The drivers of stakeholder engagement: Reflections on the case of Royal Dutch/Shell

Lawrence, Anne

doi:10.9774/gleaf.978-1-909493-28-5_11

Cited by 38 publications

(44 citation statements)

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“…Despite its uniqueness, the case shares striking similarities with that of Brent Spar in the 1990s 1 (see e.g. Barbone, 1996;Lawrence, 2002;Tsoukas, 1999;van Tulder and van der Zwart, 2006). Both cases started as a local incidence, but evolved to an intergovernmental conflict.…”

Section: Introductionmentioning

confidence: 82%

Corporate Responsiveness to Social Pressure: An Interaction-Based Model

Lotila

2009

J Bus Ethics

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Section: Introductionmentioning

confidence: 82%

Corporate Responsiveness to Social Pressure: An Interaction-Based Model

Lotila

2009

J Bus Ethics

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“…Yet, scholars recognize that firms may identify different stakeholders depending on their culture (Jones et al 2007), their own life cycle (Fineman and Clarke 1996), and the industry context (Jawahar and McLaughlin 2001). Moreover, they may engage in different ways with stakeholders depending on their motivation and capacity (Lawrence 2002) and their leadership (Maak 2007).…”

Section: Partnerships and Stakeholder Theorymentioning

confidence: 99%

Cross-Sector Partnerships and the Co-creation of Dynamic Capabilities for Stakeholder Orientation

2015

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This paper explores the relationship between business experience in cross-sector partnerships (CSPs) and the co-creation of what we refer to as 'dynamic capabilities for stakeholder orientation,' consisting of the four dimensions of (1) sensing, (2) interacting with, (3) learning from and (4) changing based on stakeholders. We argue that the co-creation of dynamic capabilities for stakeholder orientation is crucial for CSPs to create societal impact, as stakeholder-oriented organizations are more suited to deal with ''wicked problems,'' i.e., problems that are large, messy, and complex (Rittel and Webber, Policy Sciences 4:155-169, 1973; Waddock, Paper presented at the 3rd international symposium on cross sector social interactions, 2012). By means of a grounded theory approach of inductive research, we collected and interpreted data on four global agri-food companies which have heterogeneous experience in participating in CSPs. The results of this paper highlight that only companies' capability of interacting with stakeholders continually increases, while their capabilities of sensing, learning from, and changing based on stakeholders first increase and then decrease as companies gain more experience in CSP participation. To a large extent, this can be attributed to the development of corporate strategies on sustainability after a few years of CSP participation, which entails a shift from a reactive to a proactive attitude towards sustainability issues and which may decrease the need or motivation for stakeholder orientation. These findings open up important issues for discussion and for future research on the impact of CSPs in a context of wicked problems.

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“…Drawing conclusions from a single case study is inherently risky (Lawrence, 2002) and a single case study approach does not allow for generalization to a population (Blaikie, 2000). However, Hillebrand and colleagues (2001, pp.…”

Section: Methodsmentioning

confidence: 99%

An ecological modernist interpretation of sustainability: the case of Interface Inc.

Stubbs

Cocklin

2006

Bus Strat Env

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This article seeks to extend understanding of how sustainability is operationalized in firms by considering the example of Interface Inc. In particular, we assess the sustainability policy and strategies of Interface Inc. within the frame recourse of an ecological modernization (EM) perspective of sustainability. One question of particular interest is whether organizations are able to implement an EM-aligned worldview through their own internal capabilities or whether changes to the wider socio-economic system are required. The analysis of Interface's experiences suggests that, at this stage, an organization cannot fully adhere to an EM perspective of sustainability; its success is also dependent on changes to the wider socio-economic system in which the firm operates. The critical factors in implementing sustainability that emerged from the Interface case study are discussed.

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The drivers of stakeholder engagement: Reflections on the case of Royal Dutch/Shell

Cited by 38 publications

References 0 publications

Corporate Responsiveness to Social Pressure: An Interaction-Based Model

Corporate Responsiveness to Social Pressure: An Interaction-Based Model

Cross-Sector Partnerships and the Co-creation of Dynamic Capabilities for Stakeholder Orientation

An ecological modernist interpretation of sustainability: the case of Interface Inc.

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