How stakeholders engage companies on misconduct: A configurational lens on stakeholder salience

2021 ◽  
Vol 2021 (1) ◽  
pp. 16210
Author(s):  
Alison E. Holm ◽  
Jasper Hotho ◽  
Larissa Rabbiosi
Keyword(s):  
Stakeholder Salience

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

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.

Stakeholder Salience and Firm Responses to Stakeholder Claims: Insights from Family Firms

2021 ◽  
Vol 2021 (1) ◽  
pp. 15415
Author(s):  
Carlotta Benedetti ◽  
Alfredo De Massis ◽  
Evelyn Rita Micelotta ◽  
Josip Kotlar
Keyword(s):  
Family Firms ◽  
Stakeholder Salience ◽  
Firm Responses

scholarly journals Eco-Efficiency and Private Firms’ Relationships with Heterogeneous Public Stakeholders in China

2020 ◽  
Vol 17 (19) ◽  
pp. 6983
Author(s):  
Jiawen Chen ◽  
Linlin Liu
Keyword(s):  
Organizational Learning ◽  
Stakeholder Management ◽  
Private Firms ◽  
Stakeholder Salience ◽  
Organizational Learning Theory ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
The Government ◽  
Multi Stakeholder ◽  
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.

scholarly journals The Stakeholder Salience Model Revisited: Evidence from Agri-Food Cooperatives in Spain

2019 ◽  
Vol 11 (3) ◽  
pp. 574
Author(s):  
Cristina Pedrosa-Ortega ◽  
Mª Hernández-Ortiz ◽  
Elia García-Martí ◽  
Manuel Vallejo-Martos
Keyword(s):  
Structural Equation ◽  
Organizational Context ◽  
Business Case ◽  
Original Model ◽  
Equation Modeling ◽  
Stakeholder Salience ◽  
Measurement Scales ◽  
Food Markets ◽  
Proposed Model ◽  
General Business

In recent decades, the importance of cooperatives in agri-food markets has been evident. Specifically, in Spain they represent a very important part of the agri-food industry. However, there is no significant evidence of substantial differences in their management, different from the general business case. The main objective of this study is to examine how a certain organizational context influences manager decisions and perceptions. The purpose is studying whether this influence causes changes to the main conclusions of the stakeholder salience original model. The working methodology consists of carrying out an exploratory and confirmatory factor analysis (from the data of 352 agri-food cooperatives in Spain) in order to test the psychometric properties of measurement scales, and the hypothesized relationships between attributes and stakeholder salience results are examined using structural equation modeling. Results show that the measurement of the stakeholder salience varies in agri-food cooperatives. The contributions of this study are to confirm that: (1) in agri-food cooperatives legitimacy is the first measurement of stakeholder salience, unlike the general business case where that is power; (2) the attribute of urgency remains unchanged from the proposed model; and (3) add to the original model the attribute of durability because of the permanence of the interest of stakeholders in agri-food cooperatives.

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

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 ◽  
Stakeholder Salience Theory

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.

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