Planning stakeholder communication

Scholes, Eileen; James, David

doi:10.1108/eb023471

Cited by 7 publications

(3 citation statements)

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“…This is particularly the case with not-for-profit, charitable or public organizations (Vinten, 2000). In the corporate sector acceptance is still patchy but it is certainly recognized by some (Scholes and Clutterbuck, 1998;Vinten, 2000). More importantly, the management literature has accepted that stakeholders play an important role in the overall performance of organizations.…”

Section: Stakeholdersmentioning

confidence: 99%

The Challenge of Organising and Implementing Corporate Social Responsibility

Jonker¹,

Witte²

2006

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He has taught at the University of Massachusetts, where he received his PhD, at the University of Wollongong, where he headed the doctoral programme, and at RMIT University, where he was Director of the Doctor of Business Administration programme. His research interests are sustainable development, corporate environmentalism, globalization, postcolonial theories and indigenous ecology. His work has appeared in numerous international journals.

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Section: Stakeholdersmentioning

confidence: 99%

The Challenge of Organising and Implementing Corporate Social Responsibility

Jonker¹,

Witte²

2006

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“…Strategic management literature points strongly to the lack of integrated approaches for incorporating stakeholder concerns into the strategic decision making process (Scholes & James 1997). A strategy should be in place for each stakeholder group --their key issues and willingness to expend resources helping or hurting the organisation on these issues must be understood (Wheeler & Sillanpää 1998).…”

Section: A Lack Of Stakeholder Strategymentioning

confidence: 99%

“…The strategic management literature, however, points to the lack of integrated approaches for incorporating stakeholder concerns into the strategic decision-making process. 50 Many organisations do it well with one stakeholder group (eg customers), but few have the processes needed to integrate a number of stakeholder concerns. 16 The strategic management of issues From a strategic management perspective, issues management could be seen as 'the process used to close the gap between the expectations of these stakeholder groups and corporate performance'.…”

Section: Environmental Analysismentioning

confidence: 99%

From strategy to corporate communication strategy: A conceptualisation

Steyn¹

2003

Journal of Communication Management

139

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Strategic management theory differentiates between enterprise, corporate, business-unit, functional and operational strategy. With reference to these strategy levels, corporate communication strategy is conceptualised as a functional strategy, providing focus and direction to the corporate communication function. Acting as a framework for the communication plans developed to implement the strategy, it makes the corporate communication function relevant in the strategic management process by providing the link between the organisational mission and communication plans. Corporate communication strategy is seen to be the outcome of a strategic thinking process by senior communicators and top managers taking strategic decisions with regard to the identification and management of, and communication with, strategic stakeholders (Steyn 2000a).

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Stockholders or stakeholders? The role of Financial Communication

Schoonraad¹

2000

Communicatio

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Capitalism is based on inequality: someone gains, another loses. However, this inequality is getting out of hand. According to Stockholder Capitalism, the predominant paradigm, the company is purely economic in nature. Management is only accountable to stockholders. Financial communication is directed mainly to financial target audiences. A relatively new theory, Stakeholder Capitalism, emphasises that Capitalism should function within an ethical context. Stakeholders' interests and information needs, including those of stockholders, should be taken into account. Therefore the role of Financial Communication is to help build and maintain mutually beneficial stakeholder relationships by facilitating informed financial decision making. An integrated approach to Financial Communication is proposed. It should be an interdisciplinary effort where the Accounting and Communication disciplines co-operate. Furthermore, it should be a two-way symmetrical communication process, within the context of Stakeholder Capitalism. OPSOMMING Kapitalisme is gebaseer op ongelykheid: een persoon verkry iets, 'n ander verloor iets. Hierdie ongelykheid word egter te ver gevoer. Volgens Aandeelhouerskapitalisme, die huidige dominante paradigma, is die onderneming suiwer ekonomies van aard. Bestuur is slegs verantwoordbaar aan aandeelhouers. Finansiele Kommunikasie is hoofsaaklik gerig op finansiele teikengehore. 'n Relatiewe nuwe teorie, Belangegroep Kapitalisme, beklemtoon dat Kapitalisme binne 'n etiese konteks moet funksioneer. Die belange en inligtingsbehoeftes van belangegroepe, insluitende die van aandeelhouers, behoort in ag geneem te word. Daarom is die rol van Finansiele Kommunikasie om wedersyds voordelige verhoudings met belangegroepe te help bou deur ingeligte finansiele besluitneming te fasiliteer. 'n Ge'integreerde benadering tot Finansiele Kommunikasie word voorgestel. Dit behoort 'n interdissiplinere proses te wees waar die Rekeningkunde-en Kommunikasiedissiplines saamwerk. Verder behoort dit 'n twee-rigtingsimmetriese kommunikasieproses te wees, binne die konteks van Belangegroep Kapitalisme.

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Planning stakeholder communication

Cited by 7 publications

References 0 publications

The Challenge of Organising and Implementing Corporate Social Responsibility

The Challenge of Organising and Implementing Corporate Social Responsibility

From strategy to corporate communication strategy: A conceptualisation

Stockholders or stakeholders? The role of Financial Communication

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