The Rise and Stall of Stakeholder Influence: How the Digital Age Limits Social Control

Barnett, Michael L.; Henriques, Irene; Husted, Bryan W.

doi:10.5465/amp.2017.0080

Cited by 37 publications

(42 citation statements)

References 94 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As proposed by Hart and Dowell (), organizations adopt these strategies to pursue competitive advantage in the context of climate change. In order to appropriately develop and implement these strategies, understanding the role and behavior of stakeholders as sources of barriers and drivers becomes crucial for success, as stated in recent stakeholder theory research (Barnett, Henriques, & Husted, ; Bosse & Coughlan, ).…”

Section: Discussionmentioning

confidence: 99%

The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation

et al. 2020

View full text Add to dashboard Cite

This article investigates how organizations deal with drivers and barriers to the adoption of low‐carbon operational (LCO) practices and, accordingly, we propose a framework for relationships with stakeholders to guide organizations in orchestrating stakeholders, resources and capabilities to meet the challenges and opportunities arising from climate change. Data was collected through interviews with experts working within companies participating in the Carbon Disclosure Program and the Brazilian GHG Protocol Program. Our findings show that the level of willingness of stakeholders influences how companies select mechanisms to deal with drivers and barriers to LCO practices. Our results, qualified by stakeholder relationships theory and the natural resource‐based view, introduce an analytical approach called ‘mechanisms of responses’ to understand how organizations deal with drivers and barriers in the context of climate change in order to guide companies to adopt LCO practices, strengthen co‐operation with stakeholders and develop the required organizational capabilities.

show abstract

Section: Discussionmentioning

confidence: 99%

The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation

et al. 2020

View full text Add to dashboard Cite

show abstract

“…Computer scientists, engineers, health workers, academics, lawyers and similar professionals are highly mobile within international labour markets (Harrington & Seabrooke, 2020). They organize loosely in informal networks that stretch around the world, using the information technologies created by the same tech giants that they are often seeking to influence (Almeida & Chase-Dunn, 2018; Barnett et al, 2020). They appeal not to the self-interest of traditional trade unionism, but rather to universalistic values such as environmentalism, feminism and third world rights (Antonini, Beck, & Larrinaga, 2020; Knight & Greenberg, 2002).…”

Section: The Challenge Of Corporate Controlmentioning

confidence: 99%

“…After all, the risk of normative shame is not equally felt. Corporations vary in their sensitivity according to their resource endowments and their exposure to outraged consumers (Barnett et al, 2020; Durand, Hawn, & Ioannou, 2019). Moreover, shame may leave a stigma, but it need not delegitimate a corporation altogether (Helms, Patterson, & Hudson, 2019): despite episodes of popular disgrace, Boeing, Google and Facebook have retained their moral licence to operate.…”

Section: Managed and Unmanaged Practices For Corporate Opennessmentioning

confidence: 99%

“…The campaigns within Google and Facebook involved many digital technologies – email, blogging, Twitter and the like. The new digital information and communication technologies help make possible exactly the fluid, transnational organizing characteristic of these kinds of social movements (Barnett et al, 2020; Dobusch & Schoeneborn, 2015). On the other hand, and as earlier, the new digital technologies also increase corporate powers of surveillance (Zuboff, 2019); they can be used to inhibit subpolitical organizing and trace individual whistleblowers.…”

Section: Researching Control Through Opennessmentioning

confidence: 99%

“…Second, these professionals are skilled networkers, connecting across organizations and nations (Henriksen & Seabrooke, 2016). Advances in information technology have latterly given their networks still greater global connectivity (Almeida & Chase-Dunn, 2018; Barnett, Henriques, & Husted, 2020). The organizing capacity of networked professionals amplifies the voice of protest and provides the scaffolding for subpolitical mobilization worldwide.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Grand Challenge of Corporate Control: Opening strategy to the normative pressures of networked professionals

Whittington

Yakis‐Douglas

2020

Organization Theory

View full text Add to dashboard Cite

We propose that the pre-eminent ‘grand challenge’ for organization theorists today is the societal control of powerful corporations. This grand challenge is the more urgent because of the contemporary inadequacies of markets, hierarchies and regulations as instruments of control. We argue for the potential role of ‘open strategy’ in mobilizing normative controls over big business. We develop a distinction between the managed and unmanaged practices of open strategy. Both can help expose corporations to normative pressures, but we highlight the unmanaged open practices of collective subpolitics and individualist whistleblowing. Especially when mobilized by globally networked professionals, these unmanaged practices can subject corporations to normative pressures where markets, hierarchies and regulations fail. We propose two broad research themes relevant to the effectiveness of managed and unmanaged practices of strategic openness: on the one hand, there are material issues to do with labour markets, organizing and technologies; on the other hand, there are discursive questions of authenticity, capability and identity.

show abstract

Stakeholder theory and actor‐network theory: The stakeholder engagement in energy transitions

2022

View full text Add to dashboard Cite

The idea of sustainable development highlights the need to address economic, social, and environmental aspects to preserve the rights and needs of future generations. This paper proposes an association between stakeholder theory (ST) and Actor‐Network Theory (ANT) that can better explain the dynamics of actors in the energy sector, in the context of sociotechnical transitions to sustainability. By selectively examining the way in which different researchers perceive this subject, we intend to address how the engagement of the stakeholders can promote sociotechnical transitions in the energy sector trough the connection between ST and ANT. We aim to characterize the dynamics of stakeholder's engagement in sociotechnical transitions in the context of sustainability in the energy sector, trough the connection of the two theories. A narrative literature review was performed on scientific databases. The results showed that sociotechnical transitions in the energy sector require the involvement of multiple actors with different interests and that ST associated with ANT provides a good basis for research on this theme. The association of both theories highlights the importance of ST to enhance cooperation in the areas of clean energy research and technology, providing a theoretical tool for understanding the dynamics of transitions and its different pathways. For future studies, it is recommended to deepen the relationship between human and non‐human actors and their role as stakeholders.

show abstract

The Rise and Stall of Stakeholder Influence: How the Digital Age Limits Social Control

Cited by 37 publications

References 94 publications

The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation

The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation

The Grand Challenge of Corporate Control: Opening strategy to the normative pressures of networked professionals

Stakeholder theory and actor‐network theory: The stakeholder engagement in energy transitions

Contact Info

Product

Resources

About