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other types of organizations.Originality value - This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.
PurposeThe purpose of this study is to develop a framework for categorizing and evaluating stakeholders that addresses the key five constraints of The Theory of Stakeholder Identification and ...Salience (TSIS), including (1) binary attributes, (2) heterogeneous stakeholders in each category, (3) ignoring stakeholder-organization relationship, (4) ignoring stakeholders' communication frequency and (5) ignoring fringe stakeholders.Design/methodology/approachIn the first step, a set of solutions for the limitations and constraints of TSIS was extracted by holding three rounds of the Delphi method with the participation of 42 senior and middle Iranian managers in various organizations and based on it, “Basic Analysis for Stakeholder Evaluation and Classification” (BASEClass) was developed as an enhanced theoretical and empirical framework for stakeholder analysis. In the second Step BASEClass is validated by conducting an empirical study in an organization with the participation of 46 managers, experts and specialists.FindingsBASEClass is an enhanced theoretical and methodological framework for classifying stakeholders based on the three primary attributes of legitimacy, power and urgency, and also the communication quantity as a complementary attribute in a 3D cubical schema, prioritizing stakeholders in several cubes based on one of the multi-criteria group decision-making methods. Originality/valueBASEClass effectively reduces the mentioned limitations and constraints of TSIS and as a result can improve the effectiveness of strategies for dealing with different stakeholders.
More firms than ever before are disclosing the provenance of their products, results of product testing, and suppliers’ compliance with labor‐practice norms in their annual reports, sustainability ...reports, and press releases, besides making such information available on third‐party websites. However, collecting and disclosing such information is not only costly but also does not provide clear benefits. While the terminology is not yet standard in the literature, this study distinguishes supply chain transparency from visibility. Here, visibility refers to managers’ efforts to learn more about operations upstream in their supply chains. In contrast, by transparency, we mean a company disclosing information to consumers, investors, and other stakeholders about compliance with consumer‐expected norms in its supply chain operations and products. To motivate further research on supply chain transparency, we first report recent examples of companies providing supply chain transparency. Then we present potential benefits of supply chain visibility and supply chain transparency, respectively, for the company. Finally, we propose topics for research on supply chain transparency arranged by stakeholder.
Are stakeholder management and innovation substitutes or complements in affecting firm performance? Extant research provides support for both positions and thus leaves us with a puzzle. We conduct an ...exploratory fuzzy set qualitative comparative analysis (fsQCA) of 204 publicly listed European firms combining survey and archival data to formulate theory on how stakeholder management and innovation work (in)effectively together. Distinguishing between internal and external stakeholders and exploitative and exploratory innovation, we elaborate that managing for stakeholders and innovation can be both substitutes and complements depending on a set of contingencies. We discuss boundary conditions and implications for future research.
External stakeholder engagement is crucial for delivering value to diverse stakeholders in inter-organizational projects, however, it is not straightforward to organize this in a way that adds value. ...The intra-organizational focus of previous research offers limited insights into the relevant roles, responsibilities, arrangements and activities in inter-organizational contexts. Moreover, comprehensive empirical studies of the phenomenon are rare. This study explicates how internal stakeholders organize external stakeholder engagement in inter-organizational projects. Our multiple-case study of two infrastructure projects in Northern Europe identified three organizing solutions based on governance, values and dynamism. While governance-based solutions provide an overall structure for organizing external stakeholder engagement, value-based solutions ensure genuine cooperation and dynamism-based solutions facilitate timely organizing. The study develops propositions that constitute a model of how external stakeholder engagement can be organized in inter-organizational projects. The findings have implications for project stakeholder management and mainstream stakeholder research.
•External stakeholder engagement is essential in inter-organizational projects.•Organizing external stakeholder engagement in a way that adds value is challenging.•We explored empirically how internal stakeholders organize external stakeholder engagement.•Three organizing solutions were identified based on governance, values and dynamism.•We developed four propositions constituting a model of how external stakeholder engagement is organized.
