Explore the vast range of titles available.

Stakeholder theory is widely accepted but elementary aspects remain indeterminate as the term 'stakeholder' is an essentially contested concept (Miles, J Bus Ethics 108:285-298, 2012; Mitchell, Organ Stud 33:1407-1411, 2012), being variously describable, internally complex and open in character (Gallie, Proc Aristot Soc 56:167-198, 1956). Such contestability is highly problematic for theory development and empirical testing. The extent of essential contestability, previously unknown, is demonstrated in this paper through a bounded systematic review of 593 different stakeholder theory definitions. As an essentially contested concept, the solution does not lie in a universal stakeholder definition, but in debating the boundaries of stakeholder identification. To this end, this paper presents the first major attempt at sorting, filtering and ordering stakeholder theory and stakeholder definitions to produce a comprehensive, multi-dimensional classification of stakeholder theory. The constructs of the classification model juxtapose existing stakeholder theories and contributions from across the multicontextual applications of stakeholder theory, thereby providing an invaluable overview of what we know about stakeholder theory in one model. The classification model is then tested with positive results. The paper concludes with a comprehensive discussion of the implications of classification stakeholder theory definitions, which has for future research.

Though the customer journey (CJ) is gaining traction, its limited customer focus overlooks the dynamics characterizing other stakeholders’ (e.g., employees’/suppliers’) journeys, thus calling for an extension to the stakeholder journey (SJ). Addressing this gap, we advance the SJ, which covers any stakeholder’s journey with the firm. We argue that firms’ consideration of the SJ, defined as a stakeholder’s trajectory of role-related touchpoints and activities, enacted through stakeholder engagement, that collectively shape the stakeholder experience with the firm, enhances their stakeholder relationship management and performance outcomes. We also view the SJ in a network of intersecting journeys that are characterized by interdependence theory’s structural tenets of stakeholder control, covariation of interest, mutuality of dependence, information availability, and temporal journey structure, which we view to impact stakeholders’ journey-based engagement and experience, as formalized in a set of Propositions. We conclude with theoretical (e.g., further research) and practical (e.g., SJ design/management) implications.

Purpose - This paper aims to develop a new model of stakeholder classification and a model for explaining the relationship between the organization and its respective stakeholders.Design methodology approach - The new proposed model is based on an empirical study that comprises an exploratory study based on 15 interviews and a confirmatory study based on 684 questionnaires answered by staff of 11 public universities. The main variable deployed is the stakeholder's respective level of influence from the organization's management perspective, that is, their level of legitimacy, power and urgency.Findings - The new model proposes six stakeholder types (regulator, controller, partner, passive, dependent and non-stakeholder). To explain the relationship between the stakeholder and the organization, the traditional needs-satisfaction vision was expanded. The variables of relevance, mutual influence and participation were found to be important in explaining the organization and stakeholder relationship. This study contributes both in simplifying stakeholder classification and in explaining the relationships between parties.Research limitations implications - The study proposes a new model for stakeholder classification based on empirical research carried out with public organizations, therefore it is advisable to test this new classification scheme with other types of organizations.Originality value - This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.

The notion of a sustainable entrepreneurial ecosystem is a novel concept related to entrepreneurial ecosystems that focus on fostering sustainable entrepreneurship. This paper advances our understanding of the topic by investigating the success factors for developing strong sustainable entrepreneurial ecosystems. Particularly important aspects in this context are the role of entrepreneurial stakeholders and regional culture for the perceptions of sustainable entrepreneurial ecosystems. Using sustainable entrepreneurial ecosystems in Graz, Austria, and Wuppertal, Germany, as an empirical base, a quantitative study is carried out. Based on a literature review, a set of hypotheses is developed and tested. The findings highlight the importance of regional entrepreneurial culture as well as tailored stakeholder support and collaboration in sustainable entrepreneurship for creating strong sustainable entrepreneurial ecosystems.

Synchrotron serial crystallography (SSX) is an emerging method for determining crystal structure at room temperature using synchrotron radiation facilities. Despite the various approaches available, reducing sample consumption, removing mother liquid from crystal solution, soaking small molecules for protein–ligand complex structure and prevention of sample dehydration are still challenging problems to be overcome in SSX. Therefore, we have developed a new flip‐type fixed‐target SSX sample holder for conventional protein crystallography beamlines based on nylon mesh and kapton film. The potential of the flip‐holder was evaluated in an SSX experiment with lysozyme crystals at room temperature. About 19600 diffraction images were collected during 40 minutes using a repetition rate of 10 Hz at the 11C beamline of the Pohang Accelerator Laboratory, and the crystal structure of lysozyme was determined at 1.89 Å resolution. This straightforward flip‐holder can be used in synchrotron beamlines for routine crystallography. We present the development of a novel fixed‐target flip‐holder for synchrotron serial crystallography. This holder simplifies the sample handling process, reduces dehydration risks, and enables efficient crystallography experiments with minimal sample consumption, demonstrated through successful lysozyme crystal structure determination at room temperature.

