Pathways of stakeholder influence in the Canadian forestry industry

We draw on the stakeholder influence literature to propose and empirically test hypotheses regarding the direct and indirect pathways of perceived influence that stakeholders exercise within the domain of corporate sustainability. Our results allow us to examine the interaction between different types of stakeholder pressure and different types of stakeholder influence strategy. We show that stakeholders who do not control resources critical to the focal firm's operations are able to pressure a firm indirectly via other stakeholders on whose resources the firm is dependent. We contribute to the stakeholder perspective by showing how stakeholders who are affected by the focal firm's operations can enhance their salience via stakeholders who can affect the firm. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.     

Stakeholder management in sustainable supply chains: A case study of the bioenergy industry

Engaging with stakeholders and managing their issues when striving for a sustainable supply chain (SC) is a significant challenge. Although most studies on sustainable supply chain management (SSCM) consider stakeholder management necessary, little is known about related stakeholder management practices in SSCM. Thus, this paper seeks to enrich the theoretical debate on stakeholder management practices in SSCM through a case study approach to bioenergy SCs in Chile. Based on 28 interviews with SC actors and representatives from the surrounding stakeholder environment, the deductive–inductive analysis reveals that stakeholder management combines different practices to discuss stakeholder concerns, address them, and evaluate the process at the SC's external and internal levels. We propose structuring these practices based on two dimensions: “practices to address stakeholder requirements” and “practices whereby stakeholders are integrated.” The analysis' results indicate that although two-way communication with stakeholders can be seen as the core of stakeholder management, a certain willingness to learn and transform SC design is a prerequisite for true orientation toward stakeholder management in SSCM. Additionally, linkage development and local anchoring are practices used to obtain further legitimacy at the external level. Building on these findings, this study can guide practitioners in engaging with stakeholders and managing their issues across the SC.     

Board gender diversity and environmental,social, and economic value creation: Does family ownership matter?

Prior literature on firm value creation for stakeholders has oversimplified and narrowed the concept of value down to “economic returns.” Although economic returns are fundamental to a firm's core stakeholders (i.e., shareholders), other legitimate stakeholders want “value” beyond economic returns. We define stakeholder value as the financial and nonfinancial returns a firm can offer to its legitimate stakeholders, and empirically investigate whether board gender diversity (BGD) improves our multidimensional measure of value. Using Thomson Reuters' ASSET4 data for U.K.‐listed firms available from Eikon for the period 2007–2017, we report a significant positive relationship between BGD and stakeholder value creation. In particular, BGD increases social and environmental value creation in addition to economic returns. Furthermore, our results suggest that even though gender‐diverse boards are associated with stakeholder value creation in family firms, this is only conspicuous for environmental value creation. The findings suggest that although female directors cater to the interests of broader stakeholder groups, family ownership causes them to mainly focus on environmental stakeholders. The study provides important implications for regulators, stakeholders, and academic scholars.     

Finding a Bowling Partner: The Role of Stakeholders in Activating Civil Society in Germany,Spain and the United Kingdom

An 'activism index', combining data on membership of civil associations and societies and the level of activism suggests that, notwithstanding cultural differences, civil activism in European countries could be a great deal higher than its current level. If higher civic participation is to be achieved, each stakeholder group within local governance can play an 'activation' role in relation to citizens, both as individuals and in relation to the voluntary organizations which represent citizens in their collective activities. In practice, different stakeholder groups play this role in widely differing ways in the contexts of Germany, Spain and the UK. In the future, we can expect the lead role in activating civil society in each country to be taken by different stakeholders, depending on the trust currently placed in them by other stakeholders in the community and by the resources which they command.     

