共查询到20条相似文献,搜索用时 46 毫秒
1.
Yves Fassin 《Journal of Business Ethics》2008,80(4):879-888
The success of the stakeholder theory in management literature as well as in current business practices is largely due to
the inherent simplicity of the stakeholder model––and to the clarity of Freeman’s powerful synthesised visual conceptualisation.
However, over the years, critics have attacked the vagueness and ambiguity of stakeholder theory. In this article, rather
than building on the discussion from a theoretical point of view, a radically different and innovative approach is chosen:
the graphical framework is used as the central perspective. The major shortcomings of the popular stakeholder framework are
systematically confronted with the graphical scheme to illustrate their visual impact. The graphical illustrations of the
imperfections help explain the sometimes-oversimplified generalisation inherent to every graphical model. They also make some
interrelationships easier to understand. The analysis demonstrates that, with the tacit but implicit acceptance of simplification
of the discussed explanatory elements, Freeman’s framework remains a rather good approximation of reality. Only a few minor
changes to the stakeholder model are consequently proposed. 相似文献
2.
Assessing Freeman’s Stakeholder Theory 总被引:1,自引:0,他引:1
James A. Stieb 《Journal of Business Ethics》2009,87(3):401-414
At least since the publication of the monumental Strategic Management: A Stakeholder Approach (1984), the “stakeholder theory” originated by R. E. Freeman has engrossed much of the business ethics literature. Subsequently,
some advocates have moved a bit too quickly and without proper definition or argument. They have exceeded Freeman’s intentions
which are more libertarian and free-market than is often thought. This essay focuses on the versions of stakeholder theory
directly authored or coauthored by Freeman in an effort to recover (1) Freeman’s intentions and (2) the argumentative justification
of stakeholder theory. It then argues that Freeman’s appeal to legal, economic, and ethical constraints ultimately produce
arguments that are invalid. One can thoroughly support legislation constraining corporations or seeking to prevent age discrimination,
market monopolies, and externalities and regret the extent that capitalism is heir to such shortcomings without it following that (1) business beneficiaries should be changed from stockholders to stakeholders and (2) the latter should be given serious decision-making power. Further, stakeholder theory neither defines nor battles any obvious opposition. Hence, it is difficult
to see what it changes about business management. In short, stakeholder theory either changes too much about business, or
nothing important at all (depending on one’s interpretation). Efforts to supplant or improve the reigning theory of capitalism
will have to do better. 相似文献
3.
Kalle Pajunen 《Journal of Business Ethics》2006,68(3):243-258
In a contractual firm–stakeholder relationship the participants are expected to act according to the agreement and for mutual benefit. By acting against the agreement at the expense of the other participant, however, may result in higher individual profits within a short period of time. Building on the unlocked iterated prisoner’s dilemma (PD) setting, Scanlon’s [Scanlon, T.␣M.: 1998, What We Owe to Each Other (Belknap Press of Harvard University Press, Cambridge, Mass)] version of contractualism, and the social dilemma literature, this article considers what types of behaviors should be followed by both parties in an established firm–stakeholder relationship in order to reach an outcome that is defensible both in terms of morality and viability. It is argued that a normative foundation, which advises firms and stakeholders to ground their behavior on principles that could not reasonably be rejected by others, forms a basis for moral and viable behavior that can be expressed in the form of a strategic rule that excludes defection and utilizes the option to exit in response to the other participant’s defection. Then, a set of testable propositions is developed that describe how a firm and its stakeholders can further promote moral and viable relationships.Kalle Pajunen received his Ph.D. in strategic management. His current research interests include research methodologies, turnaround processes, stakeholder theory, strategic leadership, and business ethics. His recent articles appear (or are forthcoming) for instance in Advances in Strategic Management, Human Relations, Journal of Management Studies, and Leadership. 相似文献
4.
This paper examines voluntary corporate social responsibility (CSR) reporting as a form of moral discourse. It explores how
alternative stakeholder perspectives lead to differing perceptions of the process and content of responsible reporting. We
contrast traditional stakeholder theory, which views stakeholders as external parties having a social contract with corporations,
with an emerging perspective, which views interaction among corporations and constituents as relational in nature. This moves
the stakeholder from an external entity to one that is integral to corporate activity. We explore how these alternative stakeholder
perspectives give rise to different normative demands for stakeholder engagement, managerial processes, and communication.
We discuss models of CSR reporting and accountability: EMAS, the ISO 14000 series, SA8000, AA1000, the Global Reporting Initiative,
and the Copenhagen Charter. We explore how these models relate to the stakeholder philosophies and find that they are largely
consistent with the traditional atomistic view but fall far short of the demands for moral engagement prescribed by a relational
stakeholder perspective. Adopting a relational view requires stakeholder engagement not only in prescribing reporting requirements,
but also in discourse relating to core aspects of the corporation such as mission, values, and management systems. Habermas’
theory of communicative action provides guidelines for engaging stakeholders in this moral discourse.
