A multilateral stakeholder salience approach: An extension of the stakeholder identification and salience framework

Purpose Although Mitchell et al. (1997) recognize salience attributes as variables, the salience framework based on a dichotomous representation of salience attributes does not explain why, in some instances, a latent stakeholder is assigned more salience than a definitive stakeholder. This paper explains this riddle by bringing the debate to the organizational population level and suggests a new perspective for understanding the process of stakeholder identification and prioritization. Design/methodology/approach The authors compare two organizational populations, i.e. “for-profit and not-for-profit” which are distinguishable from one another based on the dominant institutional logic that each endorses. The authors, therefore, mobilize the institutional theory and bring the debate of the stakeholder salience to the organizational population level. Findings The authors propose that members of an organizational population endorsing similar institutional logic develop salience attributes of similar potential values, which are radically different from those of the members of other organizational populations; these potential values act as precursors that determine the perceived values of salience attributes for a manager; and dominant and recessive salience attributes work, at the organizational population level, to determine stakeholder prioritization. Originality/value The original model of Mitchell et al. (1997) has been cited more than 9,000 times, but the process of stakeholder evaluation remains a black box (Bundy et al., 2013; Tashman and Raelin, 2013). This paper contributes to the debate and suggests a change in the level of analysis (to the organizational population) and a focus on the institutional logic perspective.

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Power, Legitimacy, and Urgency of Community-Based Tourism Stakeholders in Northeastern Thailand

Asian Social Science ◽

10.5539/ass.v13n4p104 ◽

2017 ◽

Vol 13 (4) ◽

pp. 104

Author(s):

Mattara Sripun ◽

Sekson Yongvanit ◽

Richard Pratt

Keyword(s):

Dynamic Range ◽

Secondary Data ◽

Archaeological Site ◽

The Elderly ◽

Functional Differentiation ◽

Stakeholder Salience ◽

Community Based ◽

Doctoral Research ◽

Stakeholder Groups ◽

Northeastern Thailand

This paper examines the dynamics of Community-Based Tourism (CBT) stakeholder salience namely; power, legitimacy and urgency. Data is drawn from a doctoral research fieldwork, undertaken from 2013-2016 in two long running CBT villages in Northeastern Thailand which are Ban Prasat; an archaeological site in Nakhon Ratchasima province, and the ethnic Phu Tai cultural village of Ban Khok Kong in Kalasin province. Instruments include secondary data, participatory and non-participatory observations, and in-depth interviews using semi-structured questions with 53 key informants selected from 5 pre-defined stakeholder groups. Content analysis is employed using a modified stakeholder salience framework. The paper is structured into four main parts; an introduction to the theoretical foundations of the research, the examination of “legitimate” stakeholder groups and their dynamic relations, the discussion of stakeholder salience’s fundamental concepts of “who and what really matters”, and the limitations of applying a stakeholder approach in the CBT context. Findings unfold subtle but complex layers of process dynamics and stakeholder relationship. Women and the elderly are the backbone of a CBT process. Stakeholders play various roles based on group member skills. Roles and responsibilities are contingent, inclusive, and non-hierarchical. Functional differentiation serves as a management parameter and determines stakeholder urgency. Though CBT is managed through a participatory decision making process, the leaders are the most powerful stakeholder groups controlling tourism resources and regulations. CBT stakes are collective benefits. Normative legitimacy is found to be the most critical aspect. Interest overlap and the dynamic range of the stakeholder interrelations found in both CBT communities are too contingent and transitory for a unified thought on CBT management. Stakeholder interrelations transit as the setting evolves and the stakeholders themselves make decisions or change their opinions. This subjective element highlights moral essentiality and leadership dependence. Legitimacy is inevitably another form of power.

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Stakeholder identification and classification: a sustainability marketing perspective

Management Research Review ◽

10.1108/mrr-09-2013-0224 ◽

2016 ◽

Vol 39 (1) ◽

pp. 35-61 ◽

Cited By ~ 12

Author(s):

Vinod Kumar ◽

Zillur Rahman ◽

A. A. Kazmi

Keyword(s):

