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Journal articles on the topic 'Stakeholder theory'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Ryan, Lori Verstegen. "Stakeholder Theory." Proceedings of the International Association for Business and Society 6 (1995): 279–88. http://dx.doi.org/10.5840/iabsproc1995626.

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2

Windsor, Duane. "Stakeholder Theory." Proceedings of the International Association for Business and Society 7 (1996): 1219–30. http://dx.doi.org/10.5840/iabsproc19967114.

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3

Freeman, R. Edward. "Stakeholder Theory." Philosophy of Management 8, no. 3 (2009): 97–107. http://dx.doi.org/10.5840/pom20098310.

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4

Windsor, Duane. "Stakeholder Theory." Proceedings of the International Association for Business and Society 12 (2001): 527–38. http://dx.doi.org/10.5840/iabsproc20011251.

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5

Mahajan, Ritika, Weng Marc Lim, Monica Sareen, Satish Kumar, and Rajat Panwar. "Stakeholder theory." Journal of Business Research 166 (November 2023): 114104. http://dx.doi.org/10.1016/j.jbusres.2023.114104.

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6

SOLOMIANIUK, N.M., Y.E. SOLOVIOVA, and T.V. SALIONOVA. "Stakeholder theory genesis." Market Relations Development in Ukraine №5(228)2020 132 (July 9, 2020): 55–62. https://doi.org/10.5281/zenodo.3937270.

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Today, industry leaders view interaction with stakeholder as a tool that can help to innovate product creation and process organization, strengthen strategic decision orientation on sustainability, both internally and externally. Despite the obvious problems associated with organization of interaction with various stakeholder groups, the results of the most successful case studies certainly justify the efforts were worthy, helping businesses to consolidate their leadership positions in a complex changing environment, and to favour systemic change in the direction of persistent development. The

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7

Hayibor, Sefa. "Equity Sensitivity and Stakeholder Behaviour." Proceedings of the International Association for Business and Society 30 (2019): 98–109. http://dx.doi.org/10.5840/iabsproc20193012.

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Though possible influences of a stakeholder’s fairness or equity perceptions on its inclination to impose sanctions upon a firm or, conversely, to support it, have received a modicum of attention from researchers in stakeholder theory, the limited work in this area of inquiry assumes that stakeholders are homogeneous in their sensitivity to unfairness or inequity in the firm-stakeholder relationship, though research on equity sensitivity suggests that this assumption likely will not hold. Based on work in stakeholder theory, equity theory, and equity sensitivity theory, in this paper I present

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8

Bridoux, Flore, and J. W. Stoelhorst. "Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives." Strategic Management Journal 35, no. 1 (2013): 107–25. http://dx.doi.org/10.1002/smj.2089.

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9

Elms, Heather, and Shawn Berman. "Stakeholder-Agency Theory." Proceedings of the International Association for Business and Society 8 (1997): 657–68. http://dx.doi.org/10.5840/iabsproc1997863.

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10

Jones, Thomas M., and Andrew C. Wicks. "Convergent Stakeholder Theory." Academy of Management Review 24, no. 2 (1999): 206. http://dx.doi.org/10.2307/259075.

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Jones, Thomas M., and Andrew C. Wicks. "Convergent Stakeholder Theory." Academy of Management Review 24, no. 2 (1999): 206–21. http://dx.doi.org/10.5465/amr.1999.1893929.

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12

Freeman, R. Edward. "Divergent Stakeholder Theory." Academy of Management Review 24, no. 2 (1999): 233–36. http://dx.doi.org/10.5465/amr.1999.1893932.

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13

Friedman, Andrew L., and Samantha Miles. "Developing Stakeholder Theory." Journal of Management Studies 39, no. 1 (2002): 1–21. http://dx.doi.org/10.1111/1467-6486.00280.

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14

Hill, Charles W. L., and Thomas M. Jones. "STAKEHOLDER-AGENCY THEORY." Journal of Management Studies 29, no. 2 (1992): 131–54. http://dx.doi.org/10.1111/j.1467-6486.1992.tb00657.x.