Despite the growing importance of stakeholder management, few studies have empirically examined the influence of stakeholder relationship capability (SRC) on firm innovation, especially in emerging economies. This study investigates how SRC relates to firm innovation in the presence of governmental intervention and in combination with firm-level characteristics. Using a survey and multiple secondary datasets on the listed Chinese firms, our findings indicate that SRC is positively associated with firm innovation. Moreover, advanced legal development and high-tech status strengthen the positive link between SRC and innovation, whereas state ownership and firm age weaken this relationship. These findings provide novel insights into how firms use stakeholder management to enhance innovation that is beneficial for economic growth.

Research summary: In this study, we propose and test a multi-stakeholder perspective to address variation in innovation performance across firms. Specifically, we analyze how a focal firm's innovation performance is shaped by its political stakeholders (local and central governments) and economic stakeholders (suppliers, buyers, and competitors). Using a data set consisting of over 26,400 Chinese firms, we first find support for our predictions that a focal firm's innovation performance will be enhanced by both its government connections and the innovativeness of its economic stakeholders. We then analyze whether the interdependent effect of these political and economic stakeholders is more likely to be synergistic versus antagonistic, and find evidence consistent with the antagonistic view. Managerial summary: We show how a firm's innovativeness is influenced strongly by its relationships to external stakeholders. Specifically, we examine the potentially dual-edged role of political stakeholders (local and central governments) and economic stakeholders (suppliers, buyers, and competitors). Using extensive data on Chinese firms, we find: (a) that the higher the level of government connections, the greater a firm's innovativeness; (b) that firms located in proximity with more innovative economic stakeholders also tend to have higher innovation performance. We also look beyond these independent positive effects to examine the joint effect of these two forms of stakeholder influence, and here we see that more influence is not always better. Specifically, we find that the innovation benefit that typically accrues to firms in proximity to more innovative economic stakeholders is weakened when those firms also have higherlevel government connections.

PurposeThe purpose of this study is to develop a framework for categorizing and evaluating stakeholders that addresses the key five constraints of The Theory of Stakeholder Identification and Salience (TSIS), including (1) binary attributes, (2) heterogeneous stakeholders in each category, (3) ignoring stakeholder-organization relationship, (4) ignoring stakeholders' communication frequency and (5) ignoring fringe stakeholders.Design/methodology/approachIn the first step, a set of solutions for the limitations and constraints of TSIS was extracted by holding three rounds of the Delphi method with the participation of 42 senior and middle Iranian managers in various organizations and based on it, “Basic Analysis for Stakeholder Evaluation and Classification” (BASEClass) was developed as an enhanced theoretical and empirical framework for stakeholder analysis. In the second Step BASEClass is validated by conducting an empirical study in an organization with the participation of 46 managers, experts and specialists.FindingsBASEClass is an enhanced theoretical and methodological framework for classifying stakeholders based on the three primary attributes of legitimacy, power and urgency, and also the communication quantity as a complementary attribute in a 3D cubical schema, prioritizing stakeholders in several cubes based on one of the multi-criteria group decision-making methods. Originality/valueBASEClass effectively reduces the mentioned limitations and constraints of TSIS and as a result can improve the effectiveness of strategies for dealing with different stakeholders.

Building on the theoretical argument that a firm's ability to profit from social responsibility depends upon its stakeholder influence capacity (SIC), we bring together contrasting literatures on the relationship between corporate social performance (CSP) and corporate financial performance (CFP) to hypothesize that the CSP-CFP relationship is U-shaped. Our results support this hypothesis. We find that firms with low CSP have higher CFP than firms with moderate CSP, but firms with high CSP have the highest CFP. This supports the theoretical argument that SIC underlies the ability to transform social responsibility into profit.

The inconclusiveness of previous research on the association between gender diverse boards (GDB) and corporate social performance (CSP) has led us to revisit the question in light of stakeholder management and institutional theories. Given that corporate social responsibility (CSR) is a multidimensional concept, we test the influence of GDB on various groups of stakeholders. By considering the interaction between stakeholders' power and directors' personal motivations toward the prioritization of stakeholders' claims, we find that GDB are positively related to CSR dimensions that are related to less powerful stakeholders such as the environment, contractors, and the community. However, GDB do not appear to have a significant impact on CSR dimensions that are associated with stakeholders who benefit from more institutionalized power, such as employees and customers.