeholder theory, this article presents an overview of␣two traditional conceptualizations of corporate social␣responsibility (CSR) (Carroll: 1979, ‹A Three-Dimensional Conceptual Model of Corporate Performance', The Academy of Management Review 4(4), 497–505 and Wood: 1991, ‹Corporate Social Performance Revisited', The Academy of Management Review 16(4), 691–717), highlighting their predominant inclination toward providing (...)
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  11. 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 (...)
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  12. Ethical aspects of multi-stakeholder recommendation systems.Silvia Milano, Mariarosaria Taddeo & Luciano Floridi - 2021 - The Information Society 37 (1):35–⁠45.
    This article analyses the ethical aspects of multistakeholder recommendation systems (RSs). Following the most common approach in the literature, we assume a consequentialist framework to introduce the main concepts of multistakeholder recommendation. We then consider three research questions: who are the stakeholders in a RS? How are their interests taken into account when formulating a recommendation? And, what is the scientific paradigm underlying RSs? Our main finding is that multistakeholder RSs (MRSs) are designed and theorised, methodologically, according to neoclassical (...)
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  13. Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives.C. B. Bhattacharya, Daniel Korschun & Sankar Sen - 2009 - Journal of Business Ethics 85 (S2):257-272.
    Corporate social responsibility (CSR) continues to gain attention atop the corporate agenda and is by now an important component of the dialogue between companies and their stakeholders. Nevertheless, there is still little guidance as to how companies can implement CSR activity in order to maximize returns to CSR investment. Theorists have identified many company-favoring outcomes of CSR; yet there is a dearth of research on the psychological mechanisms that drive stakeholder responses to CSR activity. Borrowing from the literatures on (...)
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  14. Stakeholder Engagement: Beyond the Myth of Corporate Responsibility.Michelle Greenwood - 2007 - Journal of Business Ethics 74 (4):315-327.
    The purpose of this article is to transcend the assumption that stakeholder engagement is necessarily a responsible practice. Stakeholder engagement is traditionally seen as corporate responsibility in action. Indeed, in some literatures there exists an assumption that the more an organisation engages with its stakeholders, the more it is responsible. This simple 'more is better' view of stakeholder engagement belies the true complexity of the relationship between engagement and corporate responsibility. Stakeholder engagement may be understood in a variety of (...)
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  15. Stakeholder Theory and A Principle of Fairness.Robert A. Phillips - 1997 - Business Ethics Quarterly 7 (1):51-66.
    Stakeholder theory has become a central issue in the literature on business ethics / business and society. There are, however, a number of problems with stakeholder theory as currently understood. Among these are: 1) the lack of a coherent justificatory framework, 2) the problem of adjudicating between stakeholders, and 3) the problem of stakeholder identification. In this essay, I propose that a possible source of obligations to stakeholders is the principle of fairness (or fair play) as discussed in (...)
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  16. Stakeholder Dialogue as Agonistic Deliberation: Exploring the Role of Conflict and Self-Interest in Business-NGO Interaction.Teunis Brand, Vincent Blok & Marcel Verweij - 2020 - Business Ethics Quarterly 30 (1):3-30.
    ABSTRACT:Many companies engage in dialogue with nongovernmental organizations about societal issues. The question is what a regulative ideal for such dialogues should be. In the literature on corporate social responsibility, the Habermasian notion of communicative action is often presented as a regulative ideal for stakeholder dialogue, implying that actors should aim at consensus and set strategic considerations aside. In this article, we argue that in many cases, communicative action is not a suitable regulative ideal for dialogue between companies and NGOs. (...)
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  17. Multi-Stakeholder Initiatives on Sustainability: A Cross-Disciplinary Review and Research Agenda for Business Ethics.Frank G. A. de Bakker, Andreas Rasche & Stefano Ponte - 2019 - Business Ethics Quarterly 29 (3):343-383.
    ABSTRACT:Although the literature on multi-stakeholder initiatives for sustainability has grown in recent years, it is scattered across several academic fields, making it hard to ascertain how individual disciplines, such as business ethics, can further contribute to the debate. Based on an extensive review of the literature on certification and principle-based MSIs for sustainability, we show that the scholarly debate rests on three broad themes : theinputinto creating and governing MSIs; theinstitutionalizationof MSIs; and theimpactthat relevant initiatives create. While our discussion reveals (...)
