Post-secularism muting controversy: school-NGO interactions in Israel through the prism of stakeholder salience theory

Private firms have been struggling to simultaneously achieve both environmental and economic goals. The concept of eco-efficiency captures the extent to which firms gain competitiveness through environmental management. Based on stakeholder salience theory and organizational learning theory, this study proposes that relationship with public stakeholders can hinder or promote private firms’ eco-efficiency. Our findings showed that firm eco-efficiency is reduced by a relationship with the government but is enhanced by relationships with non-governmental organizations (NGOs). This study also found that the effects on eco-efficiency of a firm’s relationship with public stakeholders are contingent on firm size. The findings of this study shed light on the organizational learning perspective of eco-efficiency and multi-stakeholder management by theoretically and empirically differentiating the effects on firm eco-efficiency of relationships with the government and NGOs.

Change recipients’ resistance and salience to organizational re-creation: the effects of participation and coercion strategies on change derailment

Organization Management Journal ◽

10.1108/omj-10-2018-0608 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Yazeed Mohammad R. Alhezzani

Keyword(s):

Design Methodology ◽

Survey Methodology ◽

Resistance To Change ◽

Future Research ◽

Potential Contribution ◽

Stakeholder Salience ◽

Change Initiatives ◽

Unit Of Analysis ◽

Content Type ◽

Purpose For change initiatives to succeed, change managers are required to address recipients’ needs. Although strategies to deal with change recipients and their resistance are widely explored, there is a dearth of studies that consider the different salience of change recipients. This paper aims to propose a framework on the effects of participation and coercion as strategies to deal with change recipients and their impact on change derailment. Design/methodology/approach Conceptual based upon that change recipients are classified into three levels according to their salience in relation to change. Based upon the recipients’ power and legitimacy in relation to change, stakeholder salience theory constitutes a theoretical provision used in this research to categorize the salience of change recipients. Findings The framework integrates change recipients’ salience levels (i.e. definitive, expectant and latent) and the effects of participation and coercion strategies on change derailment in times of organizational re-creation. The paper develops six hypotheses, which yield insights that advance the understanding of dealing with change recipients in the context of organizational re-creation. Research limitations/implications The paper is conceptual and not yet tested empirically. To empirically test the framework, research adopting survey methodology to gather data from organizations that experience a re-creation change as defined in this paper. The unit of analysis for future research is described in this paper and it is how organizational re-creation is defined in this paper. Originality/value Stakeholder salience theory is used to develop a framework that combines three classes of change recipients’ salience, as well as the effects of two strategies to deal with them and their resistance (i.e. lack of involvement and coercion) to examine their influence on change derailment. The potential contribution will expand the current literature discussed in this paper about dealing with change recipients’ resistance to change.

WAQF ACCOUNTABILITY FROM THE STAKEHOLDER SALIENCE THEORY: A CASE STUDY

Journal of Islamic Monetary Economics and Finance ◽

10.21098/jimf.v2i1.606 ◽

2016 ◽

Vol 2 (1) ◽

pp. 1-40 ◽

Cited By ~ 1

Author(s):

Hidayatul Ihsan ◽

Maliah Sulaiman ◽

Norhayati Mohd Alwi ◽

Muhammad Akhyar Adnan

Keyword(s):

Data Collection ◽

Performance Assessment ◽

Self Regulation ◽

Stakeholder Salience ◽

Structured Interviews ◽

Multiple Stakeholders ◽

Interpretive Case Study ◽

This study aims to address the issue of accountability in a waqf institution. Specifically, the focus of this study is to shed more light on how the mutawalli (waqf trustee) discharges accountability in managing waqf. In so doing, an interpretive case study in one Indonesian waqf institution, that is, Dompet Dhuafa (DD), was undertaken. The data were obtained through semi-structured interviews. Other sources of data collection techniques employed along with the interviews include observations and document reviews. Furthermore, this study uses the accountability mechanisms as the conceptual lens. The accountability mechanisms consist of disclosure statements and reports, performance assessment, participation, self-regulation and social auditing. In addition to the accountability mechanims, the stakeholder salience theory is also used to understand how the mutawalli shows accountability to multiple stakeholders. The findings of this study reveal that although DD recognizes the salient nature of its stakeholders, it does not prevent the mutawalli from showing accountability to all stakeholders. The mutawalli is of the view that accountability is not limited to accounting and reporting. Moreover, the mutawalli believes that showing accountability to different groups of stakeholder requires different mechanisms of accountability. As such, this study concludes that DD’s commitment to accountability is proven through its effort to deal with stakeholder salience. Keywords: Waqf, accountability, accountability mechanisms, stakeholder salienceJEL Classification: L31, M49, N35

