Multiple Stakeholder Orientation in UK Companies and the Implications for Company Performance

Greenley, Gordon E.; Foxall, Gordon R.

doi:10.1111/1467-6486.00051

Cited by 232 publications

(206 citation statements)

References 69 publications

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“…Indeed he is adamant that there is too much focus on cash flows and too little on the identification of the source of the brand's value. This is akin to other calls for more holistic approaches to the measurement of brand valuation 30,31 and also in line with current stakeholder thinking 32,33 where company performance is linked directly to a multiple stakeholder approach. The difficulty of this approach is that it makes the measurement of brand equity uncertain and takes us away from a clearly defined success criterion: the bottom line.…”

Section: Brand Value and Brand Equitysupporting

confidence: 62%

Finding sources of brand value: Developing a stakeholder model of brand equity

2005

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This article reflects the current interest in brand research towards studying non-consumer relations and their role in brand value creation. It presents a model of stakeholder equities as a tool for brand managers to assess the value of multiple stakeholders in relation to the brand. A stakeholder brand value model is then developed to strengthen understanding of the sources of brand value. It is argued that brand value is co-created through interaction with multiple strategic stakeholders. Considerations for brand mangers and suggestions for future research are presented.

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Section: Brand Value and Brand Equitysupporting

confidence: 62%

Finding sources of brand value: Developing a stakeholder model of brand equity

2005

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“…We have verified and found that all assumptions for regression are satisfied. There was no evidence of multicollinearity with all variable-inflation factors below the threshold of 5 (Hair et al, 2006).…”

Section: Analysis and Resultsmentioning

confidence: 78%

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Ramanathan

Zhang

2016

International Journal of Production Economics

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This study examines the impacts of marketing capability, operations capability, environmental capability and diversification strategy on performance of hotel industry in the UK.We conceptualize these impacts by drawing on the resource-based-view of a firm as the theoretical underpinning. We use the financial archival data and information obtained from websites. We use content analysis, regression analysis and Data Envelopment Analysis (DEA). Our results show that operations capability and environmental capability have significant positive effects on performance, marketing capability has a significant negative impact but diversification strategy does not impact on performance. Additionally, there is no evidence of the moderating effects of efficiency on these impacts. Our study suggests that hotel industry in the UK ought to focus on developing operations and environmental capabilities especially by exploiting the synergies between them but reduce excessive reliance on marketing. This paper makes two important contributions to the literature. First, it applies a framework linking the three capabilities (operations, marketing and environment) and diversification to the specific case of the hotel industry. Second, unlike similar previous studies, ours is the first to incorporate environmental capabilities in the analysis.

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“…Several empirical works show a clear relationship between working with different special interest groups and efficient management of finances (Greenley et al 1997;(Freeman et al 2004).…”

Section: Stakeholders Consideredmentioning

confidence: 99%

Image differentiation with corporate environmental responsibility

Heikkurinen

2010

Corp Soc Responsibility Env

138

116

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This paper analyzes strategic implications of corporate responsibility (CR) and in particular how a firm can differentiate with an environmentally responsible image. A single case study was conducted in the Nordic hospitality industry with semi‐structured interviews as the main data collection method.By adopting an environmentally responsible identity through shared values with the firm's key stakeholders, the firm can reflect an environmentally responsible image. This image can enhance the firm's strategic position through internal and external differentiators from competitors – as the firm becomes a more preferred employer, partner and supplier, it results in enhanced employee motivation, cost savings, better reputation, and greater guest loyalty. The amount of CR depends on the micro/meso/macro/global‐level drivers, and competitive aims of the firm. The emphasis on stakeholder communication becomes greater as the firm increases its CR‐aggressiveness. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

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Multiple Stakeholder Orientation in UK Companies and the Implications for Company Performance

Cited by 232 publications

References 69 publications

Finding sources of brand value: Developing a stakeholder model of brand equity

Finding sources of brand value: Developing a stakeholder model of brand equity

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Image differentiation with corporate environmental responsibility

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