Book•
Strategic Management: A Stakeholder Approach
01 Jan 1984-
TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
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TL;DR: In this article, a theory of stakeholder influences is proposed, which accommodates multiple, interdependent stakeholder demands and predicts how organizations respond to the simultaneous influence of multiple stakeholders.
Abstract: Stakeholder theory development has increased in recent years, in part because of its emphasis on explaining and predicting how an organization functions with respect to the relationships and influences existing in its environment. Thus far. most researchers have concentrated on dyadic relationships between individual stakeholders and a focal organization. Using social network analysis, I construct in this article a theory of stakeholder influences, which accommodates multiple, interdependent stakeholder demands and predicts how organizations respond to the simultaneous influence of multiple stakeholders.
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TL;DR: In this paper, the authors contributed to stakeholder theory development by deriving two distinct stakeholder management models from extant research, and testing the descriptive accuracy of these models, and including important variables from the strategy literature in the tested models.
Abstract: Little empirical work has been done on the effect of stakeholder management on corporate performance. In this study, we contributed to stakeholder theory development by (1) deriving two distinct stakeholder management models from extant research, (2) testing the descriptive accuracy of these models, and (3) including important variables from the strategy literature in the tested models. The results provide support for a strategic stakeholder management model but no support for an intrinsic stakeholder commitment model. Implications of these findings for management practice and future research are discussed.
2,329 citations
TL;DR: In this article, the authors use a dialectical perspective to provide a unique framework for understanding institutional change that more fully captures its totalistic, historical, and dynamic nature, as well as fundamentally resolves a theoretical dilemma of institutional theory: the relative swing between agency and embeddedness.
Abstract: We use a dialectical perspective to provide a unique framework for understanding institutional change that more fully captures its totalistic, historical, and dynamic nature, as well as fundamentally resolves a theoretical dilemma of institutional theory: the relative swing between agency and embeddedness. In this framework institutional change is understood as an outcome of the dynamic interactions between two institutional by-products: institutional contradictions and human praxis. In particular, we depict praxis—agency embedded in a totality of multiple levels of interpenetrating, incompatible institutional arrangements (contradictions)—as an essential driving force of institutional change.
2,317 citations
TL;DR: In this article, the authors use resource dependence theory to investigate two questions: what types of influence strategies do stakeholders have available, and what determines which type the stakeholders choose to use?
Abstract: When seeking to influence firm decision making, what types of influence strategies do stakeholders have available, and what determines which type the stakeholders choose to use? In this article I use resource dependence theory to investigate these two questions. I propose that the resource relationship (who is dependent on whom) determines which of the four types of strategies identified in this article will be used: direct withholding, direct usage, indirect withholding, or indirect usage.
2,313 citations
TL;DR: In this article, a multilevel theoretical model is proposed to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives and thereby exhibiting the potential to exert positive social change.
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2,285 citations