Stakeholder Salience And Corporate Social Responsibility: Evidence From Three Companies

Journal of Applied Business Research (JABR) ◽

10.19030/jabr.v21i3.1470 ◽

2011 ◽

Vol 21 (3) ◽

Author(s):

John D. Neill ◽

O. Scott Stovall

Keyword(s):

Corporate Social Responsibility ◽

Life Cycle ◽

Social Responsibility ◽

Ice Cream ◽

Stakeholder Salience ◽

Font Size ◽

Stakeholder Groups ◽

Corporate Social ◽

Over Time

In this paper, we examine the corporate social responsibility (CSR) efforts of three socially conscious companies over time by employing Mitchell et al.’s (1997) stakeholder salience theory.  Mitchell et al. maintain that the extent to which managers pay attention to the interests of various stakeholder groups is based on the power, legitimacy, and urgency of the claims of each group.  Using these attributes of power, legitimacy, and urgency, we analyze how the CSR activities of Ben and Jerry’s Ice Cream, Malden Mills, Inc., and Nova Chemicals Company have changed over time.  Our investigation revealed that attributes of stakeholder salience shift over a firm’s life cycle, and therefore levels of CSR activities change as well.  For these firms, we found that power is the primary attribute of stakeholder salience driving CSR.  That is, in order for a firm to engage in purposeful CSR activities, the stakeholder(s) pursuing a CSR agenda must possess the power to impose such an agenda on management.  Based on the results of our analysis, we conclude that without power, legitimacy and urgency may not provide sufficient stakeholder salience to promote CSR activities.

THE EFFECT OF POLITICAL CONNECTIONS ON FORWARD- LOOKING INFORMATION DISCLOSURE FROM THE PERSPECTIVE OF THE STAKEHOLDER SALIENCE THEORY

International Journal of Management Studies ◽

10.32890/ijms.27.2.2020.9646 ◽

2020 ◽

Vol 27 ◽

Author(s):

Mas Nordiana Rusli ◽

Norman Mohd. Saleh ◽

Mohamat Sabri Hassan ◽

Mohd Hafizuddin Syah Bangaan Abdullah

Keyword(s):

Information Disclosure ◽

The Body ◽

Political Connections ◽

Stakeholder Salience ◽

Financial Firms ◽

Effective Role ◽

Institutional Shareholders ◽

Forward Looking

This study examines the effect of political connections (PCONS) on firms’ disclosure of forward-looking information choices in the context of developing countries. Using multivariate regression of panel data comprising 360 firmyear observations of non-financial firms listed on Bursa Malaysia between years 2014 and 2017, PCONS are found to be positively associated with disclosure of forward-looking information. However, such relationship only exists for non-financial forward-looking information. Using the stakeholder salience theory to further contribute to the body of knowledge, the strength of the connections suggests that a high composition of politically-connected directors on the board promotes greater information about the future in firms’ disclosure. The common connection through ownership of firms in emerging countries suggests the effective role of institutional shareholders in improving forecasting activities through high disclosure of forward-looking information. The study suggests a better appreciation of the hierarchical role of politically-connected directors on the board of types of forward-looking information presented to the stakeholders.

Effect of the Stakeholder Salience Theory on Family Businesses Performance

Gaziantep University Journal of Social Sciences ◽

10.21547/jss.429086 ◽

2018 ◽

Vol 17 (4) ◽

pp. 1473-1488

Author(s):

mehmet akif çini ◽

HASAN KÜRŞAT GÜLEŞ ◽

MUSTAFA ATİLLA ARICIOĞLU

Keyword(s):

Family Businesses ◽

Stakeholder Salience ◽

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

Journal of Business Ethics ◽

10.1007/s10551-015-2623-3 ◽

2015 ◽

Vol 132 (4) ◽

pp. 873-891 ◽

Cited By ~ 46

Author(s):

Thomas Thijssens ◽

Laury Bollen ◽

Harold Hassink

Keyword(s):

Stakeholder Salience ◽

Stakeholder Influence ◽

Csr Disclosure ◽

Do Employee Fraud Reporting Intentions Differ between For-Profit and Nonprofit Organizations?

