Ontological Stakeholder View: An Innovative Proposition

Abstract

This paper describes a theoretical way of understanding business enterprise, for what it is used the stakeholder theory as a theory of the firm. Thus, the purpose of this article is to show an innovative perspective called ontological perspective of stakeholders that relies on a phenomenological model where the subjective perspective of agents is the key, from a purely monetarist model to an economic, social and emotional value creation model, and thirdly from a deductive model of stakeholder interests to an inductive model. The main contributions are: add a new perspective to the different classifications made of stakeholder theory, avoid monetarist reductionism under the concept of value in a way that the manager takes into account all interconnected interests of stakeholders, and finally prioritize interests map instead of roles map without accepting the assumption that the role involves joint and no conflicting interests.

Negative equity companies in Europe: theory and evidence

“…Actually the contractual relationship becomes a residual risk relationship because the execution of the contract is not guaranteed but depends on the future of the company. Under these conditions stakeholder theory from the ontological perspective (Retolaza et al 2014) may clearly be a better interpretative framework.…”

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

“…In line with this, strategic CSR window of opportunity reflects the balance of economic value and social value (Werther & Chandler, 2011), which is instrumental for the project managers to focus upon by balancing the requirements of both the economic stakeholders and social stakeholders in an effective way (Retolaza et al, 2014;Scheer et al, 2014;Yang et al, 2014). This avoids the CSR deficit (Werther & Chandler, 2011) which is caused in more conflicting and imbalanced situations among the economic and social stakeholders with an array of non-aligned influences and demands (Golob & Podnar, 2014;Hörisch et al, 2014) creating a conflicting obstacle for sustainable project management (Silvius et al, 2012).…”

“…In this context, a stakeholder is someone affected by a project and having a right to influence its outcome by any means (Cobb, 2012). Bourne & Walker (2005) have argued that successful completion of project deliverables is critically dependent on the need to achieve the project objectives that fully address stakeholder expectations all through the project lifecycle, whereas stakeholders are also considered asset to the project resource-base (Retolaza et al, 2014;Scheer et al, 2014;Yang et al, 2014). However, conflicting range of needs and wishes among the project stakeholders is proved to be a fundamental challenge for the project managers (Adderley & Mellor, 2014;Alladi & Vadari, 2011).…”

“…The multi-stakeholder perspective is often deemed as the sustainable perspective for the project management (Silvius et al, 2012), nevertheless the underpinning conflicts among the project stakeholders inevitably exist with due scale and scope-tackling which determines the project success end of the day (Retolaza et al, 2014;Scheer et al, 2014). ISSN 2326-0297 2017 As per Figure 1, the stakeholder orientation of project management is positioned in order to view the possible conflicting scenarios from the project management set-ups and in the eyes of a project manager (Bourne & Walker, 2005).…”

“…ISSN 2326-0297 2017 As per Figure 1, the stakeholder orientation of project management is positioned in order to view the possible conflicting scenarios from the project management set-ups and in the eyes of a project manager (Bourne & Walker, 2005). Herein, a conflict is a construction and composition of the project interface (Grossman, 2001) visualized by the project manager in one context and captured otherwise by the project team internally and externally in another context depending on the internality and externality background and several varied constructions of stakeholders of several typed and tycoons (Adderley & Mellor, 2014;Retolaza et al, 2014;Scheer et al, 2014;Yang et al, 2014;Alladi & Vadari, 2011). "Management for stakeholders" perspective as elucidated by Eskerod and Huemann (2013) delineates the focus on the stakeholders scoping out the underlying conflicts among them in order to device the project management strategies to cope up with them and thus accommodating a balanced approach eventually (Golob & Podnar, 2014;Hörisch et al, 2014;Moriarty, 2014).…”