Bach,Beethoven, and benefactors: Facebook engagement between symphonies and their stakeholders

• This study analyzes Facebook engagement among the nation's symphonies and their stakeholder publics. Factors such as reliance on donor contributions, program revenues, government grants, investment income, and total assets are proposed as contributing factors in predicting effective stakeholder relations. Public relations scholarship emphasizes the significance of relationships between the organization and its stakeholders and argues that positive relationships are integral to organizational success. Stewardship theory suggests nonprofits rely on a number of tools, including relationship nurturing, to sustain relationships with supportive publics. Scholars have increasingly identified stewardship as an effective method by which to build and maintain relationships. This study assesses one particular aspect of stewardship – relationship nurturing – and the attributes of nonprofit organizations that are successfully cultivating relationships with their stakeholders via social media. We find that benefactors matter. As dependence on stakeholder contributions increases so does stakeholder engagement via Facebook. Findings regarding program revenues and total assets are also significant.

Copyright © 2015 John Wiley & Sons, Ltd.     

Cultural Readjustment After Crisis: Regulation and Learning from Crisis Within the UK Soccer Industry*

abstract Challenging Turner's (1976 , 1978 ) implicit assumption that cultural readjustment typically follows a crisis, this paper examines the evolution of the regulation of safety management within the UK soccer industry since 1946. Employing a longitudinal case study approach, the industry's response to four crises is examined. This study explores the industry's response to changes in the regulatory framework, through the lens of Gouldner's (1954 ) patterns of industrial bureaucracy and institutional theory. The persistence of indulgent and mock patterns of behaviour, following a series of disasters, challenges Turner's implicit assumption. Although a move towards a punitive approach to regulatory behaviour effected some changes, there was limited evidence of cultural readjustment due in part to a ‘mindset of invulnerability’ ( Wicks, 2001 ). This included the fixed belief that hooligan behaviour was the primary problem facing the industry. Our findings suggest that more participative forms of regulation encourage more effective learning from crisis because they challenge core organizational and individual assumptions.     

Communicating Corporate Social Responsibility to Internal Stakeholders: Walking the Walk or Just Talking the Talk?

As organizations recognize the need to engage in CSR and sustainability initiatives, it is integral to success to communicate that they are doing so. However, the research focus is more often on communicating with external stakeholders to draw attention to corporate responsibility initiatives. Internal stakeholders as employees are not researched as often, despite their integral role in communicating the organization's CSR vision and sustainability as they interact with external stakeholders. In order to explore employee perceptions of CSR communication, a two‐phase mixed‐method study was undertaken, including semi‐structured interviews with 20 CSR managers in NZ organizations to provide content to inform an online questionnaire survey to seek feedback from employees in these same organizations. This paper contributes to research on internal stakeholders in revealing the influence of the perceived value congruence between managers and employees in influencing internal stakeholder perceptions of CSR and sustainability initiatives. The findings have implications for public policy, enhancing organizational communication, the need for authenticity and managerial recognition of their role in facilitating employee commitment to CSR initiatives. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Stakeholder value analysis: a methodology for intergrating stakeholder values into corporate enviromental investment decisions

Increasingly, decision‐makers in industry are being faced with complex investment decisions created and made emotive by diverse stakeholder expectations. Investments with the potential to have an impact on a company's environmental performance are a prime example of this since they are driven by multidimensional impacts, many of which are difficult to quantify in scientific and monetary terms. This paper presents a stakeholder value analysis (SVA) model, which can be used to address such problems, using a multiple‐attribute decision methodology. This decision tool has been developed and validated through a series of industrial applications, one of which is outlined here. This application describes the use of the tool in a company context whereby stakeholders from within the company are canvassed for their priorities and views. The SVA tool is used not only to guide and support this process but also to analyse the data and consequently produce output decision metrics, which express the preferences of all relevant stakeholders and which can therefore be more confidently used to support the final decision. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.     

Stakeholder Relationship Bonds

Scholars and managers continue to seek a better explanation for the behaviours displayed by various stakeholders. An enhanced understanding of the drivers of these behaviours ought to improve an organization's ability to appropriately manage relationships with stakeholders, thereby improving firm performance. This paper provides a detailed look at the concept of a relationship, from the perspective of the stakeholder, by focusing on the perceived psychological bonds that drive a stakeholder to decide whether to continue a relationship with the firm and, if the relationship does continue, how much pro‐relationship behaviour to exert. Our analysis works out how the strength of the perceived psychological bond is measured and establishes the conditions under which bonds will be broken. We also develop conditions that either promote or quash stakeholders’ pro‐relationship behaviour.     