Future Research ◽

Relevant Research ◽

Research Papers ◽

Content Type ◽

Classification Schemes ◽

Simplified Approach ◽

Stakeholder Identification ◽

Advanced Search ◽

Online Databases ◽

The Subject

Purpose – This paper aims to review the literature on stakeholder identification and classification related to sustainability marketing from 1998 to 2012 and provides a generalized approach to stakeholder identification and classification in the field of sustainability marketing. Design/methodology/approach – Beginning with brief introductions of the key concepts, the research discusses landmark studies on the subject in detail. The review process then begins by identifying and selecting relevant research papers from various online databases. Finally, 60 research papers are found suitable for the review and are examined to theoretically analyze the stakeholder identification and classification schemes used in sustainability marketing literature. Findings – This study identifies trends of growth in stakeholder identification and classification literature. In addition, there are two major findings. First, stakeholder identification can be done with the help of previous studies, with support from managers or via a combination of both. Second, future research can adopt generic stakeholder classification schemes or relative classification schemes based on dimensions of sustainability to classify stakeholders in relation to sustainability marketing. In relative stakeholder classification, regulatory stakeholders may be considered separately. Research limitations/implications – While the literature review may be incomplete, as it uses only a title-based advanced search, researchers and practitioners can still benefit from this simplified approach to manage stakeholders. Originality/value – The study introduces a generalized approach to stakeholder identification and classification related to sustainability marketing and provides a bibliography from 1998 to 2012 that can be used by academics and managers.

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The stakeholder-communication continuum: An alternate approach to internal and external communications

Journal of Professional Communication ◽

10.15173/jpc.v6i1.4350 ◽

2020 ◽

Vol 6 (1) ◽

pp. 7-33

Author(s):

Rita Chen

Keyword(s):

Public Relations ◽

Professional Communication ◽

Professional Literature ◽

The Public ◽

Stakeholder Identification ◽

Academic Scholarship ◽

Changing Attitudes ◽

External Communications ◽

Stakeholder Communication ◽

Depth Interviews

Academic scholarship and professional literature have defined communications as existing in two groups: internal and external/public relations. However, globalism, technology, evolving communication practices, and the maturation of the public relations field have evoked changing attitudes and perceptions regarding stakeholder identification, publics, and communications. This researcher sent a broad, representative survey to university alumni, conducted in-depth interviews with university staff, and performed a content analysis of alumni-facing communications, resulting in an alternate method of viewing internal and external communications. Dubbed the stakeholder-communication continuum, the theory places internal and external communications on either end of a spectrum, with stakeholder groups plotted along the continuum based on their relationship to the organization and each other. ©Journal of Professional Communication, all rights reserved.

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Empirical Research of the ISO 9001:2015 Transition Process in Portugal: Motivations, Benefits, and Success Factors

Quality Innovation Prosperity ◽

10.12776/qip.v22i2.1099 ◽

2018 ◽

Vol 22 (2) ◽

pp. 16 ◽

Cited By ~ 10

Author(s):

Luis Miguel Fonseca ◽

José Pedro Domingues

Keyword(s):

Success Factors ◽

Transition Period ◽

Transition Process ◽

Iso 9001 ◽

Useful Knowledge ◽

Stakeholder Identification ◽

Bias Risk ◽

Wide Range ◽

The Status ◽

Research Gap

Purpose: With the transition period for ISO 9001 certified organisations to migrate to the 2015 edition ending 15th September 2018, this investigation aims to evaluate the status of ISO 9001:2015 transition process and provide useful knowledge on the corresponding motivations, benefits, and success factors.Methodology/Approach: An empirical study of more than 300 Portuguese organisations ISO 9001 certified, or in certification process, encompassing a wide range of activities sectors, was carried out.Findings: As of May 2017, 19% of the respondents already have ISO 9001:2015 certification and all the remaining one’s plan to complete the process in time. The principal reported benefits are risk-based thinking, mapping of the organisational context, and stakeholder identification. Simultaneously those were the issues that required more attention and effort to be mastered and implemented. Additionally, there is evidence that ISO 9001:2015 enhances both internal and external organisational issues and generates benefits for all the researched dimensions. Based on the respondents’ responses, organisations who claimed that external motivations were the primary drivers to ISO 9001:2015 implementation systematically rate higher all the benefits when compared with the rating ascribed by those organisations who claimed internal motivations. Moreover, it is possible to conclude that the perceived benefits from ISO 9001:2015 implementation and certification seem to be strongly influenced by two primary dimensions: the (smaller) organisation size and the (lesser) international presence.Research Limitation/implication: Due to ISO 9001:2015 novelty, the results of this investigation should be subject to future confirmation and replicated in other countries to allow a generalisation of the conclusions. Since the survey is based on the perceptions of the organisation’s Managers, there is a potential response bias risk that should be acknowledged.Originality/Value of paper: With more than 1.2 million ISO 9001 certified organisation worldwide, this a highly relevant issue both for organisations, practitioners and academics. Due to ISO 9001:2015 novelty, this investigation aims to fill this research gap.

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