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  18. Stakeholder Identification and Salience After 20 Years: Progress, Problems, and Prospects.Logan M. Bryan, Bradley R. Agle, Ronald K. Mitchell & Donna J. Wood - 2021 - Business and Society 60 (1):196-245.
    To contribute to the continuing challenge of explaining how managers identify stakeholders and assess their salience, in this article, we chronicle the history, assess the impact, and evaluate the possibilities opened by Mitchell, Agle, and Wood (MAW-1997). We do so through two types of qualitative analysis, and also through utilizing a quantitative network analysis tool. The first qualitative analysis categorizes the major contributions of the most influential papers succeeding MAW-1997; the second identifies and compares the relevant issues with MAW-1997 (...)
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  19. Investigating Stakeholder Theory and Social Capital: CSR in Large Firms and SMEs.Angeloantonio Russo & Francesco Perrini - 2010 - Journal of Business Ethics 91 (2):207-221.
    The concept of corporate social responsibility (CSR) has been widely investigated, but a generally accepted theoretical framework does not yet exist. This paper argues that the idiosyncrasies of large firms and SMEs explains the different approaches to CSR, and that the notion of social capital is a more useful way of understanding the CSR approach of SMEs, whereas stakeholder theory more closely addresses the CSR approach of large firms. Based on the extant literature, we present a comparison of large firm (...)
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  20.  57
    Stakeholders Matter: How Social Enterprises Address Mission Drift.Tommaso Ramus & Antonino Vaccaro - 2017 - Journal of Business Ethics 143 (2):307-322.
    This study explores social enterprises’ strategies for addressing mission drift. Relying on an inductive comparative case study of two Italian social enterprises, we show how stakeholder engagement combined with social accounting can successfully support a social venture to re-balance its positioning between wealth generation and social value creation. Indeed, stakeholder engagement helps the internal actors of a social enterprise to rationalize and embody pro-social values previously abandoned, while social accounting reinforces this embodiment process by showing the reintroduced social commitment of (...)
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  21. Stakeholder Multiplicity: Toward an Understanding of the Interactions between Stakeholders.Benjamin A. Neville & Bulent Menguc - 2006 - Journal of Business Ethics 66 (4):377-391.
    While stakeholder theory has traditionally considered organization’s interactions with stakeholders in terms of independent, dyadic relationships, recent scholarship has pointed to the fact that organizations exist within a complex network of intertwining relationships [e.g., Rowley, T. J.: 1997, The Academy of Management Review 22(4), 887–910]. However, further theoretical and empirical development of the interactions between stakeholders has been lacking. In this paper, we develop a framework for understanding and measuring the effects upon the organization of competing, complementary and (...)
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  22. Stakeholder Capitalism.R. Edward Freeman, Kirsten Martin & Bidhan Parmar - 2007 - Journal of Business Ethics 74 (4):303-314.
    In this article, we will outline the principles of stakeholder capitalism and describe how this view rejects problematic assumptions in the current narratives of capitalism. Traditional narratives of capitalism rely upon the assumptions of competition, limited resources, and a winner-take-all mentality as fundamental to business and economic activity. These approaches leave little room for ethical analysis, have a simplistic view of human beings, and focus on value-capture rather than value-creation. We argue these assumptions about capitalism are inadequate and leave four (...)
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  23. Stakeholder Engagement for Responsible Innovation in the Private Sector: Critical Issues and Management Practices.Vincent Blok, L. Hoffmans & E. Wubben - 2015 - Journal of Chain and Network Science 2 (15):147-164.
    Although both EU policy makers and researchers acknowledge that public or stakeholder engagement is important for responsible innovation (RI), empirical evidence in this field is still scarce. In this article, we explore to what extent companies with a disposition to innovate in a more responsible way are moving towards the ideal of mutual responsiveness among stakeholders, as it is presented in the RI literature. Based on interviews with companies and non-economic stakeholders in the Dutch Food industry, it can (...)
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  24. Whither Stakeholder Theory? A Guide for the Perplexed Revisited.John Hasnas - 2013 - Journal of Business Ethics 112 (1):47-57.