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15

Zsolnai, Laszlo. "Extended stakeholder theory." Society and Business Review 1, no. 1 (2006): 37–44. http://dx.doi.org/10.1108/17465680610643337.

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16

Sternberg, Elaine. "STAKEHOLDER THEORY EXPOSED." Economic Affairs 16, no. 3 (1996): 36–38. http://dx.doi.org/10.1111/j.1468-0270.1996.tb00539.x.

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17

Kaler, J. "Evaluating Stakeholder Theory." Journal of Business Ethics 69, no. 3 (2006): 249–68. http://dx.doi.org/10.1007/s10551-006-9089-2.

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18

Chen, Huey T., and Nannette C. Turner. "Formal Theory Versus Stakeholder Theory." American Journal of Evaluation 33, no. 3 (2012): 395–413. http://dx.doi.org/10.1177/1098214012442802.

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19

Key, Susan, and Hany J. Van Buren. "Moving From Stakeholder Analysis to Stakeholder Theory." Proceedings of the International Association for Business and Society 11 (2000): 463–71. http://dx.doi.org/10.5840/iabsproc20001145.

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20

Shafique, Kamran, and Cle-Anne Gabriel. "Vulnerable Stakeholders’ Engagement: Advancing Stakeholder Theory with New Attribute and Salience Framework." Sustainability 14, no. 18 (2022): 11765. http://dx.doi.org/10.3390/su141811765.

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Stakeholder engagement is a central tenet for understanding and solving sustainability challenges. Given the existing stakeholder knowledge base and the fact that practitioners mostly focus on the engagement of high-power and salience stakeholders, the interests of low-power and vulnerable stakeholders are often manipulated. Therefore, this research is devoted to the engagement of low-power and vulnerable stakeholders. Grounded in the stakeholder theory and the results of two illustrations, we demonstrate how the physical proximity of vulnerable stakeholders influences salience patterns in a m

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21

Bonnafous-Boucher, Maria, and Simon Porcher. "Towards a stakeholder society: Stakeholder theory vs theory of civil society." European Management Review 7, no. 4 (2010): 205–16. http://dx.doi.org/10.1057/emr.2010.14.

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22

Wang, Chenxi. "The Relationship between ESG Performance and Corporate Performance - Based on Stakeholder Theory." SHS Web of Conferences 190 (2024): 03022. http://dx.doi.org/10.1051/shsconf/202419003022.

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Stakeholder theory has been widely used in business management research by scholars of various disciplines at home and abroad. Initially, stakeholder theory asserted that the growth of any company is inseparable from stakeholders, emphasizing the consideration of stakeholders when making or implementing decisions. However, in recent years, with the deepening of theoretical research, the scope of stakeholder theory research has been expanding, and environmental, social and governance (ESG) has become one of the important aspects of stakeholder theory research. This paper explores the relationsh

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23

Bridoux, Flore, and J. W. Stoelhorst. "Stakeholder Theory and Value Creation: Managing Stakeholders with Heterogeneous Motives." Academy of Management Proceedings 2012, no. 1 (2012): 17255. http://dx.doi.org/10.5465/ambpp.2012.17255abstract.

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24

Moriarty, Jeffrey. "The Connection Between Stakeholder Theory and Stakeholder Democracy." Business & Society 53, no. 6 (2012): 820–52. http://dx.doi.org/10.1177/0007650312439296.

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25

Savage, Grant T., Michele D. Bunn, Barbara Gray, et al. "Stakeholder Collaboration: Implications for Stakeholder Theory and Practice." Journal of Business Ethics 96, S1 (2010): 21–26. http://dx.doi.org/10.1007/s10551-011-0939-1.

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26

Crane, Andrew, and Trish Ruebottom. "Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification." Journal of Business Ethics 102, S1 (2011): 77–87. http://dx.doi.org/10.1007/s10551-011-1191-4.

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27

Herold, David Martin. "Demystifying the link between institutional theory and stakeholder theory in sustainability reporting." Economics, Management and Sustainability 3, no. 2 (2018): 6–19. https://doi.org/10.14254/jems.2018.3-2.1.

