scholarly journals Stakeholder Theory and the Resource-Based View of the Firm

2021 ◽  
pp. 014920632199357
Author(s):  
R. Edward Freeman ◽  
Sergiy D. Dmytriyev ◽  
Robert A. Phillips
Keyword(s):  
Strategic Management ◽  
Stakeholder Theory ◽  
Developmental Trajectories ◽  
Current Form ◽  
Resource Based View

We start this article with the exploration of similarities between the resource-based view of the firm (RBV) and stakeholder theory at the time of their origination and then proceed with the conversation on what led to distinct developmental trajectories of the two theories. Though RBV has become a leading paradigm in the strategic management field, we argue that in its current form, RBV is yet incomplete. We suggest there are four aspects that stakeholder theory can offer to inform RBV: normativity, sustainability, people, and cooperation. Reconciling stakeholder theory and RBV is a promising path to advancing our understanding of management, and we provide a two-part guideline to management scholars and practitioners who would be willing to take this path.

scholarly journals Integrating Insights From the Resource-Based View of the Firm Into the New Stakeholder Theory

2021 ◽  
pp. 014920632098728
Author(s):  
Anita M. McGahan
Keyword(s):  
Strategic Management ◽  
Stakeholder Theory ◽  
Stakeholder Involvement ◽  
Resource Development ◽  
The Other ◽  
Resource Based View ◽  
Open Questions ◽  
Stakeholder View ◽  
And Performance

A powerful new stakeholder theory (NST) of strategic management is emerging. The theory, which is yet incomplete, offers novel and precise tools for understanding stakeholder involvement in organizations. This article identifies open questions in the NST in five areas (organizational formation, resource development, claims on value, governance, and performance) and suggests ways in which insights from the resource-based view of the firm advance answers to these questions. The conclusion emphasizes that because stakeholders bind resources to organizations, neither the resource-based view nor the new stakeholder view is complete without the other.

scholarly journals Development of a Typology Regarding CIF-CSR Initiatives Typology, Comprising of Conceptual Archetypes

2020 ◽  
Vol 9 (1) ◽  
pp. 55-66
Author(s):  
Som Sekhar Bhattacharyya
Keyword(s):  
Strategic Management ◽  
Stakeholder Theory ◽  
Stakeholder Engagement ◽  
Strategic Alliance ◽  
Management Control ◽  
Resource Based View ◽  
Social Responsibilities ◽  
Collaborative Strategies ◽  
Resources And Capabilities ◽  
Corporate Social

Modern-day business landscape has been com and chaotic. These are forcing firms to explore and experiment to secure and sustain market advantage. Often collaborative strategies such as strategic alliance (SA) and joint ventures (JVs) are pursued. Corporate social responsibilities (CSR) initiatives have been carried out by firms to justify and legitimize firm social existence. In collaborative strategies, two or more firms’ CSR initiatives get intermingled. Given this background, it is of interest to comprehend how firm CSR initiatives altered because of collaborations (SAs and JVs). The purpose of this conceptual article is to develop a collaborative inter-firm CSR (CIF-CSR) typology based upon a varied base of the extant literature on inter-firm collaboration (SAs and JVs), strategic management (especially resource-based view) and stakeholder theory applied theoretical logical argumentations through assumptions, premises, axioms and assertions. The author incrementally and systematically developed the CIF-CSR typology which consisted of CIF-CSR archetypes. The categorization was based upon post-inter-firm alliance nature of CSR themes, the intensity of dedication of allying firms’ CSR resources and capabilities, CSR management control, CSR process/stakeholder engagement and modular fit of inter-firm CSR initiatives. There were four types of CIF-CSR archetypes based upon post-alliance CSR control, five types of CIF-CSR archetypes based upon resource and capability committed post-alliance, four types of CIF-CSR archetypes based upon CSR process and three CIF-CSR archetypes based upon inter-firm post-alliance CSR initiatives design fit. This is one of the first scholarly works on developing an integrated CIF-CSR typology consisting of archetypes.

LGBT Workplace Equality Policy and Customer Satisfaction: The Roles of Marketing Capability and Demand Instability

2020 ◽  
Vol 40 (1) ◽  
pp. 7-26 ◽  
Author(s):  
Pankaj C. Patel ◽  
Cong Feng
Keyword(s):  
Sexual Orientation ◽  
Customer Satisfaction ◽  
Stakeholder Theory ◽  
Marketing Capability ◽  
Distributional Assumption ◽  
Resource Based View ◽  
Alternate Model ◽  
Bisexual And Transgender ◽  
Key Variables ◽  
Equality And Diversity

A lesbian, gay, bisexual, and transgender workplace equality policy (LGBT-WEP) helps signal and reinforce the organizational commitment to workplace equality and diversity. Prior evidence suggests that LGBT-WEP is viewed favorably by stakeholders (customers, employees, and channel partners) and influences firm performance. Drawing on stakeholder theory and the resource-based view of the firm, the authors examine whether LGBT-WEP influences customer satisfaction through marketing capability and whether demand instability dampens these associations. To alleviate endogeneity concerns of LGBT-WEP, they exploit the plausibly exogenous state-to-state variations in workplace equality policies determined by statewide laws on nondiscrimination based on sexual orientation. Empirical results indicate that LGBT-WEP positively influences customer satisfaction both directly and through enhanced marketing capability. Demand instability, however, dampens these associations. Additional analyses with alternate measures of key variables, alternate distributional assumption, and alternate model specifications yield consistent results.

Digital Value Innovation and Strategic Management Practices of Adyar Ananda Bhavan

2022 ◽  
pp. 51-76
Author(s):  
Shakti Chaturvedi ◽  
Meenakshi Verma ◽  
Sonal Purohit ◽  
Raghava Reddy Varaprasad
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
South India ◽  
Management Practices ◽  
Electronic Media ◽  
Value Innovation ◽  
Resource Based View ◽  
Management Models

This case focuses on the strategic management practices of Adyar Ananda Bhavan (prevalently known as A2B), a quickly developing contemporary sweet chain of Chennai in South India that is currently proclaiming a target of 900 crores turnover from 2021 onwards with 8,000 employees. The case has a close theoretical association with the famous strategic management models, for instance Michael E. Porter's model, Ansoff Matrix, Blue Ocean Strategy, Balanced Scorecard, and Resource-Based View and explains how an organization can strategically grow its business through digital value-based innovation. Contending sources of data, for example print and electronic media, have been utilized to accumulate and report raw facts and figures. The authors analyzed based on insights gained from various academicians from different universities across India, some mid-level managers from industry, and some unofficial conversations with A2B staff in Bangalore. This case is planned to be utilized in the strategic management subject for both undergraduate and postgraduate courses.

New Directions in Strategic Management and Business Ethics

2010 ◽  
Vol 20 (3) ◽  
pp. 401-425 ◽  
Author(s):  
Heather Elms ◽  
Stephen Brammer ◽  
Jared D. Harris ◽  
Robert A. Phillips
Keyword(s):  
Business Ethics ◽  
Strategic Management ◽  
Stakeholder Theory ◽  
Environmental Sustainability ◽  
Research Agenda ◽  
Managerial Discretion ◽  
Behavioral Strategy ◽  
New Directions ◽  
Strategy As Practice ◽  
The Relationship

ABSTRACT:This essay attempts to provide a useful research agenda for researchers in both strategic management and business ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.

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