2009
DOI: 10.4000/belgeo.7848
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A stakeholder model in economic geography: perception and management of environmental stakeholders in German manufacturing companies

Abstract: Belgeo est mis à disposition selon les termes de la licence Creative Commons Attribution 4.0 International.

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Cited by 3 publications
(4 citation statements)
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References 17 publications
(18 reference statements)
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“…The study expands the application of the salient stakeholder model (Mitchell et al, 1997) within the festival tourism sector and compliments the Braun and Starmanns' (2009) study that applied the salient stakeholder theory in the manufacturing sector, thereby showing the relevance of the model in the tourism service sector. This information has provided insights into salient stakeholders' expectations with regard to the environmental performance of a paragliding event.…”
Section: Theoretical Implicationssupporting
confidence: 65%
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“…The study expands the application of the salient stakeholder model (Mitchell et al, 1997) within the festival tourism sector and compliments the Braun and Starmanns' (2009) study that applied the salient stakeholder theory in the manufacturing sector, thereby showing the relevance of the model in the tourism service sector. This information has provided insights into salient stakeholders' expectations with regard to the environmental performance of a paragliding event.…”
Section: Theoretical Implicationssupporting
confidence: 65%
“…In recent years, insights from the stakeholder theory (Freeman, 1984) have been applied to analyse and evaluate events and festivals (Adongo and Kim, 2018; Braun and Starmanns, 2009; Nyanjom et al , 2018). In this study, the stakeholder salience model (Mitchell et al , 1997) derived from the stakeholder theory (Freeman, 1984) was applied to explore participants' environmental attitudes and performance rating, in context.…”
Section: Theoretical Underpinningmentioning
confidence: 99%
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“…Rupp stated that "The management of a firm takes decisions or actions that have a positive or negative effect on the environment; however, these decisions or actions are motivated, driven, supported, and constructed by many competing stakeholder claims [41]. Firms' environmentally destructive operations often mobilize stakeholders to protest against these firms; usually, companies somehow react to these stakeholder protests [42].…”
Section: Stakeholder Assessmentmentioning
confidence: 99%