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other types of organizations.Originality value - This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.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.
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.
Although stakeholder management is seen as one of the main success factors of Public–Private Partnerships (PPPs), to date, limited research has investigated actual stakeholder management in PPPs. ...After positioning PPP in the current stakeholder management theory, a comparative case study analysis of four PPP infrastructure projects demonstrates the relevance and importance of stakeholder inclusion in PPPs. The case study findings indicate that a PPP makes the stakeholder environment more complex to manage, due to the increasing importance of the stakeholder context and dynamics. Hence, allocating stakeholder responsibilities between the public initiator and private consortium becomes problematic as it goes hand in hand with balancing between reactive and proactive responses to stakeholder claims. In order to cope with the PPP specific stakeholder characteristics, the use of a dynamic dual stakeholder management tool is recommended as well as the identification of governance structures that allow the sharing and division of responsibilities between stakeholders.
•One focal organisation for managing SH does not hold for PPPs.•Ownership issues regarding SH management arise across all PPP stages.•Allocating SH responsibilities results in balancing reactive and proactive SH responses.•Dual governed and dynamic stakeholder management is suggested for PPPs.
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.
Stakeholder theory has been widely used in business management research by scholars of various disciplines at home and abroad. Initially, stakeholder theory asserted that the growth of any company is ...inseparable from stakeholders, emphasizing the consideration of stakeholders when making or implementing decisions. However, in recent years, with the deepening of theoretical research, the scope of stakeholder theory research has been expanding, and environmental, social and governance (ESG) has become one of the important aspects of stakeholder theory research. This paper explores the relationship between ESG, and corporate performance based on stakeholder theory. Stakeholder theory suggests that by demonstrating strong ESG performance, companies can gain buy-in from both external and internal stakeholders. ESG can meet the needs of both external and internal stakeholders. As a result, it not only enhances the brand image, but also improves operational efficiency, which in turn improves the quality of sales and services. Ultimately, this helps to improve business performance.
This paper organizes and synthesizes different extant research streams through a systematic literature review to identify connections and major assumptions on the influence of stakeholders in major ...Public Infrastructure and Construction projects (PIC), at the local community level. Findings suggest that research on stakeholder management has focused strongly on those stakeholders able to control project resources, whilst the effect on the legitimate ‘secondary stakeholders’, such as the local community, remains widely unexplored. Due to the unavoidable impact of major PIC on both people and places, it is suggested that seeking local community opinions in the initiation phase of the project and monitoring the megaproject impact at the local level can help to improve project performance. The output provides scholars and practitioners with future research directions and practical implications for an inclusive stakeholder management approach in construction megaprojects.
•Explores stakeholders in Public Infrastructure and Construction projects.•A systematic literature review examining local community perceptions of ‘megaprojects’.•To improve decision making to minimize environmental and social impact.
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