A multilateral stakeholder salience approach: An extension of the stakeholder identification and salience framework

Raha, Aveed; Hajdini, Ina; Windsperger, Josef

doi:10.1016/j.indmarman.2021.06.008

Cited by 12 publications

(16 citation statements)

References 70 publications

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“…Responding to pressures to cut expenses further, a few property management companies were also working to obtain more direct bookings via their own websites in the future to avoid paying fees to the platforms. This confirms that crisis management is a complex process which involves variations of measures and tactics which are constantly adapted to the situation ( Diers-Lawson and Tomaino, 2010 ) as well as stakeholder salience ( Wood et al, 2018 , Raha et al, 2021 ).…”

Section: Discussionmentioning

confidence: 68%

“…In fact, in terms of the short-term rental market, stakeholders had interrelated interests and to some extent they even interacted while trying to resolve the crisis, and in fact supporting the multilateral stakeholder salience approach (e.g. see Raha et al, 2021 ). All this indicates that in order to optimise their crisis management plans, participants in the short term rental marked utilized stakeholder approach.…”

Section: Discussionmentioning

confidence: 88%

“…Importantly though, the relationships and level of influence that different stakeholders have within an organization vary, and thus, result in different styles of management. To explain how organizations may interact with and manage multiple stakeholders, the stakeholder salience model ( Mitchell et al, 1997 , Freeman, 2010 , Wood et al, 2018 , Raha et al, 2021 ) has been developed with an aim to overcome the lack of theoretical systematisation related to stakeholder theory. Moreover, the investigation of the stakeholder salience model is further motivated by the fact that its conceptualization overcomes the old-fashioned view of business “as a separate entity” ( Wood et al, 2018 , p. 2), and not as something that “exists in society” ( Wood et al, 2018 , p. 2) instead.…”

Section: Review Of Literaturementioning

confidence: 99%

See 2 more Smart Citations

Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives

Miguel

Печурина

Kirkulak-Uludag

et al. 2022

International Journal of Hospitality Management

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Contingency plans and crisis management strategies have been implemented by the short-term rental industry to deal with the COVID-19 pandemic. This paper examines the strategies adopted by three key groups of stakeholders: short-term rental platforms (e.g. Airbnb, Booking.com), service providers (represented by property management companies and short-term rental associations) and policymakers/tourism experts. The professional service providers, in particular, constitute a significant share of the short-term rental industry, but have not received much scholarly attention. In this respect, our study fills this gap by bringing attention to unexplored segments of the short-term rental industry. By examining and comparing the responses from these key groups, the paper contributes to the ongoing research about the workings of the short-term rental industry and its responses to the COVID-19 crisis.

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Section: Discussionmentioning

confidence: 68%

Section: Discussionmentioning

confidence: 88%

Section: Review Of Literaturementioning

confidence: 99%

See 1 more Smart Citation

Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives

Miguel

Печурина

Kirkulak-Uludag

et al. 2022

International Journal of Hospitality Management

View full text Add to dashboard Cite

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“…This study used stakeholder salience theory as the underlying assumption to understand firm reputational dimensions based on information disclosure. The Mitchell, Agle, and Wood (MAW) model (Mitchell et al, 1997), has emerged as one of the most widely used and recognised viewpoints in corporate governance and stakeholder relationship analysis (Raha et al, 2021). This study adopts the stakeholder salience viewpoints due to the firm reputation components that consider the stakeholder perceptions and recognition.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…External stakeholders consist of the community, partner, society, investors, supplier and customer. A study conducted by Raha et al (2021) using a survey method found that shareholder has power and urgency in influencing a business decision. Meanwhile, firms need to consider suppliers and the local community because of power and legitimacy.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Exploring Stakeholder Salience Perspective of Firm Reputation: Evidence From Malaysia

Fuzi¹,

Hassan²,

Jaffar³

et al. 2022

IJARBSS

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This paper aims to explore the components of a firm reputation based on public information disclosure and its relationship with the stakeholder salience model. The firm reputation components are analysed using content analysis of the firm's annual report. The study collects data on the firm reputation components from 200 annual reports of Malaysian public listed companies over a period of 4 years (2016)(2017)(2018)(2019). The results of the study found that there are seven (7) components that can be used to reflect on the firm reputational aspects as disclosed in the firm's annual report. The components include performance, product and service quality, innovation, workplace, governance, citizenship/CSR, and leadership. The findings also reveal three highest components which are product and service quality, performance, and workplace, are supported by the stakeholder salience theory. Our analysis provides evidence that power, legitimacy, and urgency become crucial attributes in determining the key stakeholders of the firms (customers, employees, and shareholders) when the firms have different types of stakeholders. Operatively, our evidence can help regulators, investors and researchers to better understand firm reputational components as per information disclosed by the firms, especially for the firms operating in developing and emerging markets. Further, this study is among the earliest that provide the interrelation between firm reputational dimension and stakeholder salience.

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Review Article: Blockchain Technology and Governance of Franchise Networks

Jell‐Ojobor,

Russwurm,

Windsperger

2024

Manage Decis Econ

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This study explores the implications of the introduction of blockchain technology for the governance of franchise networks. In light of the limited prior research on this topic, the study employs a twofold approach. It begins by identifying the central themes present in current research at the intersection of franchising and blockchain technology. Next, it examines existing instances of implementations of blockchain technology and connects them to corresponding value chain operations in the franchising context. The study takes a comprehensive approach, combining bibliometric analysis with a semisystematic literature review, to offer insights into blockchain technology's potential future impact on the franchise industry. Specifically, it shows that franchise network governance can benefit significantly from attributes of blockchain such as transparency, efficiency, and trust as well as from its various applications such as smart contracts and decentralized autonomous organizations.

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A multilateral stakeholder salience approach: An extension of the stakeholder identification and salience framework

Cited by 12 publications

References 70 publications

Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives

Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives

Exploring Stakeholder Salience Perspective of Firm Reputation: Evidence From Malaysia

Review Article: Blockchain Technology and Governance of Franchise Networks

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