Who Matters to Ceos? An Investigation of Stakeholder Attributes and Salience, Corpate Performance, and Ceo Values

Agle, Bradley R.; Mitchell, Reginald H.; Sonnenfeld, Jeffrey

doi:10.5465/256973

Cited by 467 publications

(733 citation statements)

References 36 publications

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“…1a; 2a; 3a; and 4a), we observe that the attributes of power, legitimacy and urgency are related to the salience ( These results corroborate other studies in the literature, particularly Bravo (2004), by confirming that individual and cumulative attributes are also related to the salience of some of the stakeholder groups defined. Parent and Deephouse (2007) and Agle et al (1999) also found these same attributes positively correlate with salience.…”

Section: Salience Of Stakeholders In Strategic Decision Makingmentioning

confidence: 78%

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Do stakeholders matter in strategic decision making of a sports organization?

Miragaia¹,

Ferreira²,

Carreira³

2014

Rev. adm. empres.

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This study aims to identify and prioritize the stakeholders involved in making decisions in a sports organization. A multiple linear regression analysis was used to assess the influence of the attributes of power, legitimacy and urgency on the salience of the various stakeholders. The results showed a convergence of external and internal decision makers' perceptions, concerning the three main stakeholder groups: top management, sponsors and member association. Pearson correlations identified four types of stakeholder: definitive, dangerous, demanding and non-stakeholders. A generalized differentiation was also found in stakeholder classification, regarding evaluation of attributes, between external and internal decision makers. In addition, the study suggests the success of organizations' management will depend on correct identification of stakeholders and consequent assessment of their relevance, in order to highlight who should get priority, and how, in strategic decision making.

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Section: Salience Of Stakeholders In Strategic Decision Makingmentioning

confidence: 78%

“…As proposed by Agle, Mitchell & Sonnenfeld (1999) a seven-point Likert scale was applied (1 for completely agree, to 7 for completely disagree).…”

Section: Methodsmentioning

confidence: 99%

Do stakeholders matter in strategic decision making of a sports organization?

Miragaia¹,

Ferreira²,

Carreira³

2014

Rev. adm. empres.

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“…First, while recent research has emphasized the role of managerial values as driver of organizational social behaviors (Agle et al 1999), our results give more room to thinking about the role of employees in organizations' social activities. Thus far, research has shown that greater managerial attention to employees engages employees' prosocial identities and enhances belonging and affective commitment (Aguilera et al 2007;Frey and Meier 2004;Grant et al 2008).…”

Section: Practical Implicationsmentioning

confidence: 93%

“…Extending beyond prior research in which responsiveness is a function of generic external pressures (Brammer and Millington 2004) or management attention to specific categories of actors with specific attributes (Agle et al 1999), our perspective shows that under certain conditions, attention for some actors (in our case, employees) can trigger responsiveness toward other actors (others outside the organization). This has implications for our understanding of the permeability of the organizational boundary when it comes to attention to societal issues, and the interplay between internal and external mechanisms in triggering organizational responsiveness to such issues.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

Muller

Whiteman

2015

J Bus Ethics

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Research on corporate philanthropy typically focuses on organization-external pressures and aggregated donation behavior. Hence, our understanding of the organization-internal structures that determine whether a given organization will respond philanthropically to a specific human need remains underdeveloped. We explicate an attention-based framework in which specific dimensions of organization-level attention focus interact to predict philanthropic responses to an emergent human need. Exploring the response of Fortune Global 500 firms to the 2004 South Asian tsunami, we find that management attention focused on people inside the organization (employees) interacts with both attention for places (countries in the tsunami-stricken region) and attention for practices (corporate philanthropy in general) to predict the likelihood of charitable donations. Our research thus extends beyond the prevailing institutional perspective by highlighting the role of attention focus in corporate responsiveness to emergent societal issues.

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“…However, entrepreneurs are likely to judge the significance of expected losses differently because personal values are likely to influence such judgments. For example, Agle et al (1999) showed that other-regarding values affect the importance CEOs ascribe to employees when making decisions that influence corporate performance. Values are "an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or endstate of existence" (Rokeach 1973: 5).…”

Section: Entrepreneurial Motivation and Others' Healthmentioning

confidence: 99%