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In response to the global challenge of climate change, companies increasingly disclose sustainability-related information in form of sustainability reports. These reports, however, vary significantly due to multiple institutional and stakeholder pressures. From an academic perspective, institutional theory links these different outcomes to the influences of competing institutional logics on the field-level, representing institutional complexity on the field-level which is characterised by multiple demands from different stakeholders. Although current literature acknowledges that stakeholder ma

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28

Freeman, R. Edward. "Response: Divergent Stakeholder Theory." Academy of Management Review 24, no. 2 (1999): 233. http://dx.doi.org/10.2307/259078.

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29

Bakirdi Zakaria, EL, and Benazzou Lotfi. "STAKEHOLDER THEORY IN PERSPECTIVE." International Journal of Advanced Research 10, no. 04 (2022): 419–27. http://dx.doi.org/10.21474/ijar01/14565.

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Referring to a stakeholder theory means underlining a correlation between facts and conceptualization (part 1) as well as the necessary passage from a flat reading, which would be a sort of panorama of texts and positions (part 2), to a thick reading, focused on understanding its foundations.

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30

Mitchell, Ronald K. "Entrepreneurship and Stakeholder Theory." Ruffin Series of the Society for Business Ethics 3 (2002): 175–95. http://dx.doi.org/10.5840/ruffinx200231.

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In his Ruffin Lecture on stakeholder value and the entrepreneurial process, Professor S. Venkataraman asserted that two processes: value creation, and value sharing, are common ground for both the field of business ethics and the field of entrepreneurship (Venkataraman, 1999). In this article I further explore the connections between entrepreneurship and stakeholder theory raised in the Lecture, as they relate to both the production and the distribution of wealth in society. Through the application of transaction cognition theory, which suggests that a type of stakeholder-centered expert trans

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31

Pesqueux, Yvon, and Salma Damak‐Ayadi. "Stakeholder theory in perspective." Corporate Governance: The international journal of business in society 5, no. 2 (2005): 5–21. http://dx.doi.org/10.1108/14720700510562622.

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32

Freeman, R. Edward, Robert Phillips, and Rajendra Sisodia. "Tensions in Stakeholder Theory." Business & Society 59, no. 2 (2018): 213–31. http://dx.doi.org/10.1177/0007650318773750.

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A number of tensions have been suggested between stakeholder theory and strategic management (SM). Following a brief review of the histories of stakeholder theory and mainstream SM, we argue that many of the tensions are more apparent than real, representing different narratives about stakeholder theory, SM, business, and ethics. Part of the difference in these two theoretical positions is due to the fact that they seek to solve different problems. However, we suggest how there are areas of overlap, and we argue that some of the tensions may, instead, provide interesting ways to put the two ar

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33

Donaldson, Thomas. "Making Stakeholder Theory Whole." Academy of Management Review 24, no. 2 (1999): 237–41. http://dx.doi.org/10.5465/amr.1999.1893933.

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34

Hansen, Morten Balle, and Evert Vedung. "Theory-Based Stakeholder Evaluation." American Journal of Evaluation 31, no. 3 (2010): 295–313. http://dx.doi.org/10.1177/1098214010366174.

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35

Ambler, Tim, and Andrea Wilson. "Problems of Stakeholder Theory." Business Ethics: A European Review 4, no. 1 (1995): 30–35. http://dx.doi.org/10.1111/j.1467-8608.1995.tb00107.x.

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36

Wicks, Andy. "Stakeholder theory and spirituality." Journal of Management, Spirituality & Religion 11, no. 4 (2014): 294–306. http://dx.doi.org/10.1080/14766086.2014.917984.

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37

Stieb, James A. "Assessing Freeman’s Stakeholder Theory." Journal of Business Ethics 87, no. 3 (2008): 401–14. http://dx.doi.org/10.1007/s10551-008-9928-4.

