Stakeholder Theory and “The Corporate Objective Revisited”

Freeman, R. Edward; Wicks, Andrew C.; Parmar, Bidhan L.

doi:10.1287/orsc.1040.0066

Cited by 1,635 publications

(1,245 citation statements)

References 16 publications

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“…Leaders motivate by developing grounds to promote courteous association for group work both within and outside the company, to be answerable to the stakeholders and discourage unethical conduct [6].…”

Section: B Responsible Leadership and Effective Teamworkmentioning

confidence: 99%

Responsible Leadership and Intellectual Capital: The Mediating Effects of Effective Team Work

Kumari¹,

Usmani²,

Hussain³

2015

JOEBM

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Abstract-In this globalization and competitive era, economy has become more enhanced in terms of productivity, intellectuality, creativity, diversification, threats and new opportunities to avail. Intellectual management can deal these interactions with an effective way to create their value so they could retain their position and goodwill in upcoming competition world. Responsible leadership plays a vital role in converting intrinsic knowledge of employees into intellectual capital of an organization. This research paper positively supports the relationship between the responsible leadership and intellectual capital of an organization and also evidences shows that this relationship is also mediated by an effective teamwork. In order to enhance the performance and productivity of an organization, it is of the immense important for the management to undertake the emphasis on responsible leadership which ultimately enhances to an effective teamwork and intellectual capital of an organization. Personal survey technique has been applied here as a method of data collection and sample size used for this study was 200 respondents. From the research and hypothesis, it can be conclude here that responsible leadership practices play a very important role in order to enhance the performances of teamwork, a long term binding between the leader and team members, intellectuality, and also helps to meet day to day challenges of an organization in more effective way.

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Section: B Responsible Leadership and Effective Teamworkmentioning

confidence: 99%

Responsible Leadership and Intellectual Capital: The Mediating Effects of Effective Team Work

Kumari¹,

Usmani²,

Hussain³

2015

JOEBM

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“…We are grateful for the opportunity to respond to the spirited critique from Freeman et al (2004) to our article on the primacy of the shareholder value maximization logic. As their critique demonstrates, the debate on the purposes and the accountability of the corporation continues to be both important and controversial.…”

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confidence: 99%

Stakeholder Theory and “The Corporate Objective Revisited”: A Reply

Sundaram

Inkpen

2004

Organization Science

105

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Freeman et al. (2004) offer a spirited rebuttal to our paper “The Corporate Objective Revisited” from the perspective of stakeholder theory. However, they fall short in making a case against the logic of shareholder value maximization. The authors confound issues of “value” and “values,” ignore the rich history of scholarship on related questions, and perhaps misinterpret some of our core arguments. Most importantly, proponents of stakeholder views such as Freeman et al. appear to be unable to go beyond critiques of the shareholder view by failing to offer an empirically supportable alternative theory.

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“…The links between the event showcased in the present study, the organisation (Jumilla's wine trail association), the participating businesses, and their contribution support the adoption of stakeholder theory (Donaldson & Preston, 1995;Freeman 1984Freeman , 1994Freeman , 20042010;Freeman, Wicks & Parmar, 2004). Freeman (2010) defines a stakeholder as any individual or group who is either affected by or affects the achievement of a business's goals.…”

Section: Introductionmentioning

confidence: 52%

Stakeholders, collaboration, food, and wine: The case of Jumilla's Gastronomic Days

Alonso

2016

Journal of Convention & Event Tourism

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An emerging literature on gastronomic events highlights the growing interest among academics, event organisers and development agencies in identifying potential or actual outcomes from gastronomic events. Partly in response to such interest, this study seeks to contribute to the literature on events management, studying the contribution of various stakeholders involved in the 'Gastronomic Days' of Jumilla, Spain. Semi-structured, face-toface, in-depth interviews were conducted with the managers and owners of four participating businesses to the event. The data collection was complemented through on-site visits, observations, and interviews with eight other local businesses. The findings underline the significance of collaboration among these participants to grow and sustain the event, as well as voluntary efforts by event 'stakeholders.' Importantly, a common objective was identified in the form of enhancing the image of the local products, and overall that of the region, to 'convert' residents, and also outside consumers and tourists to Jumilla's products. These findings have significant implications for Jumilla's community. In particular, the importance and efforts of a region's food stakeholders in contributing to adding value and improving the local food culture emerge as useful aspects, with potential benefits for local food growers, hospitality and tourism sectors, and residents.

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Stakeholder Theory and “The Corporate Objective Revisited”

Cited by 1,635 publications

References 16 publications

Responsible Leadership and Intellectual Capital: The Mediating Effects of Effective Team Work

Responsible Leadership and Intellectual Capital: The Mediating Effects of Effective Team Work

Stakeholder Theory and “The Corporate Objective Revisited”: A Reply

Stakeholders, collaboration, food, and wine: The case of Jumilla's Gastronomic Days

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