Although stakeholder salience theory has received a great deal of scholarly attention in the business ethics and management literature, the theory has been criticized for overemphasizing rationality in managerial perceptions. We argue that it is important to better understand what socially constructed emotions signal in business relations, and we posit the role of envy as a discursive resource used to signal and construct the asymmetrical power relations between small-business owner-managers and their stakeholders. Our study makes two primary contributions. First, we suggest that socially and culturally constructed emotions (such as envy) have significance in stakeholder salience analyses.Second, we suggest that socially and culturally constructed emotions provide a fruitful context in which to understand the limitations of owner-managers' personal and moral autonomy.