Developing Stakeholder Theory

Previous literature has led to a lack of appreciation of: the range of organization/stakeholder relations that can occur; the extent to which such relations change over time; as well as how and why such changes occur. In particular, extremely negative and highly conflicting relations between organizations and stakeholders have been ignored. Due to this lack of appreciation it is argued that current attempts at integrating the separate strands of stakeholder theory to achieve a convergent stakeholder theory are premature. A model is presented which combines stakeholder theory with a realist theory of social change and differentiation. This model is intended to highlight why it is important to distinguish different stakeholders. The model also enables an analysis of the organization/stakeholder relationship, which is not exclusively from the organization perspective and which is capable of illuminating why and how organization/stakeholder relations change over time. The history of Greenpeace is used as an example.     

Stakeholder Influences in Organizational Survival*

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.     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

Do stakeholder groups influence environmental management system development in the Dutch agri‐food sector?

This paper presents the results of a survey that included 492 companies in the Dutch agri‐food sector with respect to the influence of stakeholder groups on the companies' level of environmental management system (EMS) implementation. It is concluded that primary stakeholders (government, clients) are more relevant for EMS development than secondary stakeholders (such as environmental organizations). The results suggest that small and medium‐sized companies are able to accommodate to demands with respect to the implementation of internally oriented care systems (I‐EMSs). I‐EMSs focus at the single firm or location. In general, they are predominantly influenced by governmental and other ‘non‐commercial’ stakeholder groups. For the implementation of externally oriented EMSs (E‐EMSs), which focus on the supply chain and network, qualitative rather than quantitative relationship characteristics between companies and the government are important. Moreover, commercial stakeholder groups (such as suppliers, clients and competitors) influence E‐EMS levels significantly. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Exploring external and internal pressures on the environmental behavior of paper enterprises in China: A qualitative study

As one of the typical high‐polluting and high‐energy‐consuming industries in China, the paper industry's environmental behavior has become the focus of a range of stakeholders, policy makers, and the whole society because the industry's business activities are a main source of environmental pollution and contribute to massive energy consumption. This study used a qualitative approach to examine the relative importance of external and internal pressures (EP and IP) in driving the environmental behavior of paper enterprises in China. Based on grounded theory, this study aimed to examine the EP and IP on the environmental behavior of paper enterprises to create a comprehensive theoretical model based on grounded theory code analysis. It was found that government pressure, economic pressure, social pressure, and IP have direct and significant positive effects on the corporate environmental behavior (CEB) of paper enterprises in China. Furthermore, government, economic, and social pressures have indirect and significant positive effects on CEB through other pressures. Finally, the paper concludes with a discussion of these four pressures and provides policy implications.     

Institutional Constraints,Stakeholder Pressure and Corporate Environmental Reporting Policies

Within the theoretical framework of socio‐political economics, and more specifically of stakeholder theory, this work examines whether companies operating under different institutional constraints and stakeholder pressure tend to emphasize different models of corporate environmental reporting. Furthermore, the paper tests whether different corporate environmental reporting policies are driven by the countries' corporate governance systems. A sample of 3931 international companies was examined through a logistic biplot and conditional mean linear regression models. The main results reveal that companies follow two distinct environmental reporting approaches, which depend on specific stakeholders and institutional requirements. The first model, which is followed by firms within codified law countries, mostly focuses on water and emissions. The second approach, mainly followed by companies operating in common law countries, emphasizes materials and energy issues. This finding reveals that companies gradually modify their environmental strategies to make themselves more compatible with the characteristics of the social and institutional environment, which will result in several corporate benefits. The paper provides several outstanding implications for companies' strategic managers, national institutions and firms' stakeholders, especially for investors and customers. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

An empirical test of stakeholder influence strategy models: evidence from business downsizing in Taiwan

