Shareholder value, stakeholder management, and social issues: what's the bottom line?

Hillman, Amy J.; Keim, Gerald D.

doi:10.1002/1097-0266(200101)22:2<125::aid-smj150>3.0.co;2-h

Cited by 2,920 publications

(2,501 citation statements)

References 78 publications

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“…Freeman (1984: 46) referred to a stakeholder as "any group, organisation or individual who can affect or is affected by the achievement of the organisation's objectives". This definition suggests an interdependent relationship between the organisation and its stakeholders (Hillman and Keim, 2001) and that the achievement of these objectives are subject to cooperation and support from the stakeholders (Minoja, 2012). However, there is disagreement as to whether stakeholders should either (or both) be considered as an entity affected by an organisation's objective(s), or restricted to those that are crucial for the achievement of organisation an objective(s) (Friedman and Miles, 2006).…”

Section: Who Is a Stakeholder?mentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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The Nigerian oil and gas industry (NOGI) has over time been dominated by the Nigerian government and oil producing companies (OPCs). The influences of the community stakeholder on OPCs in the last three decades have been expressed in diverse ways by different community sub-groups through their concerns and interests, some of which have severely impacted on the NOGI. Community within this context is categorised as a primary stakeholder, while the sub-groups are secondary stakeholders that emerge from within the community. Hence, the success of the NOGI largely depends on the Nigerian government and the oil producing companies, and other players such as Non-Governmental Organisations recognising the community as a key player and having appropriate knowledge of the different sub-groups of secondary stakeholders within the community in order to understand their intentions, behaviour, interests, influences and interrelations. Such knowledge is relevant to the NOGI's formulation of future oil and gas strategy.This study commences with an overview of the primary stakeholders (i.e. the Nigerian government, OPC and the community), their respective activities, participation and the link between these stakeholders with a specific focus on the NOGI context. Subsequently, various sub-groups of secondary stakeholders within the community and their respective interest(s) are identified in detail.

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Section: Who Is a Stakeholder?mentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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“…This variable identifies market measures of FP according toprevious evidence from Hillman and Keim (2001). These authors argue in their study that accounting actions are less successful than market actions due to the fact that they are not able to capture the long-term value of the company, focused on past performance and are subject to the possibility of manager's manipulation.…”

Section: Measures Of Financial Performancementioning

confidence: 99%

Consequences of financial reporting quality on corporate performance: Evidence at the international level

Martínez‐Ferrero

2014

Estudios de Economía

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This paper examines the consequences of Financial Reporting Quality (FRQ) on Corporate Performance, using three proxies of FRQ: (i) earnings quality;(ii) conservatism; and (iii) JEL Classification: M41 Resumen Este trabajo examina las consecuencias de la Calidad de Información Financiera (FRQ) en el desempeño empresarial, con tres alternativas de FRQ: (i) earnings quality, (ii) conservadurismo, y (iii) accruals quality. Nuestro objetivo es analizar el efecto de la FRQ en el rendimiento financiero (FP) medido por el valor de mercado. A tal efecto, las hipótesis propuestas son testadas para

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“…We chose to use Chief Executives as respondents in this study as they are seen as having a wide breadth of knowledge of all the organizations functions, activities and operating environment (Frost et al, 2002;Hillman and Keim, 2001).…”

Section: Does E-commerce Impact On Higher Growth In Manufacturing Firms?mentioning

confidence: 99%

In search of the drivers of high growth in manufacturing SMEs

2006

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Though considerable attention in the extant literature has been devoted to growth and performance of firms, there is a dearth of research on high growth firms. Furthermore, the majority of literature in this area focuses on large firms while research on high growth small firms is underdeveloped. This paper investigates the drivers of high growth in manufacturing SMEs. Following a number of focus group interviews with six managing directors of manufacturing firms, a number of drivers of high growth were identified and investigated in a sample of 207 manufacturing SMEs. The results of this study indicate that high growth firms place a greater emphasis on external drivers such as strategic orientation, their operating environment and the use of e-commerce compared with firms having static or declining sales. The analysis shows that high growth firms compete largely on the basis of price. While high growth firms have increased their sales by over 30% during the past three years or longer, it is questionable if manufacturing firms can sustain their competitive advantage without recourse to greater research and development, and innovation in the longer term.

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Shareholder value, stakeholder management, and social issues: what's the bottom line?

Cited by 2,920 publications

References 78 publications

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Consequences of financial reporting quality on corporate performance: Evidence at the international level

In search of the drivers of high growth in manufacturing SMEs

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