Stakeholder Management Capability: A Discourse–Theoretical Approach

Stakeholder Management Capability and Performance in Brazilian Cooperatives

“…The author argues that an organization that understands and implements these relationships and balances the interests of stakeholders to achieve the purpose of the organization, has a high SMC. This notion was adopted by some authors, including Fryxell and Wang (1994); Elias, Cavana and Jackson (2002);Zakhem (2008); Wickham and Wong (2009).…”

“…It is also noteworthy to mention that Chakravarthy (1986) addressed the satisfaction of multiple stakeholders and emphasized that performance measures tend to focus only on the shareholder, while a truly great firm should balance the claims of other stakeholders, ensuring their continued cooperation. It should also be noted that the authors (Elias et al, 2002;Freeman, Harrison, & Wicks, 2007;Wickham & Wong, 2009;Zakhem, 2008) treated SMC only from the standpoint of the three links: rational, process and transactional. The management techniques developed by Freeman (1984) are summarized in Table 1.…”

“…The authors reveal empirically that, based on these three levels, SMC was determined for a R&D project and add that this methodology offers a systematic approach to analyze who the stakeholders are, what their interests are and how they can change over time. Zakhem (2008) states that the creation of SMC, originally by Freeman (1984) represents one of the most influential frames to understand stakeholder relationships. First, the author postulates that stakeholder mapping should be considered as a dynamic and discursive process and that it can lead to mutual understanding.…”

Organizational Ethics Programs and the Need for Stakeholder Discourse

“…Studies on how exactly to implement a discourse ethical approach within specific business processes are available. This research includes areas of discourse ethics and corporate social responsibility (Scherer & Palazzo, 2007;Palazzo & Scherer, 2006;Reed, 1999b), operations management (Mingers, 2011), stakeholder prioritization (Van der Linden, 2012Zakhem, 2008;Reed 1999a), information technology and information systems (De Bakker, Boonstra, & Wortmann, 2012), financial and social auditing and reporting (Reynolds & Yuthus, 2008;Gilbert & Rasche, 2007;Rasche & Esser, 2006;Yuthas. Rogers, & Dillard, 2002), marketing and brand management (Kernstock & Brexendorf, 2009), advanced resource planning (Dillard & Yuthus, 2006), and project management (Foster & Jonker, 2005).…”

“…Published by SCHOLINK CO., LTD assessment efforts (e.g., performance reviews, ethics and compliance audits, established metrics) could then identify things gone right and things gone wrong and assess management capability relative to discursive success (Zakhem, 2008). The outputs of these assessments could serve as inputs for continual improvement processes and for subsequent discourses.…”