Stakeholder management capability: Exploring the strategic management of dissenting stakeholder groups

Abstract

<jats:p>Since its inception, Stakeholder Theory has served as an important corporate governance theory, providing an holistic framework for situation analyses and strategic decision-making. Since its conceptualisation, there has been a call to go beyond normative models of stakeholder management to explore the implications of ‘stakeholder conflict management’ and the development of ‘stakeholder management capabilities’. This paper undertakes an analysis of the regional Tasmanian state government’s approach to the management of dissenting stakeholder groups towards a controversial retail development. The paper provides a discussion of the manner in which their governance structure included the use of delay tactics, the abdication of responsibility, and the building of bureaucratic layers that effectively diluted the will of stakeholder groups to continue their dissenting activities</jats:p>

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.…”

“…Wickham and Wong (2009) describe in an exploratory and empirical study that SMC consists of the ability to eliminate or reduce the power of dissident stakeholders groups, in order to influence their direct representative in every political process. It can be inferred that this version also corroborates with Frooman (1999), created a typology to measure relationships between stakeholders and the company, based on their levels of dependence and influence.. Roberto and Serrano (2007) studied performance measures, relating them to the satisfaction of multiple stakeholders.…”

Neglected stakeholder groups: conceptualising a dynamic model for neglected stakeholder analysis and engagement

“…Urgency, when combined with at least one of the other attributes, will increase the salience in a stakeholder-manager relationship. Wickham and Wong (2009) argue that there are three levels of stakeholder management: the rational level, the process level, and the transaction level. At the rational level of analysis, managers need to go beyond mapping of their stakeholders and ensure they understand the ideologies and the personalities at the core of the group.…”

“…At the rational level of analysis, managers need to go beyond mapping of their stakeholders and ensure they understand the ideologies and the personalities at the core of the group. At the process level, Wickham and Wong (2009) argue that managers may choose to move away from inclusive management techniques and consider disengaging or ignoring dysfunctional stakeholder groups. At the transaction level, they take this one step further and argue that managers may have exchanges with stakeholders that favour the organisation.…”