The Evolution of Shell’s Stakeholder Approach: A Case Study

2004 ◽  
Vol 14 (4) ◽  
pp. 713-728 ◽  
Author(s):  
Jane Wei-Skillern
Keyword(s):  
Stakeholder Management ◽  
Management Theory ◽  
Management Approach ◽  
Critical Factors ◽  
Comprehensive Strategy ◽  
Gradual Development ◽  
Stakeholder Management Theory ◽  
Global Company

Shell’s efforts to integrate the stakeholder management approach into its business practice worldwide involved the gradual development of a long-term, comprehensive strategy. This paper draws on stakeholder management theory and Shell’s experience to identify critical factors that contribute to the process of institutionalizing the principle of stakeholder management in a global company. A key lesson to be drawn from the case is the necessity of ensuring that the process allows for continuous learning, adaptation, and refinement.

scholarly journals The stakeholder management theory of CSR

2016 ◽  
Vol 34 (5) ◽  
pp. 731-751 ◽  
Author(s):  
Andrea Pérez ◽  
Ignacio Rodríguez del Bosque
Keyword(s):  
Structural Equation ◽  
Ethical Issues ◽  
Positive Impact ◽  
Stakeholder Management ◽  
Equation Model ◽  
Management Theory ◽  
Content Type ◽  
Order Construct ◽  
Customer Identification ◽  
Stakeholder Management Theory

Purpose – Based on the principles of the stakeholder management theory, the purpose of this paper is to explore customers’ multidimensional perceptions of both banking companies and the corporate social responsibility (CSR) orientations of these companies. The paper also explores how these multidimensional perceptions affect customer identification and satisfaction towards banking companies. Design/methodology/approach – A structural equation model is tested using information collected from 1,124 banking service customers. Findings – The findings demonstrate that customers’ perceptions of customer-related CSR and broad legal and ethical issues have significant positive impact on both customer identification and satisfaction with banking companies. Perceptions of shareholder-related CSR also significantly boost customer satisfaction. In contrast, perceptions of employee- and community-related CSR do not have a profound effect on customer identification or satisfaction. These findings also confirm the importance of customer identification with the company as a key mediator in their satisfaction responses to the multidimensional perceptions of the companies’ CSR orientations. Originality/value – The contribution of the paper is based on the exploration of a multidimensional approach, relying on the principles of the stakeholder management theory to study customer responses and perceptions of the CSR orientations of banking companies. Previous scholars have reported mixed findings while exploring customer responses to their perceptions of companies’ CSR orientations. However, they frequently considered customer CSR perceptions either as one-dimensional or a reflective second-order construct, thus ignoring the possibility of multidimensional CSR perceptions having multiple effects on customer responses such as identification and satisfaction.

scholarly journals Reputation Risk from a Stakeholder Management Perspective

2020 ◽  
Vol 2 (2) ◽  
pp. p1
Author(s):  
A. Aderibigbe ◽  
E. Fragouli
Keyword(s):  
Stakeholder Management ◽  
Management Plan ◽  
Reputation Management ◽  
Management Approach ◽  
Case Study Methodology ◽  
Reputation Risk ◽  
Management Perspective ◽  
Study Methodology ◽  
Corporate Social

Stakeholders face many different risks that arise from any business activity. The stakeholder management approach is the process by which is organised, monitored and improved relationships with business stakeholders. It involves systematically identifying stakeholders; analysing their needs, expectations; planning and implementing various tasks to engage with them. Most definitions of stakeholder management tend to focus around the idea of how could stakeholders be managed in order to get them to do what is equired. The emphasis is placed on creating a stakeholder management plan that maps the level of interest and influence of stakeholders and list various levels of engagement for the different groups. This paper applies a case study methodology presenting the Wal-Mart case and the Malden Mills case to reflect the implications of stakeholder management in companies. The findings indicate the positive but also the negative implications which result when various stakeholders are neglected, and, conversely, the benefits when stakeholders are effectively engaged in corporate activities. It concludes that effective stakeholder management contributes to risk management and reputation management, as well as, to corporate social responsibility.

Stakeholder Management Theory: A Critical Theory Perspective

1999 ◽  
Vol 9 (3) ◽  
pp. 453-483 ◽  
Author(s):  
Darryl Reed
Keyword(s):  
Critical Theory ◽  
Stakeholder Management ◽  
Normative Theory ◽  
Management Theory ◽  
Theory Approach ◽  
Adequate Treatment ◽  
Normative Analysis ◽  
Stakeholder Management Theory

Abstract:This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A key characteristic of the critical theory approach is expressed as a distinction between three different normative realms, viz., legitimacy, morality, and ethics. In the second section, the outlines of a theory of stakeholder management are provided. First, three basic tasks of a theoretically adequate treatment of the normative analysis of stakeholder management are identified. This is followed by a discussion of how a critical theory approach to SHMT is able to fulfill these three tasks.

Time Matters! How hybrid organizations use time to respond to divergent stakeholder demands

2020 ◽  
pp. 017084061990034
Author(s):  
Tommaso Ramus ◽  
Antonino Vaccaro ◽  
Pascual Berrone
Keyword(s):  
Stakeholder Engagement ◽  
Stakeholder Management ◽  
Comparative Case Study ◽  
Hybrid Organizations ◽  
Short Term

Researchers have endeavoured to explore how hybrid organizations navigate conflicting institutional demands. Yet, the role of time has often been neglected. We address this oversight through a longitudinal comparative case study, where we investigate how time and stakeholder engagement shape hybrid organizations’ capacity to secure support from stakeholders adhering to different logics. Grounding our insights in the literatures on hybrid organizations and stakeholder management, we reveal how stakeholder demands that appear to be incompatible when analysed from a short-term perspective can be seen as paradoxical when addressed with a long-term perspective. We also find that the development of this paradoxical perspective is facilitated by stakeholder engagement. Finally, we show that a long-term perspective helps hybrid organizations manage symbolic and substantive actions with the appropriate sequence and timing. Together, this evidence contributes to research by providing a better understanding of temporality and how it influences the effectiveness of organizations in responding to divergent stakeholder demands.

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