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Stakeholder Management (stakeholder + management)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	54%
Humanities and Social Sciences	45%

Selected Abstracts

The Relation between Stakeholder Management, Firm Value, and CEO Compensation: A Test of Enlightened Value Maximization

FINANCIAL MANAGEMENT, Issue 3 2010
Bradley W. Benson
Whether firms pursue shareholder value maximization or the maximization of stakeholder welfare is a controversial issue whose outcomes seem irreconcilable. We propose that firms are likely to compensate their executives for pursuing the firm's goal be it shareholder value maximization or the maximization of stakeholder welfare. In this paper, we examine the correlation between firm value, stakeholder management, and compensation. We find that stakeholder management is positively related to firm value. However, firms do not compensate managers for having good relationships with its stakeholders. These results do not support stakeholder theory. We also find an endogenous association between compensation and firm value. Our results are consistent with Jensen's (2001) enlightened value maximization theory. Managers are compensated for achieving the firm's ultimate goal, value maximization. However, managers optimize interaction with stakeholders to accomplish this objective. [source]

A Moral Evaluation of Online Business Protest Tactics and Implications for Stakeholder Management

BUSINESS AND SOCIETY REVIEW, Issue 1 2009
BEVERLY KRACHER
First page of article [source]

The Green Onion: a corporate environmental strategy framework

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2010
Scott Victor Valentine
Abstract Since the 1990s, there has been a proliferation of research exploring the benefits of proactive corporate environmental management initiatives. Unfortunately, the absence of a comprehensive, strategic planning framework relegates much of this valuable research to a study of good ideas for making money while operating more sustainably. This paper presents a framework for guiding corporate environmental strategy to bring order to existing observations and allow social scientists to begin the process of ,orderly control and prediction'. The research is based on modified grounded theory and an extensive literature review pertaining to the benefits of corporate environmental management. The framework has been named the ,Green Onion' to highlight the multiple strategic layers of influence uncovered and the importance of retaining resilient outer layers (i.e., stakeholder management) to protect the highly potent core of functional environmental management initiatives (i.e., cost saving initiatives). Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source]

Stakeholder accountability or stakeholder management: a review of UK firms' social and ethical accounting, auditing and reporting (SEAAR) practices

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 1 2002
Ataur Rahman Belal
The main aim of this study is to undertake an evaluation of the initial wave of stand-alone social reports issued by the major market players in the UK using AA1000 as an evaluative tool, or benchmark, in order to ascertain the extent to which they conform to the provisions of AA1000, in particular the core principles of accountability and inclusivity. Applying the lens of the stakeholder model the paper examines to what extent contemporary SEAAR practices in the UK are likely to promote stakeholder accountability, or whether they are simply exercises in stakeholder management. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment. [source]

The Relation between Stakeholder Management, Firm Value, and CEO Compensation: A Test of Enlightened Value Maximization

Stakeholder Influences in Organizational Survival*

JOURNAL OF MANAGEMENT STUDIES, Issue 6 2006
Kalle Pajunen
abstract Although much has been written on declines and turnarounds, virtually no research has examined stakeholders' influence in an existence threatening crisis of an organization. This paper provides a theory and a historical case study that show how the most influential stakeholders can be identified and managed during an organizational survival. The proposed model demonstrates how stakeholders' influence in organizational survival consists of both direct resource dependence- and structure-based forms of power. The case analysis then describes an examination of actual stakeholder influences and changes in them during the decline and turnaround process. Finally, based on the findings of the case analysis and the influence identification, propositions are developed. They relate specific types of behaviours of influential stakeholders to the probability of organizational survival, showing how stakeholder management can be operationalized in an organizational turnaround. [source]

How to become your own worst adversary: examining the connection between managerial attributions and organizational relationships with public interest stakeholders,

JOURNAL OF PUBLIC AFFAIRS, Issue 1 2007
James E. Mattingly
According to numerous studies across multiple disciplines in the social sciences, business organizations tend to develop adversarial relationships with representatives of the public interest. A survey of 62 Public Affairs Managers in publicly held U.S. corporations finds that organizations adopt relational styles similar to those theorized in studies of inter-organizational conflict, organizational communication and stakeholder management. Empirical results support the descriptive power of a two-dimensional model reflecting four relational styles that participating organizations exhibited: avoidance, compliance, co-optation and negotiation. The two dimensions that constitute the model are cooperativeness and boundary spanning. More importantly, managers who attributed power and legitimacy to public interest group stakeholders reported that their organizations were more likely to cooperate with these stakeholders. On the other hand, managers who perceived public interest groups' claims having urgency were more likely to develop communicative, boundary spanning relationships with public interest groups but these relationships were less likely to be cooperative. Because unhealthy relationships with these groups can be detrimental to an organization's long-term prospects, managers must be careful to recognize public interest organizations as potent and legitimate potential allies. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Sustainability and stakeholder management: the need for new corporate performance evaluation and reporting systems

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2006
Francesco Perrini
Abstract Corporate sustainability, that is the capacity of a firm to continue operating over a long period of time, depends on the sustainability of its stakeholder relationships. This new stakeholder view of the firm goes beyond previous work on the triple bottom line and balanced scorecard. Companies need appropriate systems to measure and control their own behaviour in order to assess whether they are responding to stakeholder concerns in an effective way and to communicate the results achieved. These sustainability accounting systems should have the purpose of broadening and integrating the traditional financial approaches to corporate performance measurement, taking stakeholder needs into due account. This article presents the sustainability evaluation and reporting system (SERS), an integrated methodology aimed at monitoring and tracking from a qualitative and quantitative viewpoint the overall corporate performance according to a stakeholder framework, in line with small and medium-sized enterprises' managerial requirements. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]

Integrating environmental and stakeholder management

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2001
Henning Madsen
Regulation has been an important instrument in pushing the business community towards improved environmental performance. However, there has also been increasing pressure from a growing number of stakeholders, including employees, customers, neighbours, NGOs etc. In order to improve corporate relationships with various stakeholders, companies need to be able to identify these stakeholders and assess their influence. The first part of this paper will discuss the relevant theory and introduce a model to analyse and identify the most significant stakeholder groups and their influence on corporate behaviour. Based on a recent survey of Danish companies, the second part of the paper will report on the success of a variety of stakeholders in forcing companies to introduce environment-related initiatives. The results will then be discussed in light of the theory and other reported results. The paper closes with a discussion of research implications. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment [source]

Distinctions in descriptive and instrumental stakeholder theory: a challenge for empirical research

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2010
Niklas Egels-Zandén
Stakeholder theory is one of the most influential theories in business ethics. It is perhaps not surprising that a theory as popular as stakeholder theory should be used in different ways, but when the disparity between different uses becomes too great, it is questionable whether all the ,stakeholder research' refers to the same underlying theory. This paper starts to clarify this definitional confusion by distinguishing between three different ways in which different lines of stakeholder research are connected with descriptive and instrumental stakeholder theory. First, a distinction is made between research connected with descriptive and with instrumental stakeholder theory as defined by Donaldson & Preston in the narrow or broad sense. Second, a distinction is made between research that interprets descriptive and instrumental stakeholder theories as either hypotheses or research areas. Third, a distinction is made between research that interprets Donaldson & Preston's central concept of ,stakeholder management' as either behaviour or rationale. Finally, the paper discusses the implications of these differences for empirical research into stakeholder theory. [source]