Stakeholders, reciprocity, and firm performance

Abstract

The assumption that economic actors behave in a boundedly self‐interested manner promises fruitful new insights for strategic management. A growing literature spanning multiple disciplines indicates most actors' selfish utility maximizing behaviors are bounded by norms of fairness. Rather than being purely self‐interested, people behave reciprocally by rewarding others whose actions they deem fair and willingly incurring costs to punish those they deem unfair. Economists show that employers who are perceived as distributionally fair by their employees generate comparatively more value due to the positively reciprocal behavior of those employees. The organizational justice literature distinguishes two additional types of fairness assessed by employees. Drawing from both these bodies of work, we employ stakeholder theory to propose how perceptions of fairness result in reciprocity (1) extending to all stakeholders of the firm and (2) affecting firm performance. Copyright © 2008 John Wiley & Sons, Ltd.

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

“…It implies the development of a give-and-take relationship (Kacela 2008) in which each knows that one's effort to respond to a need to be cared for is one with our concern to be cared for ourselves. Actions that are somehow beneficial to self generate an emotional stimulus that incites individuals to act positively in return (Bosse et al 2009;Swärd 2016). Reciprocity can be measured in terms of a manager's capacity to perform as a compassionate listener and to develop relationships of common sympathy, mindfulness and spirit with 'Others'.…”

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

“…This further suggests the requirement for a definition to encompass a need for an organisation and its stakeholders to rely on one another for continual of both survival. In addition, this standpoint raises the issue of reciprocity among stakeholders, which involves stakeholders actively coming together in knowledge sharing and value creation activities (Harrison et al, 2010;Bosse et al, 2009). …”

Distribuição de valor para o stakeholder funcionário e desempenho organizacional

“…A exemplo das proposições de Harrison et al (2010) e Tantalo e Priem (2016), há um consenso quanto a ideia de que os grupos de stakeholders possuem diferentes funções utilidade, compostas por valores tangíveis e intangíveis. Além disso, os estudos sobre o tema consideram que o valor distribuído pela empresa para satisfazer a função utilidade dos seus stakeholders afeta o desempenho organizacional (Bosse, Phillips & Harrison, 2009, Harrison & Bosse, 2013, Harrison & Wicks, 2013, Tantalo & Priem, 2016, No entanto, algumas questões ainda são pouco exploradas nessa literatura. Em primeiro lugar, uma vez que a função utilidade dos stakeholders inclui valores tangíveis e intangíveis, pouco se sabe sobre como esses dois tipos de resultado estão associados com o desempenho organizacional, ou seja, os dois tipos de valor afetam igualmente o desempenho organizacional?…”

“…(Bosse et al, 2009, Harrison & Bosse, 2013, Tantalo & Priem, 2016 Nota: Cada célula apresenta o rótulo (em negrito), definição (em itálico), e exemplos pesquisas de recursos de capital humanos (em parênteses). O elemento "nível" de cada definição é identificada pelos termos unidade ou individual.…”

“…Segundo Bosse et al (2009) a justiça organizacional pode ser dividida em justiça distributiva, relacionada a quantidade real de recursos materiais alocados para os stakeholders; a justiça processual que diz respeito à equidade das regras e procedimentos desse regime de distribuição; e a justiça interacional que refere-se à maneira pela qual os atores tratam uns aos outros (Bosse et al, 2009).…”