Stakeholder capitalism and the value chain

Freeman, Edward; Liedtka, Jeanne

doi:10.1016/s0263-2373(97)00008-x

Cited by 145 publications

(92 citation statements)

References 2 publications

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“…Customers, owners, financiers, employees, and suppliers are the basic elements of any business model. Rather than seeing these stakeholders as unrelated entities separated from the firm, taking a value-creation view of stakeholder theory, or adopting the relational view of stakeholder theory (Freeman & Liedtka, 1997) it is impossible to view the firms' interests as unrelated to, or separate, from other stakeholders. Value creation and contracting are imbued with moral notions of autonomy, solidarity, and fairness -and thereby the normative is inherently intertwined with the instrumental (Freeman, 1994).…”

Section: Stakeholder Interactions As Described In Existing Literaturementioning

confidence: 99%

Shake Your Stakeholder: Firms Leading Engagement to Cocreate Sustainable Value

Sulkowski

Edwards

Freeman

2017

Organization & Environment

107

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While most extant scholarship has focused on how stakeholders influence firms, we propose that firms play a critical role in "shaking" stakeholders. Shaking stakeholders means to proactively initiate cooperation with those affected by a firm to alter awareness, behavior, and networks so as to catalyze change in society and the marketplace to reward co-created innovations in core operations of the firm that improve social and environmental impacts.Two previously underappreciated aspects of stakeholder relations are highlighted. First, the firm can be the entity that leads engagement that shakes stakeholders out of complacency.Second, firms can catalyze collaborative relationships to co-create sustainable value that is shared with stakeholders. We offer several cases to illustrate this strategy. While stakeholder shaking may be useful in any business environment, global ecological crises, societal problems, and governance failures heighten the need for firms to take action to bring about profound and systemic changes.

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Section: Stakeholder Interactions As Described In Existing Literaturementioning

confidence: 99%

Shake Your Stakeholder: Firms Leading Engagement to Cocreate Sustainable Value

Sulkowski

Edwards

Freeman

2017

Organization & Environment

107

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“…As mentioned earlier, the firm-stakeholder relationship has been theorized to be relational rather than just transactional or exchange-based (Freeman & Liedtka, 1997); however in this case there almost seemed to be no relationship at all between the company and the community. There was no acknowledgment by the company that the community as a stakeholder had taken on substantial risk.…”

Section: Revisiting Power Legitimacy and Urgencymentioning

confidence: 98%

“…According to Donaldson and Preston (1995), a 'social contract' exists between business and society and "stakeholders are identified through the actual or potential harms and benefits that they experience or anticipate experiencing as a result of the firm's actions or inactions" (p. 86). The firm-stakeholder relationship has been theorized to be relational rather than just transational (Freeman & Liedtka, 1997). Managing stakeholder relationships through balancing stakeholder interests creates value and goodwill for the firm (e.g., Freeman, Harrison, & Wicks, 2007;Nasi, 1995).…”

Section: The Stakeholder Conceptmentioning

confidence: 99%

Price, rebate and order quantity decisions in a newsvendor framework with rebate-dependent recapture of lost sales

Arcelus

Gor²,

Srinivasan

2012

International Journal of Production Economics

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Les collectivités locales font face aujourd'hui à des évolutions importantes quant à l'utilisation d'outils de contrôle de gestion nécessaires au suivi de la performance de leurs services. Ainsi, l'objectif poursuivi dans cet article est de présenter et analyser les informations obtenues lors de l'enquête quantitative. Afin d'obtenir une vision globale d'outils de gestion utilisés dans les services visités, une classification ascendante hiérarchique (CAH) sur le logiciel SPSS version 10.00 a été effectuée.Mots clés : performance, outils de contrôle de gestion, services publics municipaux, classification ascendante hiérarchique. IntroductionEn contrôle de gestion, les systèmes de mesure de la performance dans les organisations ont longtemps été réduits à leur seule dimension financière (conception unidimensionnelle). Les mesures de performance étaient donc définies comme l'utilisation des indicateurs quantitatifs pour évaluer les activités, les efforts et réalisations (Burns et Waterhouse, 1975). La dernière décennie a été marquée par de nombreuses études développées dans les collectivités locales aussi bien en Europe qu'en Amérique du nord. Ammons et Rivenbark (2008) estiment que la mesure de la performance semble être la meilleure méthode pour atteindre une grande responsabilisation dans les gouvernements locaux. Bien que ces indicateurs soient moins faciles à mesurer (Politt, 1986), ils ont pour impact significatif sur la performance financière (Saïd A.A. et al., 2003).Ainsi, comme le remarque OUCHI W. (1979), « Le problème de l'organisation est d'obtenir la coopération entre un grand nombre d'individus ou d'unités qui partagent seulement et partiellement des objectifs convergents ». Cette remarque est particulièrement marquée par des frontières internes. En particulier, l'opposition qui sépare les administrations et les techniciens est ancienne et profonde. Elle se manifeste, soit par une ignorance polie, soit par des dissensions entre des hommes ayant des formations et des logiques différentes, voire contradictoires (ROUSSARIE O., 1995). Auparavant, le pouvoir se trouvait essentiellement entre les mains des techniciens, dont dépendaient les grandes réalisations si chères aux élus. Aujourd'hui, le secrétaire général, le directeur financier et le contrôleur de gestion semblent occuper une place de plus en plus importante. Ils ont la responsabilité de la maîtrise des charges, la réduction des coûts afin de dégager un maximum d'autofinancement pour réaliser ces gros investissements, toujours aussi chers aux élus. L'écart grandissant qui sépare les techniciens des administratifs, produit un choc de cultures. Les principes de gestion, l'adoption d'une approche mercatique, d'un système de contrôle de gestion incitent les élus à être plus à l'écoute des spécialistes, des gestionnaires. Les élus font ensuite exécuter leurs choix, établis à partir des avis du secrétaire général, qui devient le véritable directeur général de l'organisation municipale, du directeur des services financiers, qui déterminent la possibili...

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“…For example, Freeman and Liedtka (1997) suggest a new perspective of the firm as creating value for stakeholders, termed stakeholder capitalism, emphasising that value creation, instead of value capture, must be the priority of the organization. Freeman and McVea (2001) suggest that creating value for multiple stakeholders provides opportunities that inspire change and innovation.…”

Section: Value Creationmentioning

confidence: 99%

Towards a Stakeholder Perspective on Competitive Advantage

Wu¹

2013

IJBM

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Competitive advantage and stakeholder management are two important research streams that have attracted much attention during the past few decades. Distinctive approaches to studies on competitive advantage exhibit differences in their assumptions, units of analysis, and strategic implications; however, none of them can individually explain the whole concept of competitive advantage. Although competitive advantage is the core issue of strategic management in which stakeholder management is rooted, the two topics have developed seemingly independently in the literature. By focusing on value creation, value protection, and value capture, this paper suggests a theoretical framework that employs a stakeholder perspective, linking three approaches on competitive advantage-the resource-based view, the relational view, and the activity-position view. This framework provides insight to an incomplete picture of competitive advantage in the extant literature.Keywords: competitive advantage, stakeholder management, the resource-based view, the relational view

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Stakeholder capitalism and the value chain

Cited by 145 publications

References 2 publications

Shake Your Stakeholder: Firms Leading Engagement to Cocreate Sustainable Value

Shake Your Stakeholder: Firms Leading Engagement to Cocreate Sustainable Value

Price, rebate and order quantity decisions in a newsvendor framework with rebate-dependent recapture of lost sales

Towards a Stakeholder Perspective on Competitive Advantage

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