    The nature of stakeholder theory and its fundamental normative prescriptions are the subject of much confusion and academic debate. This article attempts to provide an account of both the fundamental normative implications of stakeholder theory and the theory’s range of application that both stakeholder advocates and critics can agree upon. Using exclusively the language of leading stakeholder theorists, the article identifies the essential prescriptions of the theory and the type of organizations to which stakeholder theory applies in the hope of (...)
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  25.  83
    Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
    ABSTRACT: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 (...)
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  26. Stakeholder Engagement: Past, Present, and Future.Daniel Laude, Anna Heikkinen, Heta Leinonen, Sybille Sachs & Johanna Kujala - 2022 - Business and Society 61 (5):1136-1196.
    Stakeholder engagement has grown into a widely used yet often unclear construct in business and society research. The literature lacks a unified understanding of the essentials of stakeholder engagement, and the fragmented use of the stakeholder engagement construct challenges its development and legitimacy. The purpose of this article is to clarify the construct of stakeholder engagement to unfold the full potential of stakeholder engagement research. We conduct a literature review on 90 articles in leading academic journals focusing on stakeholder engagement (...)
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  27.  11
    Engaging Stakeholders During Intergovernmental Conflict: How Political Attributions Shape Stakeholder Engagement.Susana C. Esper, Luciano Barin-Cruz & Jean-Pascal Gond - 2023 - Journal of Business Ethics 191 (1):1-27.
    When conflicts regarding industrial operations erupt between countries, relationships between corporations and stakeholders may be affected. We combine insights from stakeholder theory and studies on government and corporate social responsibility to investigate how intergovernmental politics shapes stakeholder engagement. Relying on attribution theory and a qualitative analysis of the Finnish Metsä-Botnia (hereafter Botnia) company during the intergovernmental conflict between Uruguay and Argentina, we explore the mediating role of political attributions—defined as the stakeholder network actors’ inferences regarding governmental motives—in the process (...)
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    Stakeholder Happiness Enhancement: A Neo-Utilitarian Objective for the Modern Corporation.Thomas M. Jones & Will Felps - 2013 - Business Ethics Quarterly 23 (3):349-379.
    ABSTRACT:Employing utilitarian criteria, Jones and Felps, in “Shareholder Wealth Maximization and Social Welfare: A Utilitarian Critique” (Business Ethics Quarterly23[2]: 207–38), examined the sequential logic leading from shareholder wealth maximization to maximal social welfare and uncovered several serious empirical and conceptual shortcomings. After rendering shareholder wealth maximization seriously compromised as an objective for corporate operations, they provided a set of criteria regarding what a replacement corporate objective would look like, but do not offer a specific alternative. In this article, we draw (...)
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  29. Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
    This paper argues that research on the business case for corporate social responsibility (CSR) must account for the path dependent nature of firm-stakeholderrelations, and develops the construct of stakeholder influence capacity (SIC) to fill this void. SIC helps to explain why the effects of CSR on corporate financial performance (CFP) vary across firms and across time, therein providing a missing link in the study of the business case. This paper distinguishes CSR from related and confounded corporate resource allocations and from (...)
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  30. Differentiating stakeholder theories.John Kaler - 2003 - Journal of Business Ethics 46 (1):71 - 83.
    Following on from work on stakeholder identification, this paper constructs a typology of stakeholder theories based on the extent to which serving the interests of non-shareholders relative to those of shareholders is accepted as a responsibility of companies. A typology based on the division of stakeholder theories into normative, descriptive, and instrumental is rejected on the grounds that the latter two designations refer to second order theories rather than divisions within stakeholder theory and the first is a designation which, for (...)
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  31.  20
    Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
    ABSTRACT: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 (...)
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  32. Corporations, Stakeholders and Sustainable Development I: A Theoretical Exploration of Business–Society Relations.Reinhard Steurer, Markus E. Langer, Astrid Konrad & André Martinuzzi - 2005 - Journal of Business Ethics 61 (3):263-281.
    Sustainable development (SD) – that is, “Development that meets the needs of current generations without compromising the ability of future generations to meet their needs and aspirations” – can be pursued in many different ways. Stakeholder relations management (SRM) is one such way, through which corporations are confronted with economic, social, and environmental stakeholder claims. This paper lays the groundwork for an empirical analysis of the question of how far SD can be achieved through SRM. It describes the so-called SD–SRM (...)
