Trust and Stakeholder Theory: Trustworthiness in the Organisation–Stakeholder Relationship

Greenwood, Michelle; Buren, Harry J. Van

doi:10.1007/s10551-010-0414-4

Cited by 194 publications

(169 citation statements)

References 50 publications

(65 reference statements)

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“…Globalized supply chains have increased in both complexity and vulnerability in recent years [1][2][3][4] for several reasons, including growing outsourcing [5], redistribution of resources and power inequalities [6][7][8], stakeholders' interdependent linkages and tangled relationships [9], and cultural and geographical barriers that create differences in knowledge, understanding, and relational influences [10]. Firms at the center of such complex mechanisms of relationships, sourcing, and production are thus required to develop and implement strategic actions that can anticipate and overcome vulnerability factors to increase supply chain resilience while continuing to create value for all stakeholders [2,[11][12][13].…”

Section: Introductionmentioning

confidence: 99%

Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

Candelo¹,

Casalegno²,

Civera³

et al. 2018

Sustainability

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This study examines the empowerment of low-power, vulnerable stakeholders of global, complex supply chains as one effective strategy to increase value co-creation and to moderate the vulnerabilities that threaten supply chain resilience. Previous scholars have indicated the necessity of investigating the concept of value co-creation further by including various stakeholder perspectives and suggesting systems of evaluation. This research thus focuses on low-power smallholder farmers within the coffee supply chain by qualitatively evaluating the effectiveness of value co-creation projects. The study also analyzes the extent of development and the nature of empowerment initiatives designed conjointly by nongovernmental organizations (NGOs) and coffee roasters that are addressed to farmers. The mixed qualitative methodology includes a literature review, interviews, focus groups, and content analysis of 20 value co-creation projects conducted in various developing and emerging coffee-producing countries. The research proposes a theoretical framework employed to conduct focus groups with Brazilian coffee farmers. This framework empirically demonstrates that these farmers are in the process of becoming business partners of the coffee supply chain thanks to various empowerment initiatives, common to most of the analyzed projects, that appear to moderate specific vulnerabilities of the coffee supply chain and therefore benefit supply chain resilience.

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Section: Introductionmentioning

confidence: 99%

Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

Candelo¹,

Casalegno²,

Civera³

et al. 2018

Sustainability

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“…between two individuals who know each other personally, it can easily be generalized to account for the relationship between a company and its stakeholders (e.g. Caldwell and Clapham, 2003;Greenwood and Van Buren III, 2010;Ingenho↵ and Sommer, 2010;Schoorman et al, 2007;Xie and Peng, 2009). As Ingenho↵ and Sommer (2010: 342) note, "[t]he origin of trust lies in the individual, whereas the referent, the trusted party, can be both individual and collective".…”

Section: Mayer Davis and Shoorman's Model Of Trustmentioning

confidence: 99%

A model of trust-repair discourse

Fuoli

Paradis

2014

Journal of Pragmatics

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This article proposes a novel theoretical framework for examining trust-repair discourse. The model identifies two fundamental discourse strategies available to the trust-breaker when trust is at stake (i) to engage with and act upon the discourses that represent a potential source of distrust -neutralize the negative, (ii) to communicate a trustworthy discourse identity -emphasize the positive. These strategies are realized in discourse through the use of dialogic engagement and evaluative/a↵ective language, respectively. The ultimate communicative goal of the strategies is that of promoting the addressees' positive (re-)assessment of the speaker's ability, integrity and benevolence. The model is applied to the analysis of the CEO letter published by BP one year after the Deepwater Horizon oil spill. The analysis has the twofold purpose of demonstrating the viability of the model and determining the discourse strategies deployed by the CEO to repair trust in the company after the accident.

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“…Friedman 1970;Jensen and Meckling 1976), the more contemporary acceptance of the broader contribution of a stakeholder imparts a moral duty upon the organisation towards that stakeholder (e.g. Greenwood 2007, p. 321;Greenwood and van Buren 2010). This has triggered novel and on-going developments in management thinking and practice (see for example Ferrell et al 2010).…”

Section: Stakeholder Managementmentioning

confidence: 99%

“…Ultimately, in order to demonstrate the credibility which is increasingly demanded of them by society (e.g. Bertelsmann Stiftung 2007;Greenwood and van Buren 2010), consideration of these elements may help companies to 'capture' a more comprehensive understanding of the impact of their core business activities in the environment in which they operate. Figure 3 above develops more explicitly on these ideas to concretely demonstrate how responsible business practice can add (multiple or shared) value both in terms of benefits in the form of both business return and societal value.…”

Section: Calculationmentioning

confidence: 99%

“…Significantly, this interdependency ultimately affects the acceptance or legitimacy (see for example Lindblom 1994;Gray et al 1995, p. 52;Mitchell et al 1997, p. 863;Greenwood 2007, p. 321) the business ultimately wins from its stakeholders. Accordingly, stakeholder engagement/dialogue (see for example Greenwood 2007;Greenwood and Van Buren 2010) and discovering new ways to balance sustainable relationships and equitable reciprocation (especially in cases where these might conflict) will persist as a matter of significant managerial interest.…”

Section: The Interactions and Relationships Between The Componentsmentioning

confidence: 99%

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Managing CSR Stakeholder Engagement: A New Conceptual Framework

2013

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As concepts of corporate social responsibility (CSR) continue to evolve, the predicament facing CSR managers when attempting to balance the differing interests of various stakeholders remains a persistent management challenge. A review of the extensive literature in this field reveals that the conceptualisation of corporate approaches to responsible stakeholder management remains underdeveloped. In particular, CSR practices within the specific context of the pharmaceutical industry, a sector which particularly dramatically depicts the stakeholder management dilemmas faced by business managers, has been under-researched. To address this gap, this paper utilises qualitative, exploratory data, obtained via multiple research methods, to investigate the CSR practices of major pharmaceutical companies in the UK and Germany. The data are employed to critically re-examine and revise a previously published explanatory framework which identifies the management steps involved in CSR stakeholder engagement. The resulting revised explanatory framework is the main contribution of this paper. By abstracting those factors which influence CSR practice, it provides an analytical tool which is designed to be of practical use for business decision-makers when managing their stakeholder engagement activities. Given that the research addresses values and ideals and prescribes practical recommendations for practitioners, it is essentially applied and normative in nature. Ultimately, the framework proposes a set of steps for developing CSR strategies which could help CSR professionals to make a 'mindset transition' from a narrower 'traditional' approach to CSR to a more innovative way of thinking.

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Trust and Stakeholder Theory: Trustworthiness in the Organisation–Stakeholder Relationship

Abstract: stakeholder theory, trust, trustworthiness, power, dependent stakeholders,

Cited by 194 publications

References 50 publications

Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

Turning Farmers into Business Partners through Value Co-Creation Projects. Insights from the Coffee Supply Chain

A model of trust-repair discourse

Managing CSR Stakeholder Engagement: A New Conceptual Framework

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