Corporate governance and stakeholder conflict

Carney, Michael; Gedajlovic, Éric; Sur, Sujit

doi:10.1007/s10997-010-9135-4

Cited by 54 publications

(42 citation statements)

References 123 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…From a more analytical point of view, it would reinforce a homogenous/silo understanding of the firm and stakeholders. This is similar to the position of Carney et al (2011) who argued that conflicts in stakeholder theory is often about inter-stakeholder conflict, and the intrastakeholder conflicts are left out of the picture. My reading of who looked back and answered criticisms of stakeholder theory reinforces this view; most often conflicts between the business and the stakeholders -for example due to different ethical standpoints -are taken up by the authors, not conflicts within the business or stakeholders.…”

Section: Stakeholder Theorysupporting

confidence: 74%

Adopting Information Systems Perspectives from Small Organizations

Imre¹

View full text Add to dashboard Cite

Why do organizations adopt information systems? Is it just because of financial reasons, of concerns for efficiency? Or is it due to external pressures, such as competitor pressure, that an organization adopts an information system? And, how does the adoption take place? Is it a linear process, or is the process one of conflicts? Does a specific person govern this process, or do we have multiple parties involved? What happens if these conflicts occur among those involved? How does the organization move on and achieve a successful information system adoption?By investigating two organizations, one international academic journal and one South American manufacturing company, this thesis aims to investigate the whys and hows of information system adoption, and aims to contribute to the discourse on information system adoptions in small organizations -an often underrepresented segment in information system adoption literature.By adopting different theoretical lenses throughout the five research papers included, this body of work suggests that even when seemingly simple, information system adoptions can become rather complex. The cases reveal that the role of information systems and issues related to information system adoptions are often not well thoughtout in the early days of the organization. The actors' understandings of adoption and consequences mature and the information systems become more intertwined.Common use of stakeholder theory introduces general stakeholders and their interaction with the focal organization. The cases reveal that the adoption process involves multiple actors, even within what would initially appear as a stakeholder, and that those actors can be in conflict with each other. These conflicts often lead to negotiations, and the cases reveal that these negotiations are opportunities of learning; the actors engage with the information system and with each other, gaining new knowledge about the issues at hand.The dissertation argues that there are various social worlds in information system adoptions, and various factors -ranging from organizational structure to social normsthat often affect why and how the organization undergoes an adoption process. The multiple power relations and divergent interests of stakeholders in these adoption processes, and how information systems affect other parts of the organization, reinforce the need for a well thought-out, flexible and reflexive approach to information system adoptions. Preface Economic Information SystemsOur main focus is where management and IT meet, not least the new, fast-growing, ITintense organisations. More specifically, we deal with how information is transferred from, between and to people, and with the potential in and consequences of the use of IT. The area includes research on business development, management control, and knowledge and competence development, especially in organisations where use of IT plays an important role.We study the roles that strategies and information systems play in the collaboration between people ...

show abstract

Section: Stakeholder Theorysupporting

confidence: 74%

Adopting Information Systems Perspectives from Small Organizations

Imre¹

View full text Add to dashboard Cite

show abstract

“…In this context, it is correspondingly necessary to target research on aspects such as conflicts of interest between stakeholders and management in coping with multiple objectives of the projects (Mainardes & Raposo, 2011). Carney et al (2011) have furthermore pointed out that the stakeholder management literature is dominated by the "shareholder value" and "inclusive stakeholder" views of the corporation focusing on inter-functional conflicts between stakeholder groups, e.g., between investors and managers or managers and employees with an idealized corporate structure. It is characterized by the separation of ownership from management, while the modality of conflict varies by system; substantial intra-functional conflict is endemic to each.…”

Section: Understanding the Types Of Conflicts Among Project Stakeholdersmentioning

confidence: 99%

“…It is characterized by the separation of ownership from management, while the modality of conflict varies by system; substantial intra-functional conflict is endemic to each. Carney et al (2011) critically uplifted the intra-stakeholder type of conflict in various organizations and provide a basis for understanding their various manifestations and consequences under the different systems of governance lacking the context of project management approach clearly subjects to further research (Carney et al, 2011).…”

Section: Understanding the Types Of Conflicts Among Project Stakeholdersmentioning

confidence: 99%

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Rahman¹,

Nasrin²,

Akter³

2017

BMH

View full text Add to dashboard Cite

This study introduces the backdrop where discrepancies occur among project stakeholders, and then how theoretically this conflicting scenario can be understood. Followed by this, it sums up the research gap in understanding the types of conflicts among project stakeholders leading to the purpose of this study to offer such descriptive typology of conflicts in project management. The study presents the researcher to the reader in terms of view of reality (ontology) and view of knowledge (epistemology) with the adopted inductive approach, descriptive inference and qualitative data type. The default research design of this study is literature review. The study tried to produce the analysis of determining the types of conflicts among project stakeholders discussing them anchored in relevant theories. It finally presents the ultimate typology as the outcome of this research. The ultimate typology of this research consists of three core types of conflicts for the sustainable project management and effective project teams. Depending on the amount of subjectivity in the project teams, project members sense risks and unprecedented scenarios differently giving rise to subjective conflict among ISSN 2326-0297 2017 project stakeholders. Depending on the amount of objectivity in the project teams through organizational systems, processes is another type of objective conflict among project stakeholders. Finally, depending on the inter-organizational project collaboration is the type of triangular conflict among project stakeholders toward sustainable development. Business and Management Horizons

show abstract

“…Since managers must respect multiple stakeholder claims that are not very likely aligned either between stakeholder groups themselves or with managers' individual interests goal conflicts may be unavoidable. Thus, due to these conflicts between managers and all other stakeholders Carney et al (2010) recommend agency-driven governance. Secondly, as pointed out in Sect.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Reconstruction of decision-making behavior in shareholder and stakeholder theory: implications for management accounting systems

Rausch

2010

Rev Manag Sci

View full text Add to dashboard Cite

This paper focuses on two interrelated research questions. First, an analysis of managerial decision-making is incorporated into shareholder and stakeholder theory. Secondly, the paper investigates what consequences result for management accounting from inherent conceptions of managerial decision-making behavior. These research questions are based on assumptions of complex interrelationships among decision-making managers, management accountants, and techniques they employ. The findings of this research support that tenets of management accounting systems correspond best with shareholder theory. In doing so they apply financial measures, pursue the goal of profit maximization, and focus on decision-making behavior resulting from the agency relationship between shareholder and manager. Stakeholder theory, however, is fundamentally different from shareholder theory in terms of goals, management philosophy, relationships, behavioral assumptions etc. For these reasons differences with respect to managerial decision-making behavior are reasonable and different requirements related to management accounting systems appear appropriate.

show abstract

Corporate governance and stakeholder conflict

Abstract: Stakeholder salience, Stakeholder theory, Shareholder value, Governance systems,

Cited by 54 publications

References 123 publications

Adopting Information Systems Perspectives from Small Organizations

Adopting Information Systems Perspectives from Small Organizations

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Reconstruction of decision-making behavior in shareholder and stakeholder theory: implications for management accounting systems

Contact Info

Product

Resources

About