This essay examines links, similarities, and dissimilarities between stakeholder theory and sustainability management. Based on the analysis a conceptual framework is developed to increase the ...applicability and the application of stakeholder theory in sustainability management. Concluding from the analysis, we identify three challenges of managing stakeholder relationships for sustainability: strengthening the particular sustainability interests of stakeholders, creating mutual sustainability interests based on these particular interest, and empowering stakeholders to act as intermediaries for nature and sustainable development. To address these challenges three interrelated mechanisms are suggested: education, regulation, and sustainability-based value creation for stakeholders.
This is a theoretical paper using the Web of Science search engine and Bibexcel analysis functions to determine key literature related to ‘project success’. The paper firstly provides background to ...the development of project success since the 1970s. Then, an inductive thematic analysis investigates which factors stakeholders, involved in projects, perceived as key to project success.
It provides a better understanding of project success and identifies perceptions by senior management, project core team and project recipient stakeholder groups. The main issue highlighted by the research was that, for some groups, there were no common success factors. This suggests a lack of agreement in perceptions of project success factors between these three groups, highlighting discontinuity between them and provides a case for empirical research into multiple stakeholder groups' perceptions of project success. The approach selected employed a combination of a systematic integrative literature review, coding framework and thematic analysis.
•A theoretical paper investigating project success factors and stakeholders.•Uses a systematic literature review, coding framework and thematic analysis.•Identifies discontinuity of perceptions between different stakeholder groups.•Provides a case for empirical research into perceptions of project success.
BackgroundImproving health and social care services involves engaging stakeholders in the implementation process. The literature currently reports suboptimal stakeholder engagement in implementation ...science. Here we draw on the international large-scale ImpleMentAll (IMA) study to illustrate the development of the Implementation-STakeholder Engagement Model (I-STEM) for improving health and social care services. The I-STEM is a sensitising tool, which defines key considerations and activities for undertaking stakeholder engagement activities across an implementation process.MethodsThe IMA project used a stepped-wedged randomised controlled trial design to evaluate the effectiveness of tailored implementation in integrating and embedding evidence-based eHealth interventions in routine care in Europe and Australia. Tailored implementation was operationalised in the ItFits-toolkit, a self-guided platform including resources to support stakeholder engagement (e.g., surveying tool). Here we draw on the qualitative process evaluation that was undertaken alongside the effectiveness trial. We conducted 55 in-depth, semi-structured interviews and observed 19 implementation related activities (e.g., technical support calls) across twelve implementation sites. The analytical process was informed by principles of first and third generation Grounded Theory, including constant comparative method. The I-STEM was derived from the analytical work undertaken in the qualitative process evaluation.ResultsOur findings are presented as the substantive, generalisable I-STEM, consisting of five interrelated concepts: engagement objectives, stakeholder mapping, engagement approaches, engagement qualities, and engagement outcomes. Engagement objectives are goals that implementers plan to achieve by working with stakeholder in the implementation process. Stakeholder mapping involves identifying a range of organisations, groups, or people who may be instrumental in achieving the engagement objectives. Engagement approaches define the type of work that is undertaken with stakeholders to achieve the engagement objectives. Engagement qualities define the logistics of the engagement approach. Lastly, every engagement activity may result in a range of engagement outcomes.DiscussionEffective stakeholder engagement can lead to a better understanding of local needs and barriers and increased research adoption. The I-STEM represents potential avenues for effective stakeholder engagement activity across key phases of an implementation process. It provides a conceptual framework for the planning, delivery, evaluation, and reporting of stakeholder engagement activities. The I-STEM is not prescriptive, but rather highlights the importance of a flexible, iterative approach to stakeholder engagement. It is developmental and will require further application and validation across a range of implementation activities.
Tensions in Stakeholder Theory Freeman, R. Edward; Phillips, Robert; Sisodia, Rajendra
Business & society,
02/2020, Letnik:
59, Številka:
2
Journal Article
Recenzirano
A number of tensions have been suggested between stakeholder theory and strategic management (SM). Following a brief review of the histories of stakeholder theory and mainstream SM, we argue that ...many of the tensions are more apparent than real, representing different narratives about stakeholder theory, SM, business, and ethics. Part of the difference in these two theoretical positions is due to the fact that they seek to solve different problems. However, we suggest how there are areas of overlap, and we argue that some of the tensions may, instead, provide interesting ways to put the two areas of scholarship and practice together. We maintain that SM and stakeholder theory could mutually benefit from a more pragmatist philosophy.
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