Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage

Wu, Minyu

doi:10.5539/ass.v8n10p160

Cited by 11 publications

(18 citation statements)

References 54 publications

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“…Although some researchers are of the opinion that the use of CSR for enhancing profitability actually puts virtue at the service of avarice, the inherent relationship between CSR and competitive advantage cannot be ignored or repudiated. Many studies have demonstrated a positive correlation between CSR and a corporation's competitive advantage (Porter and Kramer, 2006;Moneva et al, 2007;Ciliberti et al, 2008;Wu, 2012).…”

Section: Introductionmentioning

confidence: 96%

Perception of corporate social responsibility: the case of Chinese international contractors

Fang

Xue

et al. 2015

Journal of Cleaner Production

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Section: Introductionmentioning

confidence: 96%

Perception of corporate social responsibility: the case of Chinese international contractors

Fang

Xue

et al. 2015

Journal of Cleaner Production

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“…As organizações enfrentam ambientes ambíguos, complexos e em constante mudança, de tal modo que as interações com os stakeholders se tornaram uma questão crítica para os gestores e oferecem, ao mesmo tempo, tanto desafios quanto oportunidades (Wu, 2012).…”

Section: Objetivo Ambientalunclassified

Análise De Stakeholders Em Indústria Do Setor Plástico: Uma Aplicação Da Norma Abnt NBR Iso 14001:2015

Silva

Shibao

Santos

et al. 2020

RGSA

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A última revisão da norma ISO 14001 sobre Sistemas de Gerenciamento Ambiental (SGA) incluiu a obrigatoriedade de que a organização reconheça as partes interessadas (stakeholders) em seu desempenho ambiental. Este estudo teve como objetivo identificar os stakeholders e hierarquizar sua influência sobre o desempenho ambiental de uma indústria de transformação de material plástico. Utilizou-se a abordagem de métodos mistos e dividiu-se a pesquisa em duas fases. A fase qualitativa consistiu na realização da pesquisa-ação e emprego da técnica de grupo focal para identificação dos stakeholders e suas necessidades e expectativas, e, em seguida, sua classificação. A fase qualitativa empregou o método AHP para a hierarquização dos stakeholders. No que concerne aos tipos de stakeholders, foram identificadas quatro classes: definitivos, dependentes, dominantes e facultativos e, dentre esses, cerca de 50% foram classificados como primários por exercerem influência direta sobre decisões e atividades da empresa. Em relação à prioridade de interesses, constatou-se que proprietários, clientes e órgãos governamentais receberam a atenção primária, enquanto a comunidade de entorno e os grupos ambientais ocuparam a posição menos relevante. As contribuições teórica e prática do estudo consistem, respectivamente, em um modelo de identificação e classificação dos stakeholders para o setor de transformação de material plástico e uma ferramenta de planejamento do SGA.

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“…It is worth mentioning that Phillips (2003) addresses the essence of stakeholders' influence from the perspective of normative obligations and instrumental considerations, and in addition to the power of influence, takes into account the stakeholder naturedirect or indirect. Savage, Nix, Whitehead, and Blair (1991) and Wu (2012) divide stakeholders into mixed blessing stakeholders, marginals, supportive and non-supportive stakeholders. Mitchell, Agle, and Wood (1997) distinguish major, latent, prospective or expectant stakeholders.…”

Section: Literature Reviewmentioning

confidence: 99%

Stakeholder approach to selecting enterprise-bank interaction strategies

Hutsaliuk

Yaroshevska

Shmatko

et al. 2020

Problems and Perspectives in Management

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Stakeholder theory dominates in revealing the features of the stakeholders’ influence on various entities; however, only few studies rely on it in the field of enterprises that select banks as financial partners. Considering the enterprise-bank relationship from the stakeholder theory perspective, this paper represents an approach to selecting strategies for interaction with this stakeholder type.The proposed approach includes the following steps: determining the interaction objectives for enterprises and banks; specifying and comparing potential partners; ranking banks to justify the chosen partner/partners for interaction; and selecting interaction strategies and forming the content of the behavior patterns inherent in enterprises (offensive or negotiation strategies). The criteria for choosing a strategy include the objectives of the interaction between enterprises (providing comprehensive services or satisfying individual financial needs) and their financial status that determines the interest of banks in partnership.The application of the proposed methodology for calculating rating indicators and the respective bank ranking showed that 18% of the banks included in the studied list of reliable Ukrainian banks have a high level of innovation activity and an acceptable level of banking service costs for business customers (that is, they implement a customer-oriented policy). Therefore, to receive comprehensive banking services combined with high or medium levels of banks’ interest in interaction, the paper recommends enterprises to choose a large-scale offensive strategy or a large-scale negotiation strategy, respectively.The stakeholder theory, as well as consideration of the criteria defined in the paper, will allow enterprises to choose interaction strategies that meet their needs for financial services and harmonize the interests of partners.

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Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage

Cited by 11 publications

References 54 publications

Perception of corporate social responsibility: the case of Chinese international contractors

Perception of corporate social responsibility: the case of Chinese international contractors

Análise De Stakeholders Em Indústria Do Setor Plástico: Uma Aplicação Da Norma Abnt NBR Iso 14001:2015

Stakeholder approach to selecting enterprise-bank interaction strategies

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