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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other types of organizations.Originality value - This research proposes a stakeholder classification scheme previously unpublished in the literature, which helps organizations managing the relationships with their stakeholders.

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.

This essay examines links, similarities, and dissimilarities between stakeholder theory and sustainability management. Based on the analysis a conceptual framework is developed to increase the applicability and the application of stakeholder theory in sustainability management. Concluding from the analysis, we identify three challenges of managing stakeholder relationships for sustainability: strengthening the particular sustainability interests of stakeholders, creating mutual sustainability interests based on these particular interest, and empowering stakeholders to act as intermediaries for nature and sustainable development. To address these challenges three interrelated mechanisms are suggested: education, regulation, and sustainability-based value creation for stakeholders.

Purpose This study aims to explore the determinants of engagement with and of stakeholders in corporate social responsibility (CSR) decision-making. Design/methodology/approach Using stakeholder theory, this study is mainly based on business ethics and CSR literature to develop a model depicting social and organizational contextual factors for engagement in the context of CSR decision-making. Findings This study identifies nine antecedents for engagement with and of stakeholders in CSR decision-making. Based on stakeholder perspective, the author explores how engagement constructs are influenced at both social and organizational levels by the determinants stakeholder pressure, stakeholder roles, stakeholder resources, stakeholder relationships, stakeholder management, two-way communication, procedural justice, interactional justice and stakeholder proactive strategy. Practical implications This study provides insights for companies regarding the determinants underlying engagement to reflect its importance in the context of CSR decision-making. Social implications A better understanding of the determinants of engagement is critical because engagement contributes to achieving “win-win” solutions that ensure increased stakeholder satisfaction. Originality/value To the best of the author’s knowledge, this paper is one of the first to explore the determinants of engagement with and of stakeholders in CSR decision-making at both social and organizational levels by referring to stakeholder theory.

Instrumental stakeholder theory has largely emphasized the positive effects of investing in stakeholder cooperative relationships in an additive, linear fashion in the sense that the more investments the better. Yet investing in stakeholders can be very costly and the effects of these investments in firm performance are subject to complex internal complementarities and external contingencies. In this article we rely on set-theoretic methods and a large international dataset of 1,060 multinational companies to explore theoretically and empirically some of the complementarities, costs and contingencies likely to arise in stakeholder management.

BackgroundImproving health and social care services involves engaging stakeholders in the implementation process. The literature currently reports suboptimal stakeholder engagement in implementation science. Here we draw on the international large-scale ImpleMentAll (IMA) study to illustrate the development of the Implementation-STakeholder Engagement Model (I-STEM) for improving health and social care services. The I-STEM is a sensitising tool, which defines key considerations and activities for undertaking stakeholder engagement activities across an implementation process.MethodsThe IMA project used a stepped-wedged randomised controlled trial design to evaluate the effectiveness of tailored implementation in integrating and embedding evidence-based eHealth interventions in routine care in Europe and Australia. Tailored implementation was operationalised in the ItFits-toolkit, a self-guided platform including resources to support stakeholder engagement (e.g., surveying tool). Here we draw on the qualitative process evaluation that was undertaken alongside the effectiveness trial. We conducted 55 in-depth, semi-structured interviews and observed 19 implementation related activities (e.g., technical support calls) across twelve implementation sites. The analytical process was informed by principles of first and third generation Grounded Theory, including constant comparative method. The I-STEM was derived from the analytical work undertaken in the qualitative process evaluation.ResultsOur findings are presented as the substantive, generalisable I-STEM, consisting of five interrelated concepts: engagement objectives, stakeholder mapping, engagement approaches, engagement qualities, and engagement outcomes. Engagement objectives are goals that implementers plan to achieve by working with stakeholder in the implementation process. Stakeholder mapping involves identifying a range of organisations, groups, or people who may be instrumental in achieving the engagement objectives. Engagement approaches define the type of work that is undertaken with stakeholders to achieve the engagement objectives. Engagement qualities define the logistics of the engagement approach. Lastly, every engagement activity may result in a range of engagement outcomes.DiscussionEffective stakeholder engagement can lead to a better understanding of local needs and barriers and increased research adoption. The I-STEM represents potential avenues for effective stakeholder engagement activity across key phases of an implementation process. It provides a conceptual framework for the planning, delivery, evaluation, and reporting of stakeholder engagement activities. The I-STEM is not prescriptive, but rather highlights the importance of a flexible, iterative approach to stakeholder engagement. It is developmental and will require further application and validation across a range of implementation activities.

Consumer research often fails to have broad impact on members of the marketing discipline, on adjacent disciplines studying related phenomena, and on relevant stakeholders who stand to benefit from the knowledge created by rigorous research. The authors propose that impact is limited because consumer researchers have adhered to a set of implicit boundaries or defaults regarding what consumer researchers study, why they study it, and how they do so. The authors identify these boundaries and describe how they can be challenged. By detailing five impactful articles and identifying others, they show that boundary-breaking, marketing-relevant consumer research can influence relevant stakeholders including academics in marketing and allied disciplines as well as a wide range of marketplace actors (e.g., business practitioners, policy makers, the media, society). Drawing on these articles, the authors articulate what researchers can do to break boundaries and enhance the impact of their research. They also indicate why engaging in boundary-breaking work and enhancing the breadth of marketing’s influence is good for both individual researchers and the fields of consumer research and marketing.

PurposeThis research assesses the implications of integrating standardization activities into European research projects to foster the engagement of project internal and external stakeholders and into different project stakeholder management theories.Design/methodology/approachThis paper analyzes the integration of standardization and the engagement of project internal and external stakeholders in standardization activities in a multi-case study of four European Framework Program projects and with the projects Advancing Resilience of Historic Areas Against Climate-Related and Other Hazards (ARCH) and Smart Mature Resilience (SMR) in two separate case studies more deeply. The multi-case study mainly evaluates the stakeholder participation in 10 CEN Workshop Agreements. While in the two case studies, among other things, two project surveys are used to investigate how stakeholder engagement was supported by standardization activities.FindingsThe results show that standardization significantly supports stakeholder engagement and lead to a proposal on how standardization can support achieving stakeholder engagement goals in the different research project phases.Originality/valueThis research provides practical information for policy-makers who support standardization as a tool for research, as well as for researchers and project managers who want to use standardization activities efficiently in research projects.

Based on the literature on stakeholder management and family firm dynamics, this research analyses the relationship between three constructs: the identification of business families with their family firms (FFs), FFs' orientation toward key non-family stakeholders (NFSs), and the achievement of better economic performance. Data analyses from 374 family and non-family members of 173 Spanish FFs show that a high level of family identification with their firms affects the orientation of FFs toward key non-family stakeholders in setting corporate goals and that this orientation will lead to higher economic performance only when it is built on family identification with the firm. Our results also show that the significance of both relationships changes with the degree of family involvement in the management of the FF.

There is a renewed interest among strategy scholars in the relationship between stakeholder theory and the dynamics of value creation-appropriation in firms. Further advancements in this field are arguably impeded by an incomplete conceptualization and measurement of value and by scant characterization of the different patterns of stakeholder value appropriation. We develop a conceptual framework—based on an analytical taxonomy of value creation and appropriation—consistent with a more complete notion of value and wherein the trade-offs in stakeholder value appropriation can be included. In essence, our analytical taxonomy contributes to enlarge the spectrum of value creation-appropriation scenarios to be considered by researchers working on the stakeholder view of strategy.