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  33.  24
    Business ethics: a stakeholder and issues management approach.Joseph W. Weiss - 2014 - Oakland, CA: Berrett-Koehler.
    The seventh edition of this pragmatic guide to determining right and wrong in the workplace is updated with new case studies and ancillary materials to combine stakeholder perspectives with a deep dive on workplace ethics issues. Using a unique stakeholder-based approach, this book takes business ethics out of the theory realm and provides practical ways to analyze any business decision. Including dozens of cases, Joseph Weiss looks beyond the impacts of ethical lapses on share price and profit to focus on (...)
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  34. Stakeholders as citizens? Rethinking rights, participation, and democracy.Andrew Crane, Dirk Matten & Jeremy Moon - 2004 - Journal of Business Ethics 53 (1-2):107-122.
    This paper reviews and analyses the implications of citizenship thinking for building ethical institutional arrangements for business. The paper looks at various stakeholder groups whose relation with the company changes quite significantly when one starts to conceptualize it in terms of citizenship. Rather than being simply stakeholders, we could see those groups either as citizens, or as other constituencies participating in the administration of citizenship for others, or in societal governance more broadly. This raises crucial questions about accountability and (...)
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  35.  80
    Stakeholder Influence Strategies: An Empirical Exploration.Jamie R. Hendry - 2005 - Journal of Business Ethics 61 (1):79-99.
    In the present study, I sought to more fully understand stakeholder organizations’ strategies for influencing business firms. I conducted interviews with 28 representatives of four environmental non-governmental organizations (ENGOs): Natural Resources Defense Council (NRDC), Greenpeace, Environmental Defense (ED), and Union of Concerned Scientists (UCS). Qualitative methods were used to analyze this data, and additional data in the form of reviews of websites and other documents was conducted when provided by interviewees or needed to more fully comprehend interviewee’s comments. Six propositions (...)
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  36.  79
    Enhancing Stakeholder Practice.Laura Dunham, R. Edward Freeman & Jeanne Liedtka - 2006 - Business Ethics Quarterly 16 (1):23-42.
    Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory andits adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory’s treatment of the constituency known as “community.”In this paper we attempt to set forth what we call “the Problem of Community” as indicative of the definitional problems of stakeholdertheory. We then begin the process of gaining greater specificity around our notions of community and the role (...)
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  37. The Stakeholder Approach: A Sustainability Perspective.Don Clifton & Azlan Amran - 2011 - Journal of Business Ethics 98 (1):121-136.
    This article considers the stakeholder approach (SHA) to organisational management through the lens of what it means for humans to live sustainably on the Earth (that is, for there to be a sustainable world). In particular, the article considers if the SHA, as it is presented in mainstream academic and management literature, is supportive of corporate practices that advance the achievement of a sustainable world. The analysis shows the SHA to have significant failings in this regard when viewed against key (...)
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  38. What Stakeholder Theory is Not.Andrew C. Wicks - 2003 - Business Ethics Quarterly 13 (4):479-502.
    Abstract:The term stakeholder is a powerful one. This is due, to a significant degree, to its conceptual breadth. The term means different things to different people and hence evokes praise or scorn from a wide variety of scholars and practitioners. Such breadth of interpretation, though one of stakeholder theory’s greatest strengths, is also one of its most prominent theoretical liabilities. The goal of the current paper is like that of a controlled burn that clears away some of the underbrush of (...)
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  39.  50
    Beyond Stakeholder Utility Function: Stakeholder Capability in the Value Creation Process.Elisabet Garriga - 2014 - Journal of Business Ethics 120 (4):489-507.
    In spite of the thousands of articles on stakeholder theory, research on value creation has had a shorter history and narrower breadth. Only a few studies have researched value creation from stakeholder perspective looking at how stakeholders appropiate value or the processes or activities by which stakeholders create value. Consequently to date, certain questions still remain unanswered regarding how a firm should treat stakeholders in order to create value. Several questions arise specifically from the stakeholder's side: What (...)
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  40.  16
    Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests.S. J. Reynolds, F. C. Schultz & D. R. Hekman - 2006 - Journal of Business Ethics 64 (3):285-301.
    Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for individual managerial decision-making. In the two studies reported here, we used stakeholder theory to examine managerial decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and unequal levels of stakeholder saliency constrain managers’ efforts to balance stakeholder interests. Resource divisibility also influenced whether managers used a within-decision or an across-decision approach to balance stakeholder interests. In Study 2 we (...)
