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1.
David L. Schwarzkopf 《Journal of Business Ethics》2006,64(4):327-342
Stakeholder theory calls for decision makers to balance stakeholder interests, but before this can happen, management must
understand how other parties view its decisions. Effective stakeholder dialogues convened to reach this understanding require
management to appreciate how others perceive the risks posed by their decision. Although understanding others’ risk perception
is crucial for effective communications, we do not have a clear idea of how viewing a situation from multiple stakeholder
perspectives affects risk perception. Based on a technique derived from risk perception studies of health and environmental
issues, an experiment with 224 business students examined how an individual’s risk perception can account for both managerial
and customer perspectives. Factors described as customer participation, extent of the effect, and management input, together
with the respondent’s self-assessed understanding of the decision process, help categorize overall risk perceptions and are
shown to be associated with behaviors based on the decision’s riskiness. Discussion includes implications for designs of business
communications, including their content and transparency, and for understanding the audience for these communications. 相似文献
2.
Mark S. Schwartz 《Journal of Business Ethics》2006,66(2-3):291-306
Can or should God be considered a managerial stakeholder? While at first glance such a proposition might seem beyond the norms of stakeholder management theory or traditional management practice, further investigation suggests that there might be both theoretical and practical support for such a notion. This paper will make the argument that God both is and should be considered a managerial stakeholder for those businesspeople and business firms that accept that God exists and can affect the world. In doing so, part one of the paper first discusses the growth of religion and spirituality within the business and academic communities. Part two raises several arguments based on stakeholder theory and business reality to support the notion of God as a managerial stakeholder. Part three addresses the arguments against God as a managerial stakeholder. Part four discusses the managerial implications of considering God as a managerial stakeholder. The paper concludes with its limitations. 相似文献
3.
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
4.
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
5.
In this article, we empirically assess the impact of corporate ethical identity (CEI) on a firm’s financial performance. Drawing
on formulations of normative and instrumental stakeholder theory, we argue that firms with a strong ethical identity achieve
a greater degree of stakeholder satisfaction (SS), which, in turn, positively influences a firm’s financial performance. We
analyze two dimensions of the CEI of firms: corporate revealed ethics and corporate applied ethics. Our results indicate that revealed ethics has informational worth and enhances shareholder value, whereas applied ethics
has a positive impact through the improvement of SS. However, revealed ethics by itself (i.e. decoupled from ethical initiatives)
is not sufficient to boost economic performance.
Pascual Berrone is a PhD candidate of the Business Administration and Quantitative Methods Ph.D. program at the Universidad
Carlos III de Madrid. His current research interests focus on business ethics, stakeholder theory, and various aspects of
the interface between corporate governance mechanisms and corporate social responsibility. His interests also include ethical,
environmental and social issues and their impact on firms' overall performance.
Dr. Jordi Surroca is an Assistant Professor of Management at the Department of Business Administration at the Universidad
Carlos III de Madrid. He holds a PhD in Business Administration and a Licentiate Degree in Business and Economics from Universitat
Autònoma de Barcelona. His research interests center on stakeholder management, firm strategy, innovation, and corporate governance.
Dr. Josep A. Tribó is Associate Professor of Finance in the Department of Business Administration at the Universidad Carlos
III de Madrid. He has a PhD in Economic Analysis from the Universitat Autònoma de Barcelona and a Licenciate Degree in Theoretical
Physics by Universitat de Barcelona. His research interests are Corporate Finance and the financing of R&D. His work has been
published in journals such as Applied Economics, International Journal of Production Economics. 相似文献
6.
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
7.
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
8.
利益相关者理论研究现状综述 总被引:8,自引:0,他引:8
利益相关者理论现有研究主要集中在利益相关者参与治理的基础、利益相关者的界定和分类三个方面。现有研究重理论分析,实证支持不够;现有研究在对利益相关者界定及分类时未考虑企业所处的行业和生命周期;现有研究在对利益相关者利益的量化方面处于空白。 相似文献
9.
