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External Stakeholders (external + stakeholder)

Distribution by Scientific Domains

Humanities and Social Sciences	62%
Business, Economics, Finance and Accounting	37%

Selected Abstracts

Corporations on the Front Line

CORPORATE GOVERNANCE, Issue 2 2004
Noreena Hertz
Over the past few years multinational corporations have been coming increasingly under attack from a number of forces, including non governmental organisations, "political shoppers" and grass root activists. While these civil or market based forms of regulation have had some effect in moderating corporate behaviour, this paper argues that the effect is necessarily limited. What is proving to be more effective is instead the threat of litigation. Yet despite the evidence, the trend amongst government policy makers has been to encourage corporations to voluntarily self regulate. This paper warns that policy makers pursue this end at the peril not only of external stakeholders, but also of multinational corporations, and lays out steps that governments could take both to improve civil and market regulation, and also to strengthen the law. This paper will argue that such a course of action is in our collective interest. [source]

Managers' profile in environmental strategy: a review of the literature

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2006
Esteban Fernández
Abstract Environmental legislation and stakeholders are putting pressure on organizations to change. The role of management is a key factor. The aim of the present work is to determine the key characteristics required of a manager with environmental responsibilities and determine which are the critical aptitudes and attitudes for environmental success through a deep review of the literature. We include three kinds of characteristic: (a) managerial attitude and social influence, (b) individual characteristics (demographic characteristics, capability to perceive strategic opportunities, leadership, individual entrepreneurial ability and international awareness) and (c) organizational characteristics (organizational culture, capability to influence strategy, long-term orientation, organizational structure and demographic characteristics). With this purpose, we have collected and integrated the most relevant contributions of the literature. We have also suggested future research streams: for example, analysis of the interdependences among the diverse dimensions of a manager with environmental responsibilities, analysis of the characteristics typical of external stakeholders that condition the managerial behaviour and other aspects of environmental strategy on which management attitude has an influence. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]

An exploration of corporate attitudes to the significance of environmental information for stakeholders

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2003
David Collison
This paper reports on a questionnaire survey sent to environmental managers in quoted UK firms from environmentally sensitive sectors. A total of 58 usable responses was received, with most but not all being returned by environmental managers. While contextual information regarding perceptions of their companies' environmental sensitivity and management systems was sought, the main focus of the questionnaire was on respondents' views about stakeholder concerns. There was broad agreement that external stakeholders attached importance to environmental communications. The results indicate that respondents' perceptions of these issues were associated with the formality of their internal management systems and with the role of the respondents within their firms. It was also found that shareholders were thought to be the least interested stakeholder group. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source]

Predicting the Financial Vulnerability of Charitable Organizations

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2000
Janet S. Greenlee
This article describes a model that can be used to predict which nonprofit organizations are vulnerable to financial problems. The model is based on financial indicators developed by Tuckman and Chang (1991), adapts methodologies that have been developed in the for-profit sector to predict financial vulnerability, and was empirically tested using a multiyear Internal Revenue Service database provided by the National Center for Charitable Statistics. Both internal and external stakeholders can use the model when making allocation decisions during the strategic planning process and in evaluating financial risk. [source]

Dynamics of NGO legitimacy: how organising betrays core missions of INGOs

PUBLIC ADMINISTRATION & DEVELOPMENT, Issue 1 2008
Ringo Ossewaarde
Abstract International non-governmental organisations (INGOs) are prominent actors in the international arena, aiming to improve the life of disadvantaged people. However, INGOs often do not succeed in doing this. Consequently, INGO legitimacy is regularly questioned. Increased transparency and tightened accountability mechanisms are often-mentioned solutions to this problem. Based on an analysis of four dimensions of INGO legitimacy,normative, regulatory, cognitive and output legitimacy,we argue that this is not necessarily adequate. We conclude that INGO mission statements create a normative source of legitimacy, but that this, in itself, is not enough to ground INGO legitimacy: it also needs to be institutionalised and organised. However, as a result of power relations and resulting pressures for accountability and transparency, as defined by their external stakeholders, INGOs experience a permanent struggle to reconcile their mission with the requirements for regulatory, cognitive and output legitimacy. The more these stakeholders press for increased organisation of INGO work, the more the pursuit of the core objectives of INGOs is obstructed. We illustrate this argument with the case of the post-Tsunami humanitarian intervention (2004/2005). Copyright © 2008 John Wiley & Sons, Ltd. [source]

Executives' Views of Factors Affecting Governance Change in a Not-for-Profit Setting

BUSINESS AND SOCIETY REVIEW, Issue 4 2008
DAVID L. SCHWARZKOPF
ABSTRACT Knowing the factors that executives deem critical to governance change can improve our understanding of how such changes come about and can help us evaluate those changes. Interviews with business and finance executives at 11 colleges reveal the importance to governance change of chief executive and board member leadership and interactions, as well as executive communication style. Costs are clear constraints to action, particularly since benefits are not quantified and are difficult to describe. Efforts to discuss governance with internal stakeholders require persistence to overcome narrow, individualized concerns. Communication about governance to external stakeholders is rare and represents a missed opportunity for stakeholder feedback and the development of trust. Executives appear willing to adopt governance forms without considering the idiosyncrasies of their institutional field, limiting the working definition of governance and its potential. For corporations and not-for-profit enterprises these findings hold implications for the context in which leadership is exercised and the shape of governance structures. They also pose a fundamental ethical dilemma for leaders to address. [source]

Firm strategy and the Canadian Voluntary Climate Challenge and Registry (VCR),

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 6 2009
Keith Brouhle
Abstract The Canadian VCR is a climate change mitigation program that relies on firms' desire to signal environmental responsibility to external stakeholders through voluntary information disclosure. We analyze indicators of strategic behavior through three measures of engagement with the VCR program (annual participation behavior, quality of action plans and repeat participation), and test for differences in these measures among firms subjected to different regulatory climates that arise over time, across provinces and across economic sectors. Our findings suggest an increased perception of a regulatory threat in later years, as evidenced by an increase in participation rates, higher quality of action plans and higher rates of repeat participation. We also find higher levels of engagement with the VCR program in provinces with large petroleum (Alberta) and manufacturing (Ontario) industries and that have established provincial level greenhouse gas reporting mechanisms, and in certain sectors such as petroleum, electric utilities and to some extent services. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source]

Environmental technical and administrative innovations in the Canadian manufacturing industry

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2007
Irene Henriques
Abstract This paper explores whether the adoption of an EMS and/or TQM, both administrative innovations, lead to the development of cleaner technological innovations. We draw on the stakeholder influence literature and Daft's (1978) dual core model of organizational innovation to determine the factors affecting a facility's decision to undertake cleaner technological innovations. Using Canadian facility level manufacturing data, we find that an EMS reduces the likelihood that a facility will implement environmental technologies that change the production process (clean technologies) while TQM increases the likelihood that the facility will implement clean technologies. We also find that administrative pressures (corporate headquarters and shareholders/investors) have no impact on technological innovations while external stakeholders such as regulators, community groups and environmental groups as well as customers and suppliers each increase the likelihood that facilities will use cleaner technologies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]