Stakeholder Influence Strategies

Frooman, Jeff

doi:10.5465/amr.1999.1893928

Cited by 1,517 publications

(916 citation statements)

References 44 publications

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“…Hence, stakeholder identification underpins successful stakeholder management (Chapleo and Simms, 2010). Frooman (1999) proposed that stakeholder identification should answer the question of "who are they?". Yang (2014: 839) defines stakeholder identification as the "development of a list of stakeholders", while Wolfe and Putler (2002) view stakeholder identification as the process of identifying relevant stakeholders.…”

Section: Potential Key Stakeholders In the Nogimentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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The Nigerian oil and gas industry (NOGI) has over time been dominated by the Nigerian government and oil producing companies (OPCs). The influences of the community stakeholder on OPCs in the last three decades have been expressed in diverse ways by different community sub-groups through their concerns and interests, some of which have severely impacted on the NOGI. Community within this context is categorised as a primary stakeholder, while the sub-groups are secondary stakeholders that emerge from within the community. Hence, the success of the NOGI largely depends on the Nigerian government and the oil producing companies, and other players such as Non-Governmental Organisations recognising the community as a key player and having appropriate knowledge of the different sub-groups of secondary stakeholders within the community in order to understand their intentions, behaviour, interests, influences and interrelations. Such knowledge is relevant to the NOGI's formulation of future oil and gas strategy.This study commences with an overview of the primary stakeholders (i.e. the Nigerian government, OPC and the community), their respective activities, participation and the link between these stakeholders with a specific focus on the NOGI context. Subsequently, various sub-groups of secondary stakeholders within the community and their respective interest(s) are identified in detail.

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Section: Potential Key Stakeholders In the Nogimentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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“…The power of stakeholders is not evenly distributed; the firm's response to each group depends on the level of the firm's dependency and the stakeholder legitimacy (Eesley & Lenox, 2006;Frooman, 1999). Firms depend on customers, and studies have demonstrated the influence of the customersupplier relationship in the implementation of environmental management practices (Darnall et al, 2010;Sharma & Henriques, 2005).…”

Section: Stakeholders' Demandmentioning

confidence: 99%

Drivers of environmental management in the Brazilian context

Berardi

Brito²

2015

BAR, Braz. Adm. Rev.

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The demand for improved environmental practices inside firms has increased around the world. However, in the process of implementation of environmental management, policy may be decoupled from practice, generating doubts about its effectiveness. This study investigates an overlooked middle step in the environmental management process, analyzing the strength of the main environmental drivers in improving environmental practices inside firms. We developed a set of hypotheses about the influence regulation, voluntary norms and stakeholder pressure have upon environmental management practices, considering the institutional context and different enforcement of these drivers. We use a cross-sectional survey of 150 Brazilian firms to gather information about environmental management and test our hypotheses in a Structural Equation Model. The findings confirm the importance of command and control instruments as well as stakeholder pressure in promoting better environmental practices inside firms. Yet, the results demonstrate that voluntary norms did not influence management practices even though they were perceived as a market opportunity.

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“…The absence of noteworthy stakeholder-led initiatives aimed at influencing the company's decision-making and behavior, e.g. protests, lobbying, product M A N U S C R I P T boycotts (Frooman, 1999;Hendry, 2005), may also be seen as an indication that stakeholders' trust in the company was not at stake before the spill.…”

Section: Notion Of Institution-based Trust)mentioning

confidence: 99%

A model of trust-repair discourse

Fuoli

Paradis

2014

Journal of Pragmatics

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This article proposes a novel theoretical framework for examining trust-repair discourse. The model identifies two fundamental discourse strategies available to the trust-breaker when trust is at stake (i) to engage with and act upon the discourses that represent a potential source of distrust -neutralize the negative, (ii) to communicate a trustworthy discourse identity -emphasize the positive. These strategies are realized in discourse through the use of dialogic engagement and evaluative/a↵ective language, respectively. The ultimate communicative goal of the strategies is that of promoting the addressees' positive (re-)assessment of the speaker's ability, integrity and benevolence. The model is applied to the analysis of the CEO letter published by BP one year after the Deepwater Horizon oil spill. The analysis has the twofold purpose of demonstrating the viability of the model and determining the discourse strategies deployed by the CEO to repair trust in the company after the accident.

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Stakeholder Influence Strategies

Cited by 1,517 publications

References 44 publications

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Drivers of environmental management in the Brazilian context

A model of trust-repair discourse

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