O papel dos stakeholders na sustentabilidade da empresa: contribuições para construção de um modelo de análise

Abstract

Este artigo tem como objetivo analisar a Empresa Alfa e seus stakeholders e buscar formas de inferir que uma melhor gestão de stakeholders pode repercutir positivamente no processo de sustentabilidade da empresa. Para isso duas metodologias internacionais previamente testadas serão aplicadas no contexto brasileiro: o diagrama de Venn de Mitchell, Agle e Wood (1997) que contém sete tipos de stakeholders segundo as combinações dos atributos poder, legitimidade e urgência; e a matriz de Savage, Nix, Whitehead e Blair (1991), que analisa a propensão dos stakeholders em colaborar ou ameaçar as estratégias da empresa. Os principais resultados dizem respeito ao desalinho nos discursos dos diversos stakeholders com relação às práticas da empresa e às sugestões de políticas gerenciais para contornar esta situação. Entretanto o estudo se limita a traçar estratégias, sendo necessário, portanto, estudos posteriores com acompanhamentos in loco para analisar a evolução da empresa com a aplicação do estudo. As ferramentas apresentadas podem ser testadas em empresas de diferentes setores que têm preocupações com relacionamento de stakeholders e com os impactos de seus negócios na sociedade.

Creating Sustainable Value (CSV) and innovation process under Stakeholder Theory

“…In another moment, Freeman (1984) defines stakeholders as "those groups that are vital to the survival and success of organizations". Another definition by Lyra et al (2009) is the stakeholder in an organization is, by definition, any group or individual who can affect or affected by the realization of the goals of this organization. Stakeholder includes those individuals, groups and other organizations have an interest in the actions of…”

Stakeholder Management Capability and Performance in Brazilian Cooperatives

“…During the twentieth Century, stakeholder theory was the focus of many studies (Agle et al, 1999;Donaldson & Preston, 1995;Greenley & Foxall, 1997;Mitchell et al, 1997;Savage et al, 1991;Rossetto, 1998;Rossetto, Cunha, & Orssatto, 1997), as well as in the twenty-first Century (Agle et al, 2008;Boaventura et al, 2009;Brower & Mahajan, 2013;Duesing, 2009;Gomes & Gomes, 2007;Freeman, Harrison, Wicks, Parmar, and Colle, 2010;Lyra et al, 2009;Pavão, Dalfovo, Escobar, & Rossetto, 2012;Phillips, Freeman, & Wicks, 2003;Velamuri & Venkataraman, 2005;Verbeck & Tung, 2013, among others). These studies always use Freeman (1984) as an analytical foundation.. Savage et al (1991) explain that often in the management of stakeholders, their interests are ignored, and therefore their potential for cooperation may be overlooked or not considered.…”

“…Among the considerations found in the study by Lyra et al (2009), two of them deserve to be mentioned: one that relates to communication and the other concerning strategy, namely: "The absence of transparent management can generate relationship conflicts between the Alpha Company and its stakeholders". They complement this issue when they state that: "By aligning their strategy to the transparency of actions, stakeholders will level their concepts about the company and, in consequence, the dialogue will be facilitated [...]".…”

Exploring the Stakeholders Salience for the adoption the Principles and Tools of Cleaner Production in Brazil Companies

“…This model is one of the most widely used on the theory of stakeholders (Friedman & Miles, 2006), and appears in various studies related to environmental practices, such as: The Incorporation of Corporate Environmental Performance (Agle, Mitchell, & Sonnenfeld, 1999;Álvarez-Gil, Berrone, Husillos, & Lado, 2007;Dong, Burritt, & Qian, 2014;Gago & Antolín, 2004;); The Implementation of EcoManagement Audit System (EMS) (Le, Vu, Hens, & Heur, 2014); Responses to Environmental Accidents (Magness, 2008); Facilitation of Strategic Planning for Sustainable Tourism (Currie, Seaton, & Wesley, 2009. ); Corporate Sustainability (Lyra, Gomes, & Jacovine, 2009); The Engagement of Stakeholders in Improving the Environmental Performance of Governance (Gifford, 2010); and The Implementation of Ethical Environmental Management (Samaras, 2010). Additionally, this study was motivated by the federal government implementation of the first phase of the Plan of Production and Sustainable Consumption (PPSC), which promotes the awareness of the principles and tools of CP applicable to the production system of business organizations.…”