Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool

Neville, Benjamin A.; Bell, Simon J.; Whitwell, Greg

doi:10.1007/s10551-011-0818-9

Cited by 204 publications

(286 citation statements)

References 94 publications

(202 reference statements)

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“…This attitude enables the maximization and maintenance of a favorable position in relation to all organizational interests in strategic decision making (Friedman et al, 2004). Thus, successful organizational management depends on the correct identification of stakeholders and subsequent assessment of their actual relevance in order to highlight who deserves priority and how (Neville et al, 2011).…”

Section: Resultsmentioning

confidence: 99%

“…Sotiriadou (2009) argues that some stakeholders gain their greatest power in terms of the control they hold over the resources needed by the club. This salience reflects the priority attributed by managers to ensuring good organizational management involving leveraging the operating input of stakeholders in order to improve this performance (Samaras, 2010;Neville et al, 2011). …”

Section: Conceptual Model and Hypothesesmentioning

confidence: 99%

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Do stakeholders matter in strategic decision making of a sports organization?

Miragaia¹,

Ferreira²,

Carreira³

2014

Rev. adm. empres.

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This study aims to identify and prioritize the stakeholders involved in making decisions in a sports organization. A multiple linear regression analysis was used to assess the influence of the attributes of power, legitimacy and urgency on the salience of the various stakeholders. The results showed a convergence of external and internal decision makers' perceptions, concerning the three main stakeholder groups: top management, sponsors and member association. Pearson correlations identified four types of stakeholder: definitive, dangerous, demanding and non-stakeholders. A generalized differentiation was also found in stakeholder classification, regarding evaluation of attributes, between external and internal decision makers. In addition, the study suggests the success of organizations' management will depend on correct identification of stakeholders and consequent assessment of their relevance, in order to highlight who should get priority, and how, in strategic decision making.

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Section: Resultsmentioning

confidence: 99%

Section: Conceptual Model and Hypothesesmentioning

confidence: 99%

Do stakeholders matter in strategic decision making of a sports organization?

Miragaia¹,

Ferreira²,

Carreira³

2014

Rev. adm. empres.

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“…The degree to which the actions and inactions of a stakeholder are accepted by society. Mitchell et al, 1997;Neville et al, 2011;Jonker and Foster, 2002;Mitchell et al, 1997 Stakeholder Urgency…”

Section: Attributes Definitionmentioning

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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“…More recent studies have refined stakeholder salience theory by means of theoretical contributions, stressing the importance of 'stakeholder proximity' (Driscoll and Starik 2004), interactions between stakeholders (Neville and Menguc 2006) and stakeholder attributes (Neville et al 2011), family firm contexts (Mitchell et al 2011), corporate culture (Jones et al 2007), and other stakeholders' perceptions of salience (Tashman and Raelin 2013). More recent empirical research has suggested more stakeholder characteristics, such as trust and learning potential (Myllykangas et al 2010).…”

Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

“…The websites of these NGOs were also consulted to find out whether these are internationally organised and if they engage in coalitions with other NGOs. The rationale for including this information is that NGOs with local branches in different countries will have greater availability of resources than those operating from one country, and coalitions of NGOs will be more powerful than each of the NGOs individually (Eesley and Lenox 2006;Neville et al 2011). Pooling this Footnote 6 continued information resulted in 12 categories of NGOs, ranging from small local NGOs that are not engaged in coalitions (power level = 1) to large international NGOs that are part of a coalition (power level = 12).…”

Section: Measures For Explanatory Variablesmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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The aim of this study is to analyse how secondary stakeholders influence managerial decision-making on Corporate Social Responsibility (CSR) disclosure. Based on stakeholder salience theory, we empirically investigate whether differences in environmental disclosure among companies are systematically related to differences in the level of power, urgency and legitimacy of the environmental non-governmental organisations (NGOs) with which these companies are confronted. Using proprietary archival data for an international sample of 199 large companies, our results suggest that differences in environmental disclosures between companies are mainly associated with differences between their environmental stakeholders' legitimacy. The effects of power and urgency are of an indirect nature, as they are mediated by legitimacy. This study improves our understanding of CSR disclosure by demonstrating that, next to the welldocumented effect of company characteristics, stakeholder characteristics are also important. Besides, it provides scarce empirical evidence that not only primary stakeholders, but also secondary stakeholders are influential with regards to management decision-making. And more specifically, it offers insight into why some stakeholder groups are better able to influence disclosure decisions than other. The results also have important practical implications for managers of both environmental NGOs and large companies. For managers of environmental NGOs the results provide evidence of the most successful tactics for having their environmental information demands satisfied by companies. For company management the results provide insights into the most important stakeholder characteristics, on the basis of which they may develop strategies for proactively disclosing environmental information.

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Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool

Abstract: legitimacy, stakeholder identification, stakeholder salience, power, urgency,

Cited by 204 publications

References 94 publications

Do stakeholders matter in strategic decision making of a sports organization?

Do stakeholders matter in strategic decision making of a sports organization?

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

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

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