Toward a Theory of Marginalized Stakeholder-Centric Entrepreneurship

Chowdhury, Rashedur; Sarasvathy, Saras D.; Freeman, R. Edward

doi:10.1017/beq.2022.29

Cited by 11 publications

(18 citation statements)

References 166 publications

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“…Marginalised stakeholder theory (Chowdhury et al. , 2023) is another lens that could help OSCM scholars make meaningful contributions using evidence from misinterpreted, neglected and ignored communities at all supply chain levels.…”

Section: Research Pathways: Just Transition In Complex Supply Chainsmentioning

confidence: 99%

“…Marginalised stakeholder theory (Chowdhury et al, 2023) is another lens that could help OSCM scholars make meaningful contributions using evidence from misinterpreted, neglected and ignored communities at all supply chain levels. Paradox theory can also help OSCM explore the tensions and problems between short-term climate interventions and long-term societal implications and prevent unforeseen consequences.…”

Section: Pathway 2explore Alternatives To Traditional Oscm Theoriesmentioning

confidence: 99%

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Impact pathways: just transition in fashion operations and supply chain management

Karaosman

Marshall

2023

IJOPM

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PurposeThis impact pathways paper proposes that operations and supply chain management (OSCM) can help to ensure that the transition from a high-carbon to low-carbon fashion industry takes place in a just, inclusive and fair way. By immersion in fashion brands, suppliers and workers' realities across multiple supply chains, the authors identify challenges and issues related to just transitions, whilst proposing research pathways to inspire future OSCM research and collaboration using innovative and creative methods to answer complex questions related to just transition.Design/methodology/approachThe research the authors introduce used a multi-level field research approach to investigate multiple fashion supply chains in transition.FindingsThe authors uncovered that in the pursuit of lowering carbon emissions, fast-fashion giants work with industrial associations to create top-down governance tools, leading to severe problems in supply chain data and paradoxical demands. These demands are cascaded onto the workers in these supply chains. The goals and tools dictated by the fashion giants exclude workers, whilst the physiological and psychological effects on the workers are routinely ignored. These issues impede a just transition to a low-carbon fashion industry.Originality/valueThe authors introduce concepts largely missing from OSCM literature and ensure representation of the most marginalised group, supply chain workers, in a novel setting in a call for research in this emerging area.

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Section: Research Pathways: Just Transition In Complex Supply Chainsmentioning

confidence: 99%

Section: Pathway 2explore Alternatives To Traditional Oscm Theoriesmentioning

confidence: 99%

Impact pathways: just transition in fashion operations and supply chain management

Karaosman

Marshall

2023

IJOPM

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“…Conversely, actors that have no power, legitimacy, or urgency are perceived as "non-stakeholders" who are not engaged. Innovators might however be interested in re-assessing potential contributions from marginalized stakeholders over time, especially as a result of environmental and social shifts (e.g., Chowdhury, Sarasvathy, & Edward Freeman, 2023).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Recognize your audience: Stakeholders' coaptation work to improve political representation in innovation programs

Radaelli,

Currie

2023

J of Product Innov Manag

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Managers often exclude some stakeholders from innovation programs, believing they would be “dangerous” for the purpose and pace of new product/service development. The exclusion of “dangerous” stakeholders, however, has negative implications on innovation, as it prevents access to key knowledge and connections. Our study investigates how “dangerous” stakeholders can overturn their exclusion, and gain key decision‐making responsibilities. Theoretically, we import the “general theory of political representation” from Rehfeld (2006) to derive insight into agency of five actors: selection agents, strategic constellation and representatives (on the side of innovators), represented and “audience” (on the side of stakeholders). Empirically, we undertake a 4‐year longitudinal case study of a digital innovation program in an English public hospital. Our study highlighted that only an elite “audience” of clinical leads enacted a strategy of “coaptation work” to overturn their exclusion from the innovation program, and ascend to a role of selection agents. Through “coaptation work,” the clinical leads used their privileged access to clinical resources to first create fractures within the community of innovators, and then embed clinical stakeholders in key decision‐making roles to heal them. Our results challenge established “hub‐and‐spoke” interpretations of innovation programs, and emphasize the importance of political representation work to understand how stakeholders exert their influence.

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“…Normative stakeholder theory considers the interests of stakeholders and suggests that business has a moral obligation to consider and actively manage the legitimate interests of all individuals and groups of stakeholders affected by its activities, not just the interests of shareholders (Freeman et al, 2010). Furthermore, although much focus has been on managing primary salient stakeholders, Chowdhury et al (2023) argue that marginalized stakeholders, who have power or representation as the instrument of others, such as relatively powerful NGO's, are disadvantaged by being classified as secondary and instead need to be mainstreamed by business. The theory provides a foundation for understanding processes, such as accounting and reporting, that businesses perceive as being useful for engaging with salient stakeholders (Freeman, 1984;Mitchell et al, 1997).…”

Section: Sustainability Management Accountingmentioning

confidence: 99%

“…Without explicit links to broader notions of sustainability, transformation towards macro-level sustainability will not be achieved. For further consideration, Chowdhury et al (2023) theorise that businesses should include the entrepreneurial possibilities that fully engaging marginalized stakeholders might add to transformational processes.…”

Section: Sustainability Management Accountingmentioning

confidence: 99%

Sustainability management accounting – enabling macro-level sustainability transformation towards the United Nations Sustainable Development Goals

Christ,

Dijkstra-Silva,

Burritt

et al. 2023

MEDAR

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Purpose Business has a critical part to play in transforming the global economy and society to achieve sustainable development. Many granular sustainability accounting and management tools have been offered. To systematize these piecemeal developments, this paper aims to develop a framework for analysis of the potential role of sustainability management accounting (SMA). The key challenge addressed is how SMA could be extended to support future-oriented, long-term, pro-active management of multiple issues to contribute towards strong sustainable development at the macro-economy level. Design/methodology/approach This conceptual paper examines SMA within a multi-level, context-action-transformation framework which can move organizations and society towards sustainability. Based on normative stakeholder theory, including concern for mainstreaming marginalized stakeholders, the paper discusses the role of SMA and how it can contribute necessary information to sustainable development of the company and beyond its boundaries. Findings Guided by a SMA framework linking context, action and transformation and normative stakeholder theory, which considers all stakeholders, the paper shows how the present lack of progress towards macro-level sustainable development can be addressed. This requires a focus on measuring and assessing positive impacts and forward-looking, long-term and proactive management of multiple sustainability issues as typified by the Sustainable Development Goals (SDGs). Practical implications The paper distinguishes between two aspects of SMA – a focus on reducing unsustainability and a focus on transformations towards sustainability. It is observed that there is insufficient emphasis on the latter at present if SMA is to provide comprehensive support to achieving the SDGs. A set of supportive tools is presented as a guide to practice and future developments. Originality/value The paper considers how SMA can enable and support transformations towards sustainability at the macro- and meso-level. Different transformational challenges and opportunities are discussed. In particular, the need to balance consideration of time, proactivity and multiplicity, as highlighted in the SDGs, is identified as the central way forward for SMA.

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Toward a Theory of Marginalized Stakeholder-Centric Entrepreneurship

Cited by 11 publications

References 166 publications

Impact pathways: just transition in fashion operations and supply chain management

Impact pathways: just transition in fashion operations and supply chain management

Recognize your audience: Stakeholders' coaptation work to improve political representation in innovation programs

Sustainability management accounting – enabling macro-level sustainability transformation towards the United Nations Sustainable Development Goals

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