Frooman's model of stakeholder influence strategies uses levels of resource dependence to determine the power of stakeholder influence. Our study provides initial empirical tests of his model applied in business downsizing. Data from 18 recently downsized firms in Taiwan, including nine multinational corporations (MNCs), were plotted against the Frooman model. We found that resource-dependence alone as Frooman theorized could not explain the influence strategies that stakeholders (in this case the employees) took in response to firms' downsizing decisions. Further investigation revealed that the institutional factors had a significant effect on how firms structured their downsizing initiatives and hence changed the way the employees reacted to firm decisions. We proposed a new model using both resource-dependence and institutional legitimacy as determinants of stakeholder influence strategy and suggested relationships between these determinants and stakeholder actions. This proposed model has profound research implications for the strategic stakeholder theory, as well as practical implications for human resource management.     

Stakeholder management and sustainability strategies in the French nuclear industry

This paper describes how a nuclear power corporation integrates sustainability into corporate strategies and practices. The case study focuses on one of the world's largest nuclear power generators and describes the corporate capture of sustainable development in its strategic efforts to promote a growth strategy. The paper shows how corporate strategies to address sustainability concerns involve managing different stakeholders, enabling the corporation to sustain its economic growth strategy. Three types of stakeholder management strategy are identified: reinforcement strategies for supportive stakeholders, containment strategies for obstructive stakeholders and stabilization strategies for passive stakeholders. The paper argues that, despite claims of sustainable development in the nuclear industry, there is no significant shift in the ‘business as usual’ approach and that sustainable development is merely reframed as sustainable growth. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.     

Evaluation in nonprofit organizations: A defense of perception as a managerial and scientific tool

Nonprofit organizations (NPOs) are subject to multiple pressures from their stakeholders. Stakeholders are at the same time the target of the organization's mission, the evaluators, the providers of resources and the demanders. This article is an essay that defends reciprocal perception as a managerial tool. The proposed intellectual path leads to the revalorization of stakeholder perception as a very useful practical and scientific tool for the management and study of NPOs. However, perception has limitations that the introduction of the concept of reciprocity can address.     

Modelling Corporate Stakeholder Orientation: Does the Relationship Between Stakeholder Background Characteristics and Corporate Social Performance Matter?

Though corporate stakeholder orientation is connected with corporate social performance practices, there is a dearth of knowledge on the theorized assertion that background characteristics influence stakeholders’ salience and attitude towards social performance practices of firms. The aim of this paper is to measure and examine this hypothesis. To test this claim, this research uses the Surat Resource Region in Queensland, Australia, as the case study. Based on the bivariate test, age, gender, occupation type and educational status have varying statistically significant effects on stakeholders’ attitude towards corporate social practices. The multinomial logistic findings showed that only education retained a net effect on a stakeholder's attitude to participation in corporate social practices, where those with a higher level of education are 1.388 times more likely to perceive stakeholder engagement practices as relevant, 2.864 times more likely for social impact assessment practices and 1.430 times more likely for practices aimed at rights of indigenous communities. Findings imply the need for awareness programs to be incorporated into corporate social practices, which can help promote the success of stakeholder‐oriented policies. The paper further makes suggestions that have both business strategy and policy planning implications. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Maintaining Legitimacy: Controversies,Orders of Worth,and Public Justifications

We build on Boltanski and Thévenot's theory of justification to account for the ways in which different stakeholder groups actively engage with discourses and objects to maintain the legitimacy of institutions that are relevant to their activity. We use this framework to analyse a controversy emerging from a nuclear accident which involved a large European energy company and sparked public debate on the legitimacy of nuclear power. Based on the findings, we elaborate a process model of institutional repair that explains the role of agents and the structural constraints they face in attempting to maintain legitimacy. The model enhances institutional understandings of legitimacy maintenance in three main respects: it proposes a view of legitimacy maintenance as a controversy‐based process progressing through stakeholders' justifications vis‐à‐vis a public audience; it demonstrates the role of meta‐level ‘orders of worth’ as multiple modalities for agreement which shape stakeholders' public justifications during controversies; and it highlights the capacities that stakeholders deploy in developing robust justifications out of a plurality of forms of agreement.