MaryAnn Reynolds is an Associate Professor of Accounting in the College of Business and Economics at Western Washington University.
Dr. Reynolds teaches intermediate financial accounting and is published in the areas of corporate social, environmental and
ethical reporting.
Kristi Yuthas is the Swigert Endowed Information Systems Professor in the School of Business Administration at Portland State
University. Dr. Yuthas teaches accounting and information systems and is published in the areas of social and ethical impacts
of management information systems. 相似文献
5.
Abe Zakhem 《Journal of Business Ethics》2008,79(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,
fails to provide managerial direction regarding how to resolve a variety of normative stakeholder claims that resist commoditization.
In response to this issue, this paper has two overlapping goals. It seeks to elaborate a discourse theoretical approach to
the problem by first drawing out Jurgen Habermas’ theory of communicative action and delineating the various types of rational
discourse. Second, the paper attempts to present concrete implications for SMC relative to reshaping the contours of rational,
process, and transactional analysis in light of central discourse theoretical conclusions.
Dr. Abe J. Zakhem works primarily in the areas of ethical theory and business ethics. He has worked in private industry as
a senior management consultant and chief operating officer and is currently an assistant professor at Seton Hall University. 相似文献
6.
Adele Santana 《Journal of Business Ethics》2012,105(2):257-265
This paper focuses attention on the stakeholder attribute of legitimacy. Drawing upon institutional and stakeholder theories,
I develop a framework of stakeholder legitimacy based on its three aspects—legitimacy of the stakeholder as an entity, legitimacy of the stakeholder’s claim, and legitimacy
of the stakeholder’s behavior. I assume that stakeholder legitimacy is socially constructed by management and that each of
its three aspects exists in degree in the manager’s perception. I discuss how these aspects interact and change over time,
and propose an agenda for future research on stakeholder legitimacy. 相似文献
7.
Julia Roloff 《Journal of Business Ethics》2008,82(1):233-250
From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is
argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed
stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed
stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management
dominates in multi-stakeholder networks, because it enables corporations to address complex problems and challenges in cooperation
with stakeholders. Since deliberation is the key to issue-focussed stakeholder management, it helps to cope with numerous
and at times contradictory stakeholder demands and enhances the legitimacy of corporate activities.
The research for this article was facilitated by the ESC Rennes Management Research Fund. 相似文献
8.
Organizational leaders are increasingly emphasizing a stakeholder perspective in order to address concerns about business ethics. This study examined the choices of 94 groups in the context of a business decision-making simulation to determine how specific actions and communications can facilitate the consideration of different stakeholder perspectives. In particular, we examined whether generally framing the business situation as one involving diverse stakeholders versus a primarily profit-driven operation (referred to as framing), and whether specific suggestions that participants consider the concerns of stakeholders versus stockholders in maximizing the value of the firm (referred to as vision priming), would influence group choices and decision outcomes. We tested four experimental conditions against a control in a 2 × 2 experimental design to determine the effects that group choices had on decision outcomes when groups were exposed to stakeholder versus stockholder decision framing and stakeholder versus stockholder vision priming. The results revealed that the consistent conditions outperformed the control condition and that vision priming has a greater impact on decision outcomes than decision framing. 相似文献
9.
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 perspective as a distinctive research approach and shows how it relates to the wider body
of stakeholder theory. Next, the concept of SD is operationalized for the microeconomic level with reference to important
documents. Based on the ensuing SD framework, it is shown how SD and SRM relate to each other, and how the two concepts relate
to other popular concepts such as Corporate Sustainability and Corporate Social Responsibility. The paper concludes that the
significance of societal guiding models such as SD and of management approaches like CSR is strongly dependent on their footing
in society.
Reinhard Steurer is a senior researcher and lecturer at the Research Institute for Managing Sustainability at the Vienna University
of Economics and Business Adminstration. His research focuses on the changing roles of states, businesses and civil societies
in the context of sustainable development. He is author and co-author of numerous articles, dealing with questions of how
governments and businesses tackle the challenge of sustainable development, and what the two societal domains can learn from
each other in doing so. He holds a Ph.D. in Political Science from the University of Salzburg/Austria, and a Masters in Public
Policy from the University of Maryland/U.S.A.
