When Will Stakeholder Groups Act? An Interest- and Identity-Based Model of Stakeholder Group Mobilization

Managing for Stakeholders: The Role of Stakeholder-Based Management in Project Success

“…Authors' organizational stakeholder mapping is about how interested stakeholders are in pursuing their expectations and whether they have the power to push for. In contrary to the power-dependent arguments, Rowley and Moldoveanu (2003) stated that interest-based perspective is capable of mobilizing stakeholder group and influence the focal organization independent from power or urgency. Additionally, Freeman, Harrison, Wicks, Paramar, and Colle (2011) added to the topic stressing the moral interest as an important criterion for www.ccsenet.org/ass Asian Social Science Vol.…”

Linking Social Issues to Organizational Impact: The Role of Infomediaries and the Infomediary Process

“…Moral intensity is essentially a perception, so two similarly affected parties may disagree about its components, such as the magnitude of consequences or the likelihood of occurrence. Since the perception of an issue is likely to be colored by the identity of the actors involved (Hoffman and Ocasio, 2001), the degree of identity overlap between stakeholders appears to be a significant predictor of whether they will agree on whether an issue should be adopted and how it should be resolved (Rowley and Moldoveanu, 2003). Furthermore, one party may benefit from an issue while another may face adverse consequences.…”

“…Social coordination is also an important strategy for mobilizing symbolic resources (Pfeffer, 1981), because interorganizational linkages can legitimize focal stakeholders (Pfeffer and Salancik, 1978) as well as the social problems with which they have to deal (Mutz, 1994). The creation of interorganizational linkages seems a natural solution when the interests and identities of the affected stakeholder groups overlap to a significant degree, but interest divergence and identity conflict may hamper stakeholder mobilization significantly (Rowley and Moldoveanu, 2003).…”

“…Furthermore, one party may benefit from an issue while another may face adverse consequences. Such interest divergence (or overlap when the consequences of an issue are identical across stakeholder groups) will clearly affect stakeholders' actions versus the issues and vis-à-vis each other (Rowley and Moldoveanu, 2003).…”

Irresponsible Lending? A Case Study of a U.K. Credit Industry Reform Initiative

“…The author argues that industries are not ''merely clusters of competing firms, but social and cognitive systems in their own right'' (Munshi, 2006, p. 4). Such an approach to stakeholder behaviour argues that stakeholders are most likely to take collective action when they are both protecting their interest and are bounded by their shared identity, based on group membership (Rowley and Moldoveanu, 2003). In a similar theme explored by Munshi (2006) on the Scotch whisky industry, the group collectively forced one major manufacturer to withdraw its product.…”