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  41.  18
    Organising Stakeholder Participation in Global Climate Governance: The Effects of Resource Dependency and Institutional Logics in the Green Climate Fund.Jonas Bertilsson - 2023 - Environmental Values 32 (5):555-577.
    Public or stakeholder participation in environmental governance has been strongly advocated within the United Nations (UN) since the early 1990s. A relatively new mechanism for global climate finance that emphasises stakeholder engagement is the Green Climate Fund (GCF), a UN strategy for channelling funds from the Global North to the Global South. Drawing on previous critical approaches to multi-stakeholder involvement in global governance, this article explores stakeholder involvement within the GCF. The study combines ideas from institutional logics and resource dependency (...)
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  42. Stakeholder Management Theory: A Critical Theory Perspective.Darryl Reed - 1999 - Business Ethics Quarterly 9 (3):453-483.
    Abstract: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 critical theory (...)
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  43.  47
    Stakeholders' Perceptions of Corporate Social Reporting in Bangladesh.Ataur R. Belal & Robin W. Roberts - 2010 - Journal of Business Ethics 97 (2):311 - 324.
    Recent calls in the corporate social reporting (CSRep) literature have emphasized the importance of giving voice to non-managerial stakeholder groups in the social reporting process. The research, presented in this paper, employs recent work in stakeholder theory and CSRep to examine the perceptions of a diverse set of non-managerial stakeholders in the context of a developing country, Bangladesh. A series of semistructured interviews were conducted with individuals who identify with various non-managerial stakeholder groups. Interviewees generally believed that the motivation (...)
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  44. Stakeholder Theory, Value, and Firm Performance.Jeffrey S. Harrison & Andrew C. Wicks - 2013 - Business Ethics Quarterly 23 (1):97-124.
    This paper argues that the notion of value has been overly simplified and narrowed to focus on economic returns. Stakeholder theory provides an appropriate lens for considering a more complex perspective of the value that stakeholders seek as well as new ways to measure it. We develop a four-factor perspective for defining value that includes, but extends beyond, the economic value stakeholders seek. To highlight its distinctiveness, we compare this perspective to three other popular performance perspectives. Recommendations are (...)
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  45.  85
    Evaluating Stakeholder Theory.J. Kaler - 2006 - Journal of Business Ethics 69 (3):249-268.
    This paper is the third in a series of four that is directed at understanding and assessing stakeholder theory for the purposes of business ethics. It addresses the suitability and viability of the theory, rejecting objections of a moral and efficiency sort based (respectively) on claims about property rights and the economic superiority of the alternative stockholder approach, but accepting that implementation problems require limiting both the number of groupings admitted to stakeholder status and the degree of responsibility towards them. (...)
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  46.  65
    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. When (...)
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  47. Stakeholder Theory: A Libertarian Defense.R. Edward Freeman & Robert A. Phillips - 2002 - Business Ethics Quarterly 12 (3):331-349.
    Abstract:The purpose of this paper is to suggest that at least one strain of what has come to be called “stakeholder theory” has roots that are deeply libertarian. We begin by explicating both “stakeholder theory” and “libertarian arguments.” We show how there are libertarian arguments for both instrumental and normative stakeholder theory, and we construct a version of capitalism, called “stakeholder capitalism,” that builds on these libertarian ideas. We argue throughout that strong notions of “freedom” and “voluntary action” are the (...)
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  48.  51
    Sustainable Stakeholder Capitalism: A Moral Vision of Responsible Global Financial Risk Management.Joseph A. Petrick - 2011 - Journal of Business Ethics 99 (S1):93-109.
    The author identifies the major micro-, meso-, and macro-level financial risk shifting factors that contributed to the Great Global Recession and how the absence of a compelling moral vision of responsible financial risk management perpetuated the economic crisis and undermined the recovery by blind reliance upon insufficiently accountable bailouts. The author offers a new theoretical model of Sustainable Stakeholder Capitalism by exercising moral imagination which inclusively and moderately balances four multi-level factors: types of capitalism, moral theories, human nature drives, and (...)
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    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 for stakeholder management, (...)
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    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 from the basic assumption that managers cannot meet (...)
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