The purpose of this article is to examine stakeholder identification and prioritization by managers using the power, legitimacy,
and urgency framework of Mitchell et al. (Academy of Management Review
22, 853–886; 1997). We use a multi-method, comparative case study of two large-scale sporting event organizing committees, with
a particular focus on interviews with managers at three hierarchical levels. We support the positive relationship between
number of stakeholder attributes and perceived stakeholder salience. Managers’ hierarchical level and role have direct and
moderating effects on stakeholder identification and perceived salience. We also found that most stakeholders were definitive,
dominant, or dormant types – the other five types were rare. Power has the most important effect on salience, followed by
urgency and legitimacy. Based on our case study, we offer several ways to advance the theory of stakeholder identification
and salience. 相似文献
10.
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
11.
Jie Zou 《Frontiers of Business Research in China》2015,9(3):371
This paper attempts to understand selective engagement in corporate social responsibility (CSR). CSR involves various issues that can meet demands from multiple stakeholders. A firm can focus on certain CSR issues to satisfy a particular stakeholder while ignoring the demands from other stakeholders, or it can take a more balanced approach to CSR by addressing a wider range of social issues. In this paper, I investigate how stakeholder pressures from three types of primary stakeholders (customer, supplier, and employee) shape selective engagement in CSR. The empirical results based on a representative sample of more than 1,000 small and medium-sized enterprises (SMEs) in the early 2000s suggest that firms prioritize their stakeholders based on instrumental considerations. Those stakeholders who have greater power over the focal firm will exert a larger impact on a firm’s CSR engagement. Constrained by limited managerial resources, firms accord attention to a limited range of issues most relevant to salient stakeholders. Specifically, MNCs as major customers pressure the focal firm to assume more responsibility for product quality, as well as on a wider range of social issues; SOEs as both major customers and major suppliers pressure the focal firm to assume more responsibility for employee welfare; employees with higher education pressure the focal firm to assume more responsibility for employee welfare, and for a wider range of social issues. This study contributes to stakeholder theory and research on the CSR of SMEs, and has important implications for CSR practitioners. 相似文献
12.
Corporate Social Responsibility: Exploring Stakeholder Relationships and Programme Reporting across Leading FTSE Companies 总被引:7,自引:0,他引:7
Although it is now widely recognised by business leaders that their companies need to accept a broader responsibility than
short-term profits, recent research suggests that as corporate social responsibility (CSR) and social reporting become more
widespread, there is little empirical evidence of the range of stakeholders addressed through their CSR programmes and how
such programmes are reported. Through a CSR framework which was developed in an exploratory study, we explore the nature of
stakeholder relationships reported across leading FTSE companies and the importance they attach to communicating both social
and business outcomes. It is evident from the hypotheses tested that the bigger FTSE companies, particularly extraction companies
and telecoms, are more adept at identifying and prioritising their stakeholders, and linking CSR programmes to business and
social outcomes. However, we draw the general conclusion that building stronger stakeholder relationships through CSR programmes
– other than with customers – is not currently a priority for most companies. We also conclude that a limited sophistication
in managing multiple stakeholders may compromise the impact of CSR upon business and social results. Finally, the managerial
implications and the contribution of our study are discussed before closing with an acknowledgement of the limitations of
this work and suggestions for further research. 相似文献
13.
Nachoem M. Wijnberg 《Journal of Business Ethics》2000,25(4):329-342
Stakeholder theory is an important part of modern business ethics. Many scholars argue for a normative instead of an instrumental approach to stakeholder theory. Recent examples of such an approach show that problems appear with respect to the ethical foundation as well as the specification of the norms and the relation between corporate and individual responsibilities. This paper argues for the relevance of Aristotle's ideas on ethics and politics, and especially the link between them, for stakeholder theory. An Aristotelian approach suggests that the corporation should be considered as existing to allow the decision maker, who normally is a manager, to live a complete and good life and to make decisions that involve the interests of different stakeholders. This approach leads to a number of implications regarding the role of organizational politics and the managerial function. 相似文献
14.
15.
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
16.
