When Stakeholder Theory Meets Justification Theory: An Intersection Proposal

Abstract

We discuss an interplay between two theories by addressing the question: In what ways can the Justification theory (JT) complement the Stakeholder theory (ST)? While ST provides an insight on the importance of creating value for stakeholders without resorting to tradeoffs, it does not address how several stakeholders employ justifications to achieve their goals, nor does it explore the analytical thinking on how organizations and their stakeholders account for and negotiate behaviors during disputes. The JT provides a framework that interprets social interactions and tensions by considering that actors’ decisions and actions are contextualized within organizational reality. Several studies that apply the JT framework in the context of organizations do so by directly or indirectly analyzing stakeholders. Hence, this essay sheds light on how such an intersection may help to comprehend the phenomena related to disputes. The study offers tools and contributes to understanding managerial practices for stakeholders identification and engagement since, to the best of our knowledge, there is a research gap regarding the intersection between JT and ST.

Capacidades dinâmicas para gestão de stakeholders

“…As empresas capazes de gerar vantagem competitiva a partir de suas capacidades de gestão de stakeholders conquistam-na não só criando e compartilhando valor com os stakeholders, mas também se tornando conhecidas por esse comportamento, o que resulta em benefícios reputacionais (Harrison et al, 2010). Ademais, o relacionamento baseado na justiça e na confiança gera lealdade e reciprocidade positiva por parte dos stakeholders (Góes et al, 2021. A reputação, a lealdade e a reciprocidade positiva, para as quais eles contribuem efetivamente com os propósitos organizacionais, representam barreiras para empresas concorrentes (Harrison et al, 2010).…”

“…A primeira entende que a vantagem competitiva pode ser alcançada por meio de um bom gerenciamento dos stakeholders (Harrison et al, 2010). Nessa perspectiva, os gestores devem desenvolver relacionamentos baseado na justiça e na confiança com seus stakeholders, gerando uma reciprocidade positiva em que o estes contribuem para os objetivos organizacionais (Góes, Reis, & Abib, 2021;Harrison et al, 2010). Essa vertente argumenta que, com esse tipo de relacionamento, a empresa terá informações diferenciadas sobre a função de utilidade dos stakeholders, ou seja, suas preferências por combinações de resultados tangíveis e intangíveis decorrentes do relacionamento com a empresa (Harrison et al, 2010;Tantalo & Priem, 2014).…”

Dynamic capabilities for stakeholder management

“…Companies capable of generating competitive advantage from their stakeholder management capabilities achieve it not only by creating and sharing value with stakeholders, but also by becoming known for this behavior, which results in reputational benefits (Harrison et al, 2010). Furthermore, the relationship based on justice and trust generates loyalty and positive reciprocity on the part of the stakeholders (Góes et al, 2021. Reputation, loyalty, and positive reciprocity, to which they effectively contribute to organizational purposes, represent barriers for competing companies (Harrison et al, 2010).…”

“…The first understands that competitive advantage can be achieved through good stakeholder management (Harrison et al, 2010). From this perspective, managers must develop relationships based on justice and trust with their stakeholders, generating a positive reciprocity in which they contribute to organizational objectives (Góes, Reis, & Abib, 2021;Harrison et al, 2010). This strand argues that, with this type of relationship, the company will have differentiated information about the utility function of the stakeholders, that is, their preferences for combinations of tangible and intangible results arising from the relationship with the company (Harrison et al, 2010;Tantalo & Priem, 2014).…”

Gastos Ambientais, Fatores Explicativos Nos Municípios Da Região Oeste E Sudoeste Do Paraná

“…A teoria dos stakeholders (TS) afirma que o alinhamento entre interesses frequentemente divergentes pode, ainda que indiretamente, levar a um melhor desempenho organizacional (Góes;Reis & Abib, 2021). A TS contribui para a compreensão de como implementar ações que permitam a efetiva participação dos interessados na administração do recurso natural (Matias- Pereira, 2010).…”