Strategies for assessing and managing organizational stakeholders

Savage, Grant T.; Nix, Timothy W.; Whitehead, Carlton J.; Blair, John D.

doi:10.5465/ame.1991.4274682

Cited by 755 publications

(784 citation statements)

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“…Identifying primary and secondary stakeholders is one of the well accepted stakeholder group segmentation way in stakeholder analysis. Savage et al (1991) segmented stakeholders into these two groups, and defined that the primary stakeholders are "Those who have formal, official, or contractual relationships and have a direct and necessary economic impact upon the organization. ", such as creditors, labor unions, and large institutional stockholders, and "The secondary stakeholders are diverse and include those who are not directly engaged in the organization's economic activities but are able to exert influence or are affected by the organization.…”

Section: Category Of Stakeholdersmentioning

confidence: 99%

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

Kim¹

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The objective of this study is to investigate the difference between stakeholders' characteristics in Brazil and in Korea which are perceived by managers of Korean MNCs (This study has been conducted based on data collected from South Korean companies so whenever "Korea" and "Korean" are mentioned, they should be interpreted as relating to South Korea.) In international business, the multinational environment has become challenging to MNCs, which stem from the multidimensional environments of the countries, such as macroeconomic, cultural, political and legal environments, among others. That is, managing stakeholders in a different environment has become influential to managerial performance of MNCs as well. Thus, in order to identify the main stakeholders and issues related to them as management strategic focus, the stakeholder's characteristics of Brazil and Korea were compared and empirically approached. The data collection was done through indepth interviews with the Korean managers of several Korean multinational companies operating in Brazil, who belong to the department that deals with local stakeholders either directly or indirectly in the host country. According to the data analysis, among the ten categories of stakeholders identified by Clarkson, the Korean companies are mainly interacting with eight stakeholders: employee, financial institution, customer, supplier, government, trade association, labor union and media, and there is effectively not only no interaction with the other two categories of NGO and community in Brazil but also no difference in their characteristics between Korea and Brazil. In reference to the distinct characteristics of the local stakeholders compared to the stakeholders in Korea, five characteristics were identified with employees, three with governments, three with financial institutions, two with customers, two with suppliers and one with trade associations, but no difference was identified with media. Managers perceived that all kinds of stakeholders are more unmanageable in Brazil than in Korea, excepting the customers. It was shown that there is a bigger difference of that manageability with employees, suppliers, financial institutions and trade associations and less difference with governments, labor unions and media, in this particular order. Analyzing the difference of the stakeholder's influence between the two countries, it was established that there is no difference in customers, labor unions and trade associations, there is a little difference in financial institutions and suppliers, and a bigger difference in governments and media. It is a difficult situation to find not only the study that compares the characteristics of the stakeholders but also the comparative study that deals with specific countries' cases. The result of this comparison among the characteristics can help managers grasp the causes and existing strategies analyzed for the problems, as well as effectively establish strategies to manage the stakeholders. However, because of the limitatio...

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Section: Category Of Stakeholdersmentioning

confidence: 99%

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

Kim¹

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“…Para o trabalho de campo foram realizadas entrevistas semiestruturadas (Bryman, 2008) com os stakeholders-chave no desenvolvimento da infraestrutura de cruzeiros, a partir da técnica de triangulação de dados de Yin (2001) e a análise de stakeholders adaptada de Savage, Nix, Whitehead & Blair (1991).…”

Section: Lista De Tabelasunclassified

“…Em outros casos, muitos passageiros consideram os navios de cruzeiro como um destino em si (Berger, 2004) Outro fator a se considerar diz respeito aos impactos negativos e diversos transtornos na vida cotidiana dos moradores locais, como no caso da ilha de Key West, na Flórida, EUA (Hritz & Cecil, 2015). Esses stakeholders reunidos têm o poder de ameaçar ou cooperar com o planejamento e os projetos da organização, tornando-os elementos-chave nas interações que envolvem estratégias corporativas e negócios entre os diferentes grupos envolvidos (Savage et al, 1991). A conciliação dos interesses é o resultado esperado pelas intereções entre a organização focal e seus stakeholders (Friedman & Miles, 2006).…”

Section: Portos Híbridosunclassified

“…Em primeiro momento, entretanto, mostra-se necessária a definição das características do objeto estudado e suas questões centrais, de modo a mapear e identificar os stakeholders envolvidos (Savage et al, 1991;Prell et al, 2009). Trata-se de um ponto de partida relevante, porém, segundo Prell et al (2009), raramente evidenciado nas análises ().…”

Section: Portos Híbridosunclassified

“…Fonte: Elaborado pelo autor com base em Savage et al (1991), Michell, Agle & Wood (1997, Rowley (1997) e Scholes e Clutterbuck (1998), Frooman (1999), Bourne & Walker (2005) O uso do poder impulsiona determinadas ações das organizações, as quais não teriam sido realizadas caso não houvesse a solicitação de um stakeholder de maior influência (Mitchell et al, 1997). Ainda assim, existem algumas distinções quanto ao tipo de poder exercido pelos stakeholders (Mitchell et al, 1997;Friedman & Miles, 2006), são eles: (a) coercitivo: baseado em recursos físicos de força, violência ou retenção; (b) utilitário: baseado em recursos financeiros ou materiais; e (c) normativo: baseado em recursos simbólicos; neste estudo, relacionado aos stakeholders com atuação na regulação ou normatização na infraestrutura de cruzeiros.…”

Section: Kamann (2007)unclassified

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Strategies for assessing and managing organizational stakeholders

Cited by 755 publications

References 0 publications

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

Cruzeiros marítimos e Stakeholders: perspectivas de desenvolvimento da infraestrutura de cruzeiros no Brasil

Environmental NGO-business collaboration and strategic bridging: a case analysis of the Greenpeace-Foron Alliance

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