Journal of Governmental & Nonprofit Accounting ◽

10.2308/jogna-18-008 ◽

2020 ◽

Vol 9 (1) ◽

pp. 94-117

Author(s):

Andrea Scheetz ◽

Tonya D. W. Smalls ◽

Joseph Wall ◽

Aaron B. Wilson

Keyword(s):

Nonprofit Organizations ◽

Nonprofit Organization ◽

Stakeholder Salience ◽

For Profit ◽

Whistleblowing Intention ◽

Employee Fraud ◽

Reporting Intentions ◽

For Profit Organizations

ABSTRACT Scant coverage of fraud in nonprofit organizations and smaller firms exists despite surveys and headlines indicating fraud prevalence is at greater levels among these firms than at for-profit and larger firms. Applying a combination of stakeholder salience theory and whistleblowing theory, this paper establishes a background for such comparisons. Results of a survey of 153 fulltime employees uncover differences in whistleblowing between for-profit and nonprofit organization types. We find those who work at for-profit organizations are more likely to whistleblow than those who work for nonprofit organizations. The results and supplemental analysis suggest whistleblowing intention for fraud is significantly more likely for larger organizations (measured by number of employees) regardless of organization type. Further, as geographic reach increases, for-profit employees are increasingly likely to report.

Accountability perception of Thai Government: to whom and what counts

Journal of Public Budgeting Accounting & Financial Management ◽

10.1108/jpbafm-05-2018-0044 ◽

2019 ◽

Vol 31 (1) ◽

pp. 45-65 ◽

Cited By ~ 3

Author(s):

Natchanont Komutputipong ◽

Prae Keerasuntonpong

Keyword(s):

Stakeholder Theory ◽

Central Government ◽

Emerging Economy ◽

Military Coup ◽

Stakeholder Salience ◽

Military Rule ◽

Content Type ◽

The Public ◽

Thai Government ◽

PurposePublic sector entities face conflicting demands from stakeholders. The literature suggests identifying and prioritizing stakeholders can improve accountability. Thailand, an emerging economy, and currently under military rule, provides an interesting context to investigate stakeholder tensions. The purpose of this paper is to investigate how and why the Thai Government bureaucrats prioritize their stakeholders.Design/methodology/approachThe study draws on the managerial branch of stakeholder theory and stakeholder salience theory to examine the importance of various stakeholders and of the stakeholders’ salient attributes perceived by the Thai Government bureaucrats in discharging its accountability. The study uses a survey questionnaire mailed out to the central government departments in Thailand.FindingsThe study finds that single most important stakeholder is the Office of the Auditor-General. The public is perceived as the second. This is dissimilar to the western-centric accountability focus on the public, and challenges claims by the Thai military coup that it will bring democratic rule. “Legal power” supporting the stakeholders’ claims for government accountability is the most influential attribute in determining stakeholder importance and prioritizing attention for government bureaucrat’s discharge of its accountability.Originality/valueSuch findings increase understanding of the applicability of stakeholder theory and stakeholder salience theory in the context of military rule in emerging economy countries such as Thailand. This paper also provides suggestions of how stakeholders may shape their salience in order to gain priority. This also provides an immediate suggestion for reforms of the Thai regulatory frameworks in prioritizing stakeholders and promoting the government’s greater accountability.

Nonprofit Online Responsiveness: An Exploratory Field Experiment in China

Nonprofit and Voluntary Sector Quarterly ◽

10.1177/08997640211007574 ◽

2021 ◽

pp. 089976402110075

Author(s):

Lin Nie ◽

Wai-Fung Lam

Keyword(s):

Field Experiment ◽

Experimental Results ◽

Control Group ◽

Stakeholder Salience ◽

Philanthropic Foundations ◽

Treatment Groups ◽

Legal Obligations ◽

To Receive

This article assesses sources of nonprofit responsiveness and identifies potential drivers for responsiveness, using an online field experiment involving philanthropic foundations in China ( N = 3,254). Baseline requests were sent out to the foundations through emails and vignettes were applied to treatment groups by inserting different identity claims or prompts into the contents of the emails. Experimental results showed that, compared with the control group, potential donors were more likely to receive responses, claims concerning government ties or media backgrounds resulted in fewer responses, and citing legal obligations could increase the odds of receiving satisfactory responses. Interpreting the results with reference to stakeholder salience theory, we argue that potential donors are the most salient stakeholders to foundations. Donor requests and legal obligations are the most effective forces driving foundations’ responsiveness in China.