The Confines of Stakeholder Management: Evidence from the Dutch Manufacturing Sector 总被引:2,自引:2,他引:0
Stakeholder theory is a pertinent example of a framework that has been stretched over many conceptual contexts and that has been applied to a wide variety of empirical phenomena. A pressing issue involves the scope of application of stakeholder theory, however, because it is not a comprehensive ethical scheme or problem-solving algorithm. We begin our search for the boundaries of stakeholder management by identifying a presently under-acknowledged yet major underlying assumption, notably that the approach is rooted in voluntary action and association. Building on this presumption, we argue that firm – stakeholder relationships are best to be understood in contractualist terms; i.e. as voluntary arrangements between two or more parties seeking mutual benefit. This assertion subsequently allows us to identify three boundary conditions applying to stakeholder theory: (1) the parties should be sufficiently autonomous; (2) their interests need to be alignable; and (3) they should be capableof living up to their commitments. We substantiate these criteria with evidence from a collective case study of buyer – supplier relationships in the Dutch manufacturing sector, demonstrating that the stakeholder management model fails when these boundary criteria are violated. 相似文献
17.
Evaluating Stakeholder Theory 总被引:1,自引:0,他引:1
J. Kaler 《Journal of Business Ethics》2006,69(3):249-268
This paper is the third in a series of four that is directed at understanding and assessing stakeholder theory for the purposes of business ethics. It addresses the suitability and viability of the theory, rejecting objections of a moral and efficiency sort based (respectively) on claims about property rights and the economic superiority of the alternative stockholder approach, but accepting that implementation problems require limiting both the number of groupings admitted to stakeholder status and the degree of responsibility towards them. The conclusion looks forward to the construction of a suitably limited version of the stakeholder approach in a fourth paper drawing upon this one and the previous two.John Kaler teachers at the University of Plymonth Business School. He is the co-author of An Introduction to Business Ethics (Chapman and Hall, 1993; ITP, 1996) and Essentials of Business Ethics (McGraw-Hill, 1996), and co-editor of the ‘Teaching Business Ethics’ website hosted by the Institute of Business Ethics. 相似文献
18.
Sean Lochrie 《Journal of Marketing Management》2016,32(15-16):1392-1418
ABSTRACTThis research addresses the limited studies which apply stakeholder theory to World Heritage Site (WHS) management and managerial theory to heritage management. WHS management highlights a context where sites rely on numerous interests uniting through goodwill. This is intensified by the multiple-ownership patterns which characterise many WHSs, necessitating a need for collective action. This study aims to explore how managers attempt to manage stakeholders and generate involvement and support. This study adopts a multiple case study approach, exploring three United Kingdom WHSs. Data were collected through interviews, documentation and physical artefacts. The analysis found that through representation, raising awareness and support, managers were able to generate stakeholder patronage. However, this required managers to look beyond informative engagement toward participatory means. Furthermore, the findings highlight the importance of the facilitators, time and money in successful stakeholder engagement. Lastly, conclusions, limitations and future research are offered. Underpinned by stakeholder theory, this paper contributes to the understanding of stakeholder engagement within WHS management and adds to limited empirical studies on multiple sites. This investigation found that engagement is constrained by managers’ limited time and resources. Furthermore, participatory engagement is essential in fostering stakeholders’ responsibility for site management and developing relationships with managers. 相似文献
19.
It has become evident that Western concepts of business and management must be evaluated within their realms of application. The objective of this research was to analyze the effects of stakeholder attributes of power, legitimacy, and urgency on the stakeholder salience of shareholders, employees, customers, and community in state-owned and privatized firms in Tanzania. In general, the framework developed and used in Western studies proved useful in characterizing Tanzanian management perceptions toward stakeholders. That is, when using a common questionnaire, results were obtained that linked stakeholder saliency with underlying attributes. Nevertheless, the saliency profile for stakeholders was different in the Tanzanian culture from previous studies in the United States and Spain. In a Tanzanian context, employees, customers, and community attained inferior status compared to the results obtained in developed countries for which the theory had been developed. Profiles were also different in comparing state-owned and privatized firms in Tanzania. Results indicated that the effects on salience are similar for shareholders but different for the remaining stakeholder groups in the two categories of firms. Some policy recommendations are made as a consequence of observations, and the need for further work is acknowledged. 相似文献
20.
利益相关者与公司治理 总被引:1,自引:0,他引:1
企业是一系列不完全契约的集合体,企业不仅是股东的企业,也应成为全体利益相关者的企业。利益相关者理论在逐渐完善的过程中,对传统股东至上的治理模式提出了挑战和质疑,并相应地提出了利益相关者治理模式。但利益相关者治理模式也并非完美的治理模式,依然存在着一些不足和改进的必要。 相似文献