“…However the established course of actions of stakeholder engagement, and the recognised dimensions of stakeholder relationships and interactions for its management are rather limited (Lagrosen, 2005). As a result, this study aims to analyse the impact of various RM perspective centred SCSs on stakeholder perceptive influence, in respect to the authenticity, which symbolises reputation (Greyser, 2009;Dickinson-Delaporte et al, 2010;Molleda and Jain, 2013;Bieri, 2014;Ilicic and Webstar, 2014;Men, 2014;Guo et al, 2015), and relevance and differentiation, which symbolise brand positioning (González-Benito and Martos-Partal, 2012;Elving et al, 2013;Zarantonello et al, 2013;Ezeuduji et al, 2013;Jewell and Saenger, 2014;Keller, 2015) of a company and/or their market offering, in order to nurture relational corporate reputation, pertinent to that stakeholder perceptive influence, so that the relational reputations' antecedents can be recognised from the emergent dimensions of the cause and consequence of stakeholders' relationships and interactions.…”