Stakeholder Judgments of Value

Lankoski, Leena; Smith, N. Craig; Wassenhove, Luk Van

doi:10.1017/beq.2016.28

Cited by 37 publications

(30 citation statements)

References 88 publications

(149 reference statements)

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“…Moreover, our findings provide fertile ground for future researchers to explore how empowerment and engagement are perceived by low‐power stakeholders as part of the process of value creation and whether their perception of happiness and wellbeing (Harrison & Wicks, ) differs from the company’s point of view. Given that we considered only managers’ and NGOs’ opinions about the issue, further research could strengthen the debate about the linkages between empowerment and engagement in the value creation process (Freeman et al, ; Jones & Felps, ; Lankoski, Smith, & Wassenhove, ) by considering low‐power stakeholders’ perceptions.…”

Section: Conclusion Limitations and Further Researchmentioning

confidence: 99%

Stakeholder engagement through empowerment: The case of coffee farmers

Civera

Colle

Casalegno

2018

Business Ethics: A Eur Rev

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While most studies on stakeholder engagement focus on high‐power stakeholders (typically, employees), limited attention has been devoted to the engagement of low‐power stakeholders. These have been defined as vulnerable stakeholders for their low capacity to influence corporations. Our research is framed around the engagement of low‐power stakeholders in the coffee industry who are, paradoxically, critical resource providers for the major roasters. Through the case study of Lavazza—the leading Italian roaster—we investigate empowerment actions addressed to smallholder farmers located in Brazil, India, East Africa, Haiti, and the Dominican Republic. We contribute to the theoretical discussion around engagement and empowerment by developing a framework linking together areas of empowerment (defined in the literature) and specific empowerment actions (emerging from our interviews). Our insights shed light on how organizations can design empowerment strategies leading to more effective stakeholder engagement and how empowerment actions can contribute to turn low‐power stakeholders into active business partners. We demonstrate that moving from a traditional competitive view of corporate–stakeholder relationships to a stakeholder theory view based on a logic of cooperative partnerships reinforces the idea that stakeholder engagement and empowerment are both entangled with the value creation process.

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Section: Conclusion Limitations and Further Researchmentioning

confidence: 99%

Stakeholder engagement through empowerment: The case of coffee farmers

Civera

Colle

Casalegno

2018

Business Ethics: A Eur Rev

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“…As many authors have acknowledged, the discourse on value creation for stakeholders requires further development, especially related to the qualitative evaluation of value creation from a variety of stakeholder perspectives [9,27,28,33]. This process becomes even more complex when referring to value co-creation [15,17].…”

Section: Resilience and Value Co-creationmentioning

confidence: 99%

“…In this way, it was possible to confirm the framework's theoretical validity and to identify a scale of dimensional development that could allow a qualitative evaluation of the effectiveness of empowerment in moderating the vulnerabilities of the coffee supply chain. By developing the framework, the authors seek to advance the academic debate on value co-creation involving low-power stakeholders, which seems to be in need of further development of qualitative evaluation methods for value co-creation [9,15,17,19,27,28,33]. Second, the author conceptualized a direct link between empowerment, value co-creation and supply chain resilience [1,3,7,8,10,14].…”

Section: Conclusion Theoretical Contributions and Managerial Implimentioning

confidence: 99%

“…However, given that value co-creation projects generally take place between economic and social actors [14] (typically in the coffee supply chain between nongovernmental organizations (NGOs) and roasters and addressed to low-power stakeholders) a qualitative evaluation of value is even harder to achieve [15,17]. The discourse on value creation and co-creation among stakeholders thus requires further development [9,27,28].…”

Section: Introductionmentioning

confidence: 99%

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Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

Candelo¹,

Casalegno²,

Civera³

et al. 2018

Sustainability

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This study examines the empowerment of low-power, vulnerable stakeholders of global, complex supply chains as one effective strategy to increase value co-creation and to moderate the vulnerabilities that threaten supply chain resilience. Previous scholars have indicated the necessity of investigating the concept of value co-creation further by including various stakeholder perspectives and suggesting systems of evaluation. This research thus focuses on low-power smallholder farmers within the coffee supply chain by qualitatively evaluating the effectiveness of value co-creation projects. The study also analyzes the extent of development and the nature of empowerment initiatives designed conjointly by nongovernmental organizations (NGOs) and coffee roasters that are addressed to farmers. The mixed qualitative methodology includes a literature review, interviews, focus groups, and content analysis of 20 value co-creation projects conducted in various developing and emerging coffee-producing countries. The research proposes a theoretical framework employed to conduct focus groups with Brazilian coffee farmers. This framework empirically demonstrates that these farmers are in the process of becoming business partners of the coffee supply chain thanks to various empowerment initiatives, common to most of the analyzed projects, that appear to moderate specific vulnerabilities of the coffee supply chain and therefore benefit supply chain resilience.

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“…1995; Kochan & Rubinstein, 2000). The contemporary contributions to this theory mostly ignore the role of stakeholders in creating value for the central actor and each other (Freeman, Harrison, Wicks, Parmar, & De Colle, 2010;Harrison & Wicks, 2013;Lankoski, Smith, & Van Wassenhove, 2016). It is precisely the role of the central actor to ensure the sustainability of the sharing economy platform by continuously co-developing value-adding offerings with and for its diverse stakeholders while increasing value capture opportunities for itself (Dass & Kumar, 2014;Gawer & Cusumano, 2014;Gobble, 2014;Möller & Svahn, 2009).…”

mentioning

confidence: 99%

The role of a central actor in increasing platform stickiness and stakeholder profitability: Bridging the gap between value creation and value capture in the sharing economy

Laczko

Hullová

Needham³

et al. 2019

Industrial Marketing Management

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The viability of a sharing economy platform is determined by the central actor's ability to actively manage and, in the long term, maintain synergies between the value it creates and the value it appropriates. • Development of a multi-stakeholder network in the sharing economy is not selfgoverned, but rather a well-designed process that is developed and managed by the central actor. • We posit eight value-driving mechanisms through which the central actor can simultaneously increase platform stickiness (ability to draw in and keep stakeholders) and stakeholder profitability (ability to capture value from multiple stakeholders). • We integrate value-driving mechanisms in the Platform Stickiness-Stakeholder Profitability Framework that not only offers novel theoretical insights, but can also be used by practitioners to improve their stakeholder management strategies. • Our study extends the sharing economy literature into the B2B context by providing empirical insights into the UK's first-of-a-kind B2B platform that is disrupting the events industry.

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Stakeholder Judgments of Value

Cited by 37 publications

References 88 publications

Stakeholder engagement through empowerment: The case of coffee farmers

Stakeholder engagement through empowerment: The case of coffee farmers

Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

The role of a central actor in increasing platform stickiness and stakeholder profitability: Bridging the gap between value creation and value capture in the sharing economy

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