Markus E. Langer studied ecology and environmental economics at the
University of Vienna and the Vienna University of Economics and Business Adminstration as well as industrial environmental
management at Yale University. He is currently working as
Managing Director of FORUM Umweltbildung. Previously he was working since 1999 as a senior researcher and lecturer at the
Research Institute for Managing Sustainability at the Vienna
University of Economics and Business Adminstration. His research focused on the Evaluation of Sustainable Development as well
as Corporate Social Responsibility and Stakeholder Management.
Astrid Konrad studied business administration at the University of Graz. She has been working at the Research Institute for
Managing Sustainability at the Vienna University of Economics and Business Adminstration since 2002. Her research focus is
on Corporate Social Responsibility and Stakeholder Management.
André Martinuzzi studied business adminstration at the Vienna
University of Economics and Business Administration. He is working as a project manager at the Department of Environmental
Economics and Management since 1993, as a lecturer at the Vienna University of Economics and Business Adminstration and leads
the Managing Sustainability Research Centre since 1999. Since 2001 he worked as a scientific coordinator of Austria’s Sustainability
Strategy. In 2003 he worked as a scientific editor of the Corporate Social Responsibility vision statement of the Austrian
Industry and as a process consultant for the Austrian Forest Program. Research areas: Eco-Consulting, Corporate Sustainability,
Evaluating Sustainable Development, Sustainability Strategies and Stakeholder Dialogues. 相似文献
10.
The Stakeholder Model Refined 总被引:2,自引:0,他引:2
Yves Fassin 《Journal of Business Ethics》2009,84(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 of stakeholder theory and will keep the graphical framework firmly in perspective. It will
confront the stakeholder model’s graphical representation to the discussion on stakeholder definition, stakeholder identification
and categorisation, to re-centre the debate to the strategic origin of the stakeholder model. The ambiguity and the vagueness
of the stakeholder concept are discussed from managerial and legal approaches. The impacts of two major shortcomings of the
popular stakeholder framework are examined: the boundaries and the level of the firm’s environment, and the ambivalent position
of pressure groups and regulators. Working pragmatically, with a focus on the managerial and organisational perspective, an
attempt is made to clarify the categorisations and classifications by introducing new terminology with a distinction between
stakeholders, stakewatchers and stakekeepers. The analysis will finally lead to a proposed upgraded and refined version of the stakeholder model, with incremental ameliorations
close to Freeman’s original model and a return of focus to its essence, the managerial implications in a strategic approach. 相似文献
11.
Recognition is a basic precondition of participation. This article applies the dimension of recognition to business ethics. A case is made for normative stakeholder management as a voluntary commitment at the level of corporate leadership; this also meets management’s strategic demands. A vitality criterion is offered as a heuristic instrument, suggesting that any operation should be avoided which would violate the legitimate interests of stakeholders. For this reason, the recognition of mutually-conditioned stakeholder claims is understood as the central management idea. 相似文献
12.
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 derived from Frooman
(1999) formed the basis for the initial data analysis; all six propositions were supported to some extent. Perhaps more interestingly,
the data revealed that Frooman’s model is too parsimonious to adequately describe stakeholder influence strategies and related
alliances, necessitating the development of an alternative theoretical model grounded in the data collected. 相似文献
13.
Advocates of stakeholder theory have long known that grasping its key insights requires a specific worldview that is, unfortunately, still not prevalent within the community of strategic management scholars. We argue that this worldview encompasses a process ontology that is radically different from the substance-ontological outlook typical of the mainstream approaches to strategic management. The unquestioned commitment of strategic management scholarship to a substance ontology leads to the viewing of corporations as macro-entities comprising aggregations of discrete autonomous actors each relying on individual choice and instrumental rationality. In contrast, within a process-ontological worldview, corporations and their stakeholders are seen to be sustained and attenuated through social practices and relationships involving interlocking chains of coping actions taken in everyday interactions. We show that adopting a process-ontological worldview presents a much-needed step that may help strategic management scholars reach a better understanding of how stakeholder theory deals with three problems of today's capitalism, those value creation and trade, ethics of capitalism, and managerial mindsets. On this basis, we discuss how to process ontology may lead stakeholder theory to further refine its understanding of business strategy, corporate social responsibility, and the common ground between the firm and stakeholders. 相似文献
14.
Stakeholder Multiplicity: Toward an Understanding of the Interactions between Stakeholders 总被引:1,自引:0,他引:1
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 cooperative stakeholder interactions, which we refer to as stakeholder multiplicity.
We draw upon three forms of fit (i.e. fit as matching, fit as moderation, and fit as gestalts; Venkatraman, N.: 1989) to develop
a framework for understanding stakeholder multiplicity based upon the direction, strength, and synergies of the interacting
claims. Additionally, we draw upon the theory of stakeholder identification and salience of Mitchell et al. (1997), which
we argue provides a more relevant and significantly more illustrative explanation of the nature and effects of stakeholder
interactions upon the organization than the network approach of Rowley (1997). Furthermore, we ground our framework through
reference to three stakeholder groups (i.e. governments, customers, and employees) and the stakeholder issue of concern for
the natural environment. We propose a hierarchy of the multiplicity strength of influence of these three stakeholder groups.
