“…In particular, issues that are novel, evoke a high level of stakeholder contestation, involve a wide range of conflicting values among stakeholders, or relate to unaccounted organizational externalities are prone to the deliberative approach to stakeholder engagement of firms with adversely affected stakeholders (Marti & Scherer, 2016;Patzer et al, 2018). However, the deliberative approach to stakeholder engagement has been criticized for falling short on providing effective means to address power imbalances between stakeholders (Fooks, Gilmore, Collin, Holden, & Lee, 2013;Kourula & Delalieux, 2016). Moog, Spicer, and Böhm (2015), for example, show in their detailed case study of the Forrest Stewardship Council (FSC) how an initiative that is widely lauded for its deliberative credentials (Mena & Palazzo, 2012;Scherer & Palazzo, 2007 ultimately failed to achieve its original aspiration to fundamentally transform global forest management and settled instead for a largely ineffective incremental approach.…”