Narratives of Stakeholders Under the Perspective of the Strategy as Social Practice

Abstract

Purpose: The paper is driven by the following question: how do interest group narratives contribute to the dialogue between the perspective of strategy as a practice and the stakeholder theory? The objective is to analyze the changes, permanent and tensions in the narratives of the stakeholders, seen the strategic practices, in the context of mining. Originality/value: Strategy as a social practice concerns the relationships between organizations, individuals and society in search of coexistence. This study establishes a dialogue between strategy as a social practice and the political perspective of the stakeholders, considering that they interact in networks, seeking the creation of value from mutuality. Design/methodology/approach: Field research was conducted in a qualitative and longitudinal approach. Data collection used to document research techniques in notes and videos of public hearings, newspaper research and interviews. Findings: The results show narrative interactions of six interest groups: entrepreneurial organizations, public authority, education, environment, residents of the area of implantation and the productive sector. The result suggests a relevant role of relational tensions as elements that restrict and enable changes and permanent and indicate the dynamic nature of intra and intergroup interactions of stakeholders. The proposed theoretical dialogue extends the field of strategic studies, in a postmodern dimension, by establishing a dialogue with the political side of stakeholder action as an alternative to the traditional functionalist perspective in the field.

Co-created decision-making: From co-production to value co-creation in health care

“…10 It is noteworthy that ST has been applied in other types of organizations 17,31 and also to other experiences, besides the economic, considering the dynamism of objectives, expectations, and needs of the networks with whom they maintain interfaces, acting in distinct networks simultaneously. 32,33 Beyond a theory, the study of relationships with stakeholders form a new paradigm and a strategic vision to achieve mutual value creation in society, here called VC, 10 and seek a view from multiple perspectives. However, one of the problems that stand out in the search for the multiplicity of perspectives, both for the stakeholder paradigm and the VC paradigm, is how some of these can have a "voice" in interactions with organizations.…”

“…33 Several practical applications of the ST have been broadening the view of the scope and potential of the theory in understanding organizations and their relationships and interactions with stakeholders, with multi-stakeholder collaborations. 10,20,32 Therefore, the inclusion of the ST in this theoretical proposition will not only enrich the debate but also provide the potential and qualities of the theory to be an alternative also for the well-being of chronic disease patients and, consequently, for society. Thus, the next step is to propose the theoretical interaction between VC and SDM, having the ST as an instrument to enable this interaction toward the proposition of a new theory.…”

“…It is noteworthy that ST has been applied in other types of organizations 17 , 31 and also to other experiences, besides the economic, considering the dynamism of objectives, expectations, and needs of the networks with whom they maintain interfaces, acting in distinct networks simultaneously. 32 , 33 …”

“… 33 Several practical applications of the ST have been broadening the view of the scope and potential of the theory in understanding organizations and their relationships and interactions with stakeholders, with multi-stakeholder collaborations. 10 , 20 , 32 …”

O diálogo entre stakeholders voltado para a análise dos objetivos de desenvolvimento sustentável

“…Consequentemente, a falta de atenção aos stakeholders pode comprometer a eficiência da gestão organizacional Bánkuti, 2014), favorecer o surgimento de comportamentos antieticos (Souza;Júnior;Medeiros, 2017), diminuir o comprometimento das organizações quanto à responsabilidade social corporativa (Neto;Borges, 2019), entre outros problemas. Neste sentido, a falta de diálogo entre os stakeholders pode contribuir para desajustes nas estratégias adotadas em diversas parcerias bem como diminuir o engajamento nos acordos realizados na busca de um objetivo comum (Souza;Júnior;Medeiros, 2017).…”