The ‘stakeholder view’ approach: an untapped opportunity to manage corporate performance and wealth

Sachs, Sybille; Groth, Hans; Schmitt, Ruth

doi:10.1002/jsc.865

Cited by 11 publications

(6 citation statements)

References 27 publications

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“…New directions of research focus on solving the problem of trade‐off between financial returns and social returns with impact investments (see, for example, Passot, 2012). New paradigms for social strategies have also been proposed by Sachs et al (2010a,b) and Sachs and Rühli (2011, pp. 148–150) to deal with the interests of all stakeholders.…”

Section: Malpractice and The Need For Revisions In Regulationmentioning

confidence: 97%

Developing microfinance: A survey of the literature

Milana

Ashta

2012

Strategic Change

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Section: Malpractice and The Need For Revisions In Regulationmentioning

confidence: 97%

Developing microfinance: A survey of the literature

Milana

Ashta

2012

Strategic Change

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“…The organization-centric and stakeholder-centric place the focal organizations in the centre of dyadic linkages with surrounding stakeholders whereas stakeholder relationships are dynamic and complex. Thus, these approaches are not relevant in heterogeneous and critical environment [26], [23], such as one of HEIs. The relationship-centric approach emphasize the interrelated network of relationships that naturally exist among stakeholders in which the organizations are only partly control the relationship processes [24], [23].…”

Section: Stakeholder Identification In Higher Education Institutionsmentioning

confidence: 99%

Stakeholder Identification in Vietnamese Private Higher Education Institutions

Bui¹

2017

IJLT

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The purpose of this study is to provide empirical insights into stakeholder identification (SI) in specific context of Vietnamese private higher education institutions (VPHEIs). Existing literature points to the pervasive relationship-centric paradigm of stakeholder identification that is applicable to higher education institutions (HEIs). This paper argues that VPHEIs need to effectively manage relationships with stakeholders who influence challenging issues that face the institutions. This paper addresses the question: how do VPHEIs identify stakeholders? Data from key informant interviews and participant observations were triangulated to compare and contrast the findings. The key finding is that VPHEIs management identify key stakeholders differently. The data indicated that interpersonal relationships influence VPHEIs management approach to stakeholder identification rather than the understanding and application of stakeholder theory. 1

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“…However, corporations increasingly realize that this attitude is grounded in a narrow understanding of their role in the society. The pharmaceutical industry, to which we refer in our article as an example, suffers considerably from this effect as companies focused their communication and interaction mainly on physicians and shareholders (Sachs et al, 2010). Owing to the growing importance of health issues (e.g.…”

Section: Introductionmentioning

confidence: 99%

Perception, reflection and communication: an empirical case study within the pharmaceutical industry

Ulrich¹,

Sachs

Millett

2010

Corporate Governance: The International Journal of Business in Society

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Purpose -This paper aims to show how instruments of empirical opinion research can help to provide a basis for interactive communication between a company and its stakeholders via the media, so that important issues can be identified and discussed internally and externally. By doing this, the company can actively participate in the process of forming public opinion and building trust.Design/methodology/approach -Concentrating on the company of Pfizer, in order to acquire a comprehensive view, an empirical analysis of the opinions of those stakeholders mentioned in Pfizer's vision was conducted. In a first step, a content analysis of the Pfizer web site, two representative computer-aided telephone interviews (CATI) surveys with the Swiss public, a content analysis over a period of two years of the five most important daily newspapers, and interviews with the top management team of Pfizer Switzerland were carried out. In a second step, the findings of the analysis were reflected on in a workshop with Pfizer's top management team.Findings -The role of the media was recognised for its function for informing, and as a platform for initiating dialogues in appropriate areas of interaction. But it was also obvious that the reports published by the media, and the actual perception of the population, were distinctly different. In this realm, opinion research in its function of objectifying information makes a significant contribution to the ability to reflect on the actual situation.Originality/value -The knowledge of the opinions of the relevant stakeholders based on a high standard of empirical data and the self-reflection by senior management of its own beliefs provide an additional foundation for stakeholder-oriented communication.

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The ‘stakeholder view’ approach: an untapped opportunity to manage corporate performance and wealth

Cited by 11 publications

References 27 publications

Developing microfinance: A survey of the literature

Developing microfinance: A survey of the literature

Stakeholder Identification in Vietnamese Private Higher Education Institutions

Perception, reflection and communication: an empirical case study within the pharmaceutical industry

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