Stakeholder Communication

Koschmann, Matthew A.; Kopczynski, Jared

doi:10.1002/9781118955567.wbieoc193

Cited by 7 publications

(6 citation statements)

References 32 publications

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“…Stakeholder theory has already complicated resource-dependency views of collaboration (Koschmann & Kopczynski, 2017). Communication scholars can increase understanding of stakeholder relationships by considering how power is attributed to certain resources and produced in stakeholder relationships (Koschmann & Kopczynski, 2017). This case adds to this line of literature by demonstrating that stakeholders can be invited to collaborate to constrain and supervise their activity around a problem domain.…”

Section: Collaborating To Contain Stakeholdersmentioning

confidence: 97%

“…Studies using stakeholder theory have argued that potential collaboration members can draw on decision-making power (e.g., due to legal recognition), access to needed resources, and/or discursive legitimacy (i.e., the socially sanctioned ability to speak "on behalf" of a particular issue or group) . Authors have especially noted the link between control of resources and stakeholder influence, as capitalizing on needed resources is commonly seen as a key motivator for collaborating (Koschmann & Kopczynski, 2017;Lewis et al, 2003;Woo & Leonardi, 2018). In terms of discursive legitimacy, collaborators may attempt to speak on behalf of the collaboration, for example, by invoking the collaboration's shared identity to justify decisions (Hoelscher, 2019).…”

Section: Collaborative Challenges and Opportunities For Hrcsmentioning

confidence: 99%

“…In particular, this study troubles the assumption that stakeholders are motivated to collaborate solely to share resources and expertise to address a shared problem (Gray & Purdy, 2018) by demonstrating how collaboration can also serve to control stakeholders. Stakeholder theory has already complicated resource-dependency views of collaboration (Koschmann & Kopczynski, 2017). Communication scholars can increase understanding of stakeholder relationships by considering how power is attributed to certain resources and produced in stakeholder relationships (Koschmann & Kopczynski, 2017).…”

Section: Collaborating To Contain Stakeholdersmentioning

confidence: 99%

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High Reliability Collaborations: Theorizing Interorganizational Reliability as Constituted through Translation

Rice

2021

Management Communication Quarterly

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High reliability organizations (HROs) need to collaborate to address risks that transcend organizational boundaries. HRO literature has yet to examine the challenge of creating interorganizational reliability, while collaboration literature can further explore how stakeholder priorities become dominant in collaborations. This study joins these bodies of literature to identify the growing domain of High Reliability Collaborations (HRCs). Drawing from 2 years of ethnographic research within a community emergency collaboration, the study theorizes that communicative translations constitute HRCs and serve to make sense of HROs and non-HROs as belonging to a shared collaborative framework. These translations are necessary to create reliability but also establish a negotiated order among collaborative stakeholders. This study finds that containing and controlling stakeholders can be an incentive to collaborate and that collaborative decision-making is influenced by stakeholder claims to urgency.

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Section: Collaborating To Contain Stakeholdersmentioning

confidence: 97%

Section: Collaborative Challenges and Opportunities For Hrcsmentioning

confidence: 99%

Section: Collaborating To Contain Stakeholdersmentioning

confidence: 99%

See 1 more Smart Citation

High Reliability Collaborations: Theorizing Interorganizational Reliability as Constituted through Translation

Rice

2021

Management Communication Quarterly

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“…Endeavouring to empirically study the realisation of authority is a key interest of the CCO perspective (Benoit-Barné and Cooren, 2009;Bourgoin et al, 2019;Holm and Fairhurst, 2018;Koschmann and Burk, 2016;Koschmann et al, 2017;Porter et al, 2018;Taylor and Van Every, 2014;Vásquez et al, 2018). 1 In this regard, the relationship between text and authority is a significant concern.…”

Section: Text and Authoritymentioning

confidence: 99%

Authorising managers in management development?

Knudsen

Larson

Mogensen

2022

Management Learning

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This article explores the relationship between management and leadership development and leadership practice. Critical studies of management and leadership development programmes have mainly focused on such programmes as spaces for identity work and/or identity regulation. This article extends the literature by investigating the notion of organisation, the organisational view, in a large management and leadership development programme and how it works as a source of authority for the participating managers. Our inquiry is based on ethnographic studies of both an in-house management and leadership development programme in a large Danish public organisation and of the managerial practice of six participating managers. Drawing on a communicative constitution of organisations perspective, we analyse how the management and leadership development programme (re)produces a unitarist organisational text, an organisational view that assumes the members of the organisation have the same goals and perspectives. We further analyse how this organisational text shapes the authority relationships that managers engage in in their leadership practice. The article demonstrates how the unitarist organisational text fails in authorising participating managers as it clashes with the plurality of perspectives and interests in the organisation and is not recognised as a source of authority by employees and collaborators.

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“…Stakeholder theory, introduced by Freeman (1984) in his seminal text on strategic management, provides a view of organizations as existing within a system of interconnected relationships with other organizations and constituents. In light of the divergent conceptual foundations and debate regarding whether it is a plausible empirical theory or not (see Koschmann & Kopczynski, 2017 for a summary), we use “stakeholder perspective” to refer to the broad thinking of stakeholders who can affect or are affected by organizational decisions. Stakeholders are generally classified into two major groups: internal stakeholders including managers and employees, and external stakeholders including clients, collaborators, funders, and suppliers (Van Puyvelde et al, 2013).…”

mentioning

confidence: 99%

Nonprofits' external stakeholder engagement and collaboration for innovation: A typology and comparative analysis

Woo

Actis

2022

Nonprofit Mgmnt & Ldrshp

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Nonprofit organizations (NPOs) increasingly consider how to engage external stakeholders, such as clients and partners, in their efforts to adapt to the fast-changing and highly competitive environment through innovation. Although the existing literature offers evidence that stakeholder engagement can help promote organizational innovation, much of the discussion focuses on top-down strategies of stakeholder identification and management.Drawing on in-depth interviews with executive directors from 38 different NPOs, we developed a typology of stakeholder engagement to capture the repertoire of approaches grounded in data including: targeted feedback seeking, intentional exploration, engineered empowerment, and emergent engagement. Findings demonstrate how these four approaches contributed to NPO innovation and were related to NPO leaders' beliefs. This typology's inclusion of the emergent engagement approach suggests that external stakeholders can drive NPO innovation not only by participating in organizationally planned top-down processes but also by offering unsolicited inputs proactively when they recognize the need or opportunity for new services or collaborative partnerships. Other conceptual implications and practical suggestions are discussed.

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Stakeholder Communication

Cited by 7 publications

References 32 publications

High Reliability Collaborations: Theorizing Interorganizational Reliability as Constituted through Translation

High Reliability Collaborations: Theorizing Interorganizational Reliability as Constituted through Translation

Authorising managers in management development?

Nonprofits' external stakeholder engagement and collaboration for innovation: A typology and comparative analysis

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