Potential measurement and implications are discussed. 相似文献
15.
A Stakeholder Approach to Corporate Social Responsibility: A Fresh Perspective into Theory and Practice 总被引:3,自引:0,他引:3
Dima Jamali 《Journal of Business Ethics》2008,82(1):213-231
16.
Gerwin Van der Laan Hans Van Ees Arjen Van Witteloostuijn 《Journal of Business Ethics》2008,79(3):299-310
Although agreement on the positive sign of the relationship between corporate social and financial performance is observed
in the literature, the mechanisms that constitute this relationship are not yet well-known. We address this issue by extending
management’s stakeholder theory by adding insights from psychology’s prospect decision theory and sociology’s resource dependence
theory. Empirically, we analyze an extensive panel dataset, including information on disaggregated measures of social performance
for the S&P 500 in the 1997–2002 period. In so doing, we enrich the extant literature by focusing on stakeholder heterogeneity,
perceptional framing, and disaggregated measures of corporate social performance. 相似文献
17.
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 of all stakeholders. We contend that the creation of a dialogical understanding among affected stakeholders cannot be a mere outcome
of applying certain accountability standards, but rather must be a necessary precondition for their use. This requires a stakeholder
dialogue prior to making a choice. We outline such a discursive decision framework for accountability standards based on the
Habermasian concept of communicative action and, in the final section, apply our conceptual framework to one of the most prominent
accountability tools (AA 1000).
Andreas Rasche is currently working at the chair for Business Administration at the Helmut-Schmidt-University, Hamburg, Germany
and is finishing his PhD in strategic management at EUROPEAN BUSINESS SCHOOL, Germany where he is also teaching business ethics.
His research interests include the institutionalization of ethics initiatives in multinational corporations (see also www.ethics-in-pratice.org)
and reflections about the theory of strategic management.
Daniel Esser until recently was a Tutorial Fellow in Development Management at the London School of Economics and Political
Science. He is now working for the UN Economic and Social Commission for Asia and the Pacific where he is involved in the
design and management of urban governance programmes and service schemes supporting the poverty reduction agenda for the region. 相似文献
18.
The pharmaceutical sector, an industry already facing stiff challenges in the form of intensified competition and strategic
consolidation, has increasingly become subject to a range of pressures. Crucially, in common with other large-scale businesses,
pharmaceutical firms find themselves ‹invited’ to respond positively to the corporate ‹social’ responsibility (CSR) expectations
of their stakeholders. Consequently, individual managers will almost certainly be obliged to engage in some form of stakeholder
dialogue and this, in turn, means that they will have to make difficult choices about which practices to adopt. This real-world
management predicament runs parallel to an academic interest in CSR stakeholder dialogue theory and models. Accordingly, the
approach of this paper is to focus primarily on the academic debate surrounding stakeholder dialogue, by reviewing past attempts
to research and theorise the subject, by identifying gaps and weaknesses in the literature, and by proposing a new analytical
model. The central aim of the proposed new model is to offer a unified, structured, systematic, and comprehensive approach
to CSR decision making whilst simultaneously providing a practical framework for CSR executives who face the challenge of
responding in an effective manner to stakeholders. The model outlined here is currently being employed to conduct international
comparative empirical research into stakeholder dialogue practices amongst UK and German pharmaceutical firms. In the longer
term the intention is to use the model to undertake international comparative research encompassing a broader range of countries
and industries. 相似文献
19.
Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests 总被引:1,自引:0,他引:1
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 examined
instrumental and normative implications of these two approaches. We conclude by considering the contributions of this research. 相似文献
20.
Shareholders and Social Responsibility 总被引:1,自引:1,他引:0
Brian P. Schaefer 《Journal of Business Ethics》2008,81(2):297-312
The article presents an analysis and critique of Milton Friedman’s argument that the social responsibility of business is
merely to increase its profits. The analysis uncovers a central claim that Friedman implies, but does not explicitly defend,
namely that the shareholders of a corporation have no duty to direct that corporation’s management to exercise social responsibility.
An argument against this claim is then advanced by way of a convergence strategy, whereby multiple influential moral approaches
are shown to align themselves against Friedman. The convergence strategy shows that Friedman’s position lies on the lonely
fringes of Western moral thought, and that at least some of Friedman’s professed adherents appear to offer incoherent moral
views. The convergence strategy is shown to suggest, but not entail, a stakeholder model of the corporation. The article concludes
by considering two objections. 相似文献