Assessing inventory projects from a stakeholder perspective: Results of an empirical study

Reexamining the relationship between inventory management and firm performance: An organizational life cycle perspective

“…In fact, considering the effect of organizational life cycle on the relationship between inventory and performance recognizes that managing inventory not only cannot be isolated from other organizational settings, but also is subject to the power and interests of stakeholders (De Vries, 2011). This is a realistic theme as different studies demonstrated that inventory decisionmaking is a dynamic process that entails different stakeholders with conflicting interests (De Vries, 2009). Thus, taking into account the effect of life cycle stage on inventory-performance relationship explains how internal and external variables may collaborate or interact with inventory decisions to affect organization performance.…”

Corporate social responsibility and inventory policy

“…Information flows and communication systems within the organization, decision-making processes, and the participation in the implementation of inventory management systems of different actors with different perceptions, interests and influence capacity, may affect the day-to-day performance of an inventory system (de Vries, 2005). Not only may daily operations be influenced by the organizational context, but also more strategic decisions like the redesign of the inventory system (de Vries, 2009). Some studies indicate, for example, that an inventory project may be the result of a political process where different organizational actors have different perceptions regarding the acceptation, adaptation, and implementation of the system (de Vries, 2009).…”

“…Not only may daily operations be influenced by the organizational context, but also more strategic decisions like the redesign of the inventory system (de Vries, 2009). Some studies indicate, for example, that an inventory project may be the result of a political process where different organizational actors have different perceptions regarding the acceptation, adaptation, and implementation of the system (de Vries, 2009). For this reason, inventory systems are not always the result of a pre-determined approach, but the outcome of a process heavily influenced by the interests of different stakeholders.…”

“…Only a limited number of studies have empirically analyzed how stakeholders shape inventory management (Janssen, 2005), and practically all of them are based on case study methodology (e.g., de Vries, 2009). There are no studies providing systematic evidence as to the effects of CSR on inventories.…”

Analyzing the Essence of Stakeholder Relationships: What do we Need in Addition to Power, Legitimacy, and Urgency?

“…Based on the attributes of power, urgency, and legitimacy, stakeholder salience is formed and stakeholders are categorized as latent, expectant, and definitive stakeholders. The stakeholder salience model has been used to study stakeholder prioritization (Boesso and Kumar 2009;Parent and Deephouse 2007;Harvey and Schaefer 2001), stakeholder management strategies (Co and Barro 2009;Magness 2008), dynamics of stakeholder attributes (Magness 2008;Jawahar and Mclaughlin 2001) and corporate social responsibility (Neill and Stovall 2005), and to measure and assess stakeholder influence (de Vries 2009;Neville and Menguc 2006;Aaltonen et al 2008;Eesley and Lenox 2006). Researchers have criticized the stakeholder salience model for lack of attention to dynamics in stakeholder relationships (Friedman and Miles 2002), to the role of dependent stakeholders (Calton and Payne 2003), and to networks and interaction among stakeholders (Pajunen 2006;Frooman 1999;Rowley 1997;Rowley and Moldoveanu 2003).…”