Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification

Crane, Andrew; Ruebottom, Trish

doi:10.2139/ssrn.1662437

Cited by 60 publications

(119 citation statements)

References 46 publications

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“…Furthermore, a role-based stakeholder classification enables the ad hoc inclusion of other non-standard stakeholders such as other groups of "the society", end-users themselves (not all of them are represented by CSOs or may not always be well represented by "their" CSOs), and other organisations (e.g., churches in stem cell research). Moreover, stakeholders can be determined in terms of their social identities [68], which are the markers that groups use to define and distinguish themselves from others [69], as well as the different interests, ideologies, values, and expectations these identities bring forward in relation to the company [68]. In the next section, we discuss the first category of incentives: external stakeholder incentives.…”

Section: Rri Stakeholdersmentioning

confidence: 99%

Implementation of Responsible Research and Innovation (RRI) Practices in Industry: Providing the Right Incentives

2017

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Responsible Research and Innovation (RRI) is a term used by policy-makers and academics to refer to research and innovation that is ethically acceptable and socially desirable. Despite the fact that the vast majority of research and innovation (R&I) is funded and produced by industry, companies tend to have no awareness or recognition of this concept. This is unfortunate, as the RRI paradigm could be mutually beneficial for both business and society: it could help businesses realise competitive opportunities while also leading to positive economic, societal and environmental impacts. This paper investigates how industry can be incentivised to engage in research and innovation following the approach of RRI. We propose a matrix of incentives for stimulating the adoption of RRI. We categorise incentives according to three dichotomies: external and internal, instrumental and non-instrumental, direct and indirect. The incentives are formalised in a causal loop diagram, which can be used to demonstrate the sound character of investing in RRI from a business perspective. We discuss examples of incentives, including corporate reputation and critical consumerism, certification, employee engagement, and governance. Lastly, to ensure effective implementation of RRI, we outline factors for the realisation of successful incentives for RRI in industry.

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Section: Rri Stakeholdersmentioning

confidence: 99%

Implementation of Responsible Research and Innovation (RRI) Practices in Industry: Providing the Right Incentives

2017

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“…One of them features social identities [26]. Donaldson and Preston categorise these approaches on the basis of descriptive accuracy, instrumental power, and normative validity [27].…”

Section: Identification Of Stakeholdersmentioning

confidence: 99%

Identification of Stakeholders of Public Interest Organisations

Hawrysz

Maj

2017

Sustainability

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Organisations are responsible for the impact of their decisions and actions on society and environment. This responsibility should be exercised by, among others, transparent and ethical conduct, which contributes to sustainable development, including the welfare and health of society, consideration of the stakeholders' expectations, maintaining compliance with the current law, and coherence with international standards of conduct, and should be integrated with the organisation's actions and exercised in its relations. An organisation's social responsibility, aside from the fact that it is an obligation towards society, can bring the organisation measurable benefits in the long-term, such as an increase in the interest of investors, for whom a company's financial credibility is often dependent on its social credibility, improved consumer and stakeholder loyalty, as well as increased competitiveness. The purpose of this article, the consideration of which is embedded in stakeholder theory, is to answer the question of whether Polish stock exchange companies identify their stakeholders, and to identify the possible effects of such identification on the organisations. From among 102 organisations that took part in CATI (computer-assisted telephone interview) studies, 28% identify their stakeholders. It is interesting that organisations that identify their stakeholders generated positive financial results more often than organisations that do not identify them. Organisations that identify their stakeholders are more transparent, i.e., disclose their non-financial information. On the other hand, organisations that do not identify their stakeholders do not practically disclose any non-financial information. In the light of the analysis of the subject literature and the obtained results of our research, we deem it necessary to analyse the stakeholders and assess their expectations in order to select the optimal level of co-operation with the stakeholders-in terms of the entity's vision-and consider their needs in the company value generation strategy. This action offers managers more resources to achieve success.

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“…Additionally, theories have tended to place the organisation at the centre in what is commonly known as the hub-and-spokes model, suggesting a priority of the organisation over stakeholders. This ignores the fact that interactions between organisations and the communities in which they operate are increasingly network and relationship oriented, distributing power and influence if not on a more equal footing then at least along other parameters than suggested in these theories (Bryson, 2004;Crane and Ruebottom, 2011). This critique has led recent theories (Crane and Ruebottom, 2011;Wolfe and Putler, 2002) to propose more nuanced understandings of the ways in which stakeholder identities are formed and, following this, of what motivates social actors to take collective action and press claims against organisations.…”

Section: Stakeholder Theorymentioning

confidence: 99%

“…This ignores the fact that interactions between organisations and the communities in which they operate are increasingly network and relationship oriented, distributing power and influence if not on a more equal footing then at least along other parameters than suggested in these theories (Bryson, 2004;Crane and Ruebottom, 2011). This critique has led recent theories (Crane and Ruebottom, 2011;Wolfe and Putler, 2002) to propose more nuanced understandings of the ways in which stakeholder identities are formed and, following this, of what motivates social actors to take collective action and press claims against organisations. Thus, it is argued that while stakeholders' shared identities may be defined on the basis of their economic ties to the organisation, other aspects also play a crucial role in defining these identities.…”

Section: Stakeholder Theorymentioning

confidence: 99%

“Why am I to blame when the law is on my side?” A study of crises, public opinion and frames

Holmgreen

2015

On the Horizon

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2015),"The Montalbano effect: re-branding Sicily as a tourist destination?", On the Horizon, Vol. 23 Iss 4 pp. 342-351 http:// dx.Access to this document was granted through an Emerald subscription provided by emerald-srm:305060 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to discuss why social media frames may exert substantial influence on the image of organisations and even trigger organisational crises. Design/methodology/approach -The study applies the theoretical approaches of crisis, framing and stakeholder theory to examine social media constructions of organisational behaviour. A recent case from the Danish restaurant industry exemplifies the structuring of social media frames and their impact on organisational image. Findings -The results of the study confirm the findings of previous studies but with the crucial addition that the power of social media frames is closely connected to their drawing on basic cultural and social beliefs that unite stakeholders across potentially different interests and identities.Research limitations/implications -The study is qualitative and applies a small dataset. To confirm the findings, further studies need to be conducted. Social implications -This paper sheds light on an issue which continues to be highly relevant for organisations. By gaining insight into the conceptual nature of frames and stakeholder motivations, which guide social-media entries, they may be better equipped for meeting the demands of the public and thus for preventing crises. Originality/value -This is a field of research that continues to develop concurrently with the development and spread of social media. By analysing in detail how frames are constructed, the study contributes to research in the field.

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Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification

Cited by 60 publications

References 46 publications

Implementation of Responsible Research and Innovation (RRI) Practices in Industry: Providing the Right Incentives

Implementation of Responsible Research and Innovation (RRI) Practices in Industry: Providing the Right Incentives

Identification of Stakeholders of Public Interest Organisations

“Why am I to blame when the law is on my side?” A study of crises, public opinion and frames

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