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38

Samson, Danny, Pat Foley, Heng Soon Gan, and Marianne Gloet. "Multi-stakeholder decision theory." Annals of Operations Research 268, no. 1-2 (2017): 357–86. http://dx.doi.org/10.1007/s10479-017-2433-3.

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39

Langtry, Bruce. "Stakeholders and the Moral Responsibilities of Business." Business Ethics Quarterly 4, no. 4 (1994): 431–43. http://dx.doi.org/10.2307/3857342.

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Abstract:This paper discusses the normative ethical theory of the business firm advanced principally by William E. Evan and R. Edward Freeman. According to their stakeholder theory, the firm should be managed for the benefit of its stakeholders: indeed, management has a fiduciary obligation to stakeholders to act as their agent. In this paper I seek to clarify the theory by discussing the concept of a stakeholder and by distinguishing stakeholder theory from two varieties of stockholder theory—I call them ‘pure’ and ‘tinged.’ I argue that the distinctive claims of stakeholder theory, as contra

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40

Tufani, Jihan Alwiyah. "Stakeholder perspectives on mosque management and accountability: A stakeholder theory approach." Indonesian Journal of Multidisciplinary Science 3, no. 4 (2024): 385–90. http://dx.doi.org/10.55324/ijoms.v3i4.824.

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This study focuses on stakeholder assessments of mosque management. The researchers identified and investigated stakeholders' perceptions of mosque management using a descriptive qualitative case study of a historical mosque in the Sleman Regency. The concepts of stakeholder theory and accountability were used as part of the analytical framework. The results show that stakeholders view the religious programs and activities of the mosque positively, feeling that they benefit both the mosque and the surrounding community. Stakeholders also feel that the programs reflect the mosque’s commitment t

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41

Lankoski, Leena, N. Craig Smith, and Luk Van Wassenhove. "Stakeholder Judgments of Value." Business Ethics Quarterly 26, no. 2 (2016): 227–56. http://dx.doi.org/10.1017/beq.2016.28.

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ABSTRACT:Although central to stakeholder theory, stakeholder value is surprisingly neglected in the literature. We draw upon prospect theory to show how stakeholder judgments of value depend crucially on the reference state, how there are several alternative reference states that may be operative when stakeholders judge value, how the choice of reference state for stakeholders’ value judgments can occur intuitively or deliberately, and how the level of the operant reference state may change with time and may also be incorrectly perceived by stakeholders or managers. Our theorizing results in a

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42

Zhang, Hongsi, Shukai Jiang, Xingwu Lin, Xiang Yu, and Wenjiang Zheng. "A Networked Game Theoretic Model for Evaluating Resilience in Megaprojects: Integrating Stakeholder Interactions and Lifecycle Adaptability." Systems 13, no. 2 (2025): 122. https://doi.org/10.3390/systems13020122.

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Megaprojects are complex systems comprising interdependent subsystems and diverse stakeholders, each contributing to the project’s resilience and long-term outcomes. Traditional methods for assigning stakeholder influence often assume that stakeholders operate independently when evaluating subsystem resilience. However, these approaches overlook the intricate dynamics—such as competition and collaboration—that frequently characterize stakeholder interactions in megaprojects. This study addresses this gap by introducing a novel framework based on game theory and network analysis to assess megap

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43

Harrison, Jeffrey S., and Andrew C. Wicks. "Stakeholder Theory, Value, and Firm Performance." Business Ethics Quarterly 23, no. 1 (2013): 97–124. http://dx.doi.org/10.5840/beq20132314.

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ABSTRACT:This paper argues that the notion of value has been overly simplified and narrowed to focus on economic returns. Stakeholder theory provides an appropriate lens for considering a more complex perspective of the value that stakeholders seek as well as new ways to measure it. We develop a four-factor perspective for defining value that includes, but extends beyond, the economic value stakeholders seek. To highlight its distinctiveness, we compare this perspective to three other popular performance perspectives. Recommendations are made regarding performance measurement for both academic

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44

Loi, Teck Hui. "Stakeholder management: a case of its related capability and performance." Management Decision 54, no. 1 (2016): 148–73. http://dx.doi.org/10.1108/md-06-2015-0244.

