Stakeholder Relationships and Social Welfare: A Behavioral Theory of Contributions to Joint Value Creation

Abstract

Stakeholder relationships and social welfare: a behavioral theory of contributions to joint value creation Bridoux, F.M.; Stoelhorst, J.W.

Going It Alone Won’t Work! The Relational Imperative for Social Innovation in Social Enterprises

“…For example, our interviewees discussed how they collaborate more readily with community groups and other social enterprises but that greater effort is often required to develop relationships with corporations. Our work supports Bridoux and Stoelhorst's (2016) view that relationships based on altruistic alignment are a potentially greater source of joint value creation than those based on other relational motives. Likewise, Freeman et al (2010) argue that competitionbased discourse is counterproductive to developing meaningful long-term stakeholder relationships that can contribute to value creation.…”

“…This suggests that a capability for social enterprises is that of identifying and managing stakeholder relationships rather than developing its own operations to deliver the innovation in isolation. This finding supports Bridoux and Stoelhorst's (2016) call to identify jointness of interests with stakeholders as a route through which value (in our case social innovation) can be created. Overall, our study highlights the importance of stakeholder relationships to help organizations overcome constraints and to support the social innovation process by enabling access to resources and deploying capabilities in an effective manner to ''develop opportunities for mutual benefit'' recommended by Post et al (2002, p. 23).…”

“…Strand and Freeman (2015, p. 80) suggest that through pursuing cooperative advantage an organization ''implements a value creating strategy based on cooperating with its stakeholders that results in superior value creation for the company and its stakeholders.'' Importantly, Bridoux and Stoelhorst (2016) argue that stakeholder relationships can contribute to creating value, especially when these relationships are based on shared common beliefs in addressing needs in contrast to when their actions are driven by selfinterested, market transaction motives.…”

When Does Medici Hurt Da Vinci? Mitigating the Signaling Effect of Extraneous Stakeholder Relationships in the Field of Cultural Production

“…Finally, we show that there is a variance within the group of negatively perceived stakeholders: some industries are more tainted than others and this fact accentuates the negative perception of the organizations exhibiting a link with them. These findings indicate that stakeholder theory will benefit from further integrating the concept of organizational stigma (Piazza & Perretti, 2015;Roulet, 2015) and stakeholders' "mental representations" (Bridoux & Stoelhorst, 2016).…”

“…Similarly, institutional theory scholars acknowledge that the interests and demands of different stakeholders may clash (Oliver, 1991;Greenwood et al, 2011). The way organizations manage the relationships with one set of stakeholders directly affects the nature of other relationships (Rowley, 1997), especially the judgments and evaluations other stakeholders pass on those organizations (Bridoux & Stoelhorst, 2016). In turn, these evaluations are directly related to the ability of organizations to abide by the expectations of the judging stakeholders.…”