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Purpose – A central claim of stakeholder theory is that the purpose of business is to create value for various stakeholders. However, managing diverse interests of stakeholders can be challenging in a business environment entrenched with different value systems. Lacking of qualitative narratives and complicated nature of corporate governance perhaps have impeded the stakeholder theory to become a major theory of strategic management and organizational ethics on its own. The purpose of this paper is to ascertain the strategic values of stakeholder management. Design/methodology/approach – Three

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45

Hill, Ronald Paul. "Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti-Stakeholders”." Business and Society Review 122, no. 2 (2017): 165–90. http://dx.doi.org/10.1111/basr.12114.

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46

Cots, Elisabet Garriga. "Stakeholder social capital: a new approach to stakeholder theory." Business Ethics: A European Review 20, no. 4 (2011): 328–41. http://dx.doi.org/10.1111/j.1467-8608.2011.01635.x.

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47

Komutputipong, Natchanont, and Prae Keerasuntonpong. "Accountability perception of Thai Government: to whom and what counts." Journal of Public Budgeting, Accounting & Financial Management 31, no. 1 (2019): 45–65. http://dx.doi.org/10.1108/jpbafm-05-2018-0044.

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PurposePublic sector entities face conflicting demands from stakeholders. The literature suggests identifying and prioritizing stakeholders can improve accountability. Thailand, an emerging economy, and currently under military rule, provides an interesting context to investigate stakeholder tensions. The purpose of this paper is to investigate how and why the Thai Government bureaucrats prioritize their stakeholders.Design/methodology/approachThe study draws on the managerial branch of stakeholder theory and stakeholder salience theory to examine the importance of various stakeholders and of

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48

Agle, Bradley R., Thomas Donaldson, R. Edward Freeman, Michael C. Jensen, Ronald K. Mitchell, and Donna J. Wood. "Dialogue: Toward Superior Stakeholder Theory." Business Ethics Quarterly 18, no. 2 (2008): 153–90. http://dx.doi.org/10.5840/beq200818214.

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A quick look at what is happening in the corporate world makes it clear that the stakeholder idea is alive, well, and flourishing; and the question now is not “if ” but “how” stakeholder theory will meet the challenges of its success. Does stakeholder theory’s “arrival” mean continued dynamism, refinement, and relevance, or stasis? How will superior stakeholder theory continue to develop? In light of these and related questions, the authors of these essays conducted an ongoing dialogue on the current state and future of stakeholder thinking. Beginning with a review of research and theory that

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49

Valentinov, Vladislav, Steffen Roth, and Matthias Georg Will. "Stakeholder Theory: A Luhmannian Perspective." Administration & Society 51, no. 5 (2018): 826–49. http://dx.doi.org/10.1177/0095399718789076.

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We explore the cross-fertilization potential between stakeholder theory and Niklas Luhmann’s social systems theory. Social systems, such as corporations or nonprofits, are defined by complexity reduction and operational closure, which may render them insensitive to their environment and undermine their sustainability. This vision resonates with stakeholder theory’s arguments on the importance of the corporate responsiveness to stakeholder interests. The suggested common ground between the theories yields novel insights into key concepts of stakeholder theory such as the contrast between the jo

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50

Edward Freeman, R., and Robert A. Phillips. "Stakeholder Theory: A Libertarian Defense." Business Ethics Quarterly 12, no. 3 (2002): 331–49. http://dx.doi.org/10.2307/3858020.

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Abstract:The purpose of this paper is to suggest that at least one strain of what has come to be called “stakeholder theory” has roots that are deeply libertarian. We begin by explicating both “stakeholder theory” and “libertarian arguments.” We show how there are libertarian arguments for both instrumental and normative stakeholder theory, and we construct a version of capitalism, called “stakeholder capitalism,” that builds on these libertarian ideas. We argue throughout that strong notions of “freedom” and “voluntary action” are the best possible underpinnings for stakeholder theory, and in

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