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Journal articles on the topic 'Stakeholders vs. shareholders'

Author: Grafiati

Published: 10 September 2021

Last updated: 11 February 2022

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1

Rönnegard, David, and N. Craig Smith. "Shareholders vs. Stakeholders." Business and Professional Ethics Journal 32, no. 3 (2013): 183–220. http://dx.doi.org/10.5840/bpej201311185.

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2

Abyad, Abdul. "Shareholders vs. Stakeholders : The Battle Continues." Middle East Journal of Business 8, no. 2 (2013): 15–21. http://dx.doi.org/10.5742/mejn.2013.82230.

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3

George, Bill. "Managing stakeholders vs. responding to shareholders." Strategy & Leadership 31, no. 6 (2003): 36–40. http://dx.doi.org/10.1108/10878570310505587.

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4

Allen, Franklin, Elena Carletti, and Yaniv Grinstein. "International evidence on firm level decisions in response to the crisis: Shareholders vs. other stakeholders." Journal of the Japanese and International Economies 47 (March 2018): 3–16. http://dx.doi.org/10.1016/j.jjie.2017.12.005.

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5

Sabadoz, Cameron, and Lindsay McShane. "Organizational accountability relations: de facto or de jure?" Social Responsibility Journal 12, no. 1 (2016): 32–53. http://dx.doi.org/10.1108/srj-10-2014-0140.

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Purpose – The purpose of this paper is to bring the concept of “meeting the gaze of the other” into conversation with the organizational accountability literature. This is done by integrating “the gaze” phenomenon with Darwall’s (2006) distinction between de jure and de facto authority. In the context of accountability, only de jure accountability entails meeting the gaze of the stakeholder, in that it requires organizations to grant stakeholders the moral authority to hold them to account. Drawing on this work, this paper aims to critically examine the distinction between de jure and de facto

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6

Slivar, Iva. "Boosting Corporate Social Responsibility in Tourist Destinations through Loyalty Programs and Stakeholder Collaboration." Journal of Economics and Behavioral Studies 7, no. 4(J) (2015): 122–33. http://dx.doi.org/10.22610/jebs.v7i4(j).599.

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Two opposite approaches gravitate around Corporate Social Responsibility (CSR): shareholder vs. stakeholder approach. The first paradigm is classical: stating a company has one primary purpose i.e. profitability and is responsible to its shareholders. The second one sees the company not merely in function of its primary goal but also responsible to its employees, providers, local community, the environment etc. It is indisputable that a company operates in a certain context and in order to pursue its reason of existence it has to maintain good relationship and collaborate with others directly

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7

Zumente, Ilze, and Jūlija Bistrova. "ESG Importance for Long-Term Shareholder Value Creation: Literature vs. Practice." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (2021): 127. http://dx.doi.org/10.3390/joitmc7020127.

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This article aims to detect how ESG adds value to the long-term shareholder value creation and to discover whether businesses are aware of positive ESG effects and, therefore, whether they will become more ESG-conscious. By conducting a qualitative content analysis on the academic literature, this article firstly aims to determine if shareholders’ value is positively affected by corporate ESG awareness. Secondly, to test whether companies are becoming more conscious about the importance of ESG, the mission statements of publicly listed Central and Eastern European (CEE) companies are compared

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8

B. Casado-Díaz, Ana, Juan L. Nicolau-Gonzálbez, Felipe Ruiz-Moreno, and Ricardo Sellers-Rubio. "The differentiated effects of CSR actions in the service industry." Journal of Services Marketing 28, no. 7 (2014): 558–65. http://dx.doi.org/10.1108/jsm-07-2013-0205.

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Purpose – The purpose of this study is to attempt to explain why the impact of Corporate Social Responsibility (CSR) initiatives may be different and/or more important in service firms compared to manufacturing firms. CSR is becoming a common strategy, hence its extensive research. Central to it is the analysis of the effect of CSR on a firm’s performance, whose outcome depends on firm-specific and industry-related factors. Design/methodology/approach – The event study methodology is applied to all the 248 companies that have ever traded on the Spanish Stock Market between 1990 and 2007. A reg

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9

Shah, Shashank, and A. Sudhir Bhaskar. "Shareholder View vs Stakeholder View of a Firm: A Review." Paradigm 11, no. 2 (2007): 67–76. http://dx.doi.org/10.1177/0971890720070211.

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In recent times, there has been an increasing debate between various scholars, researchers, and academicians as regards which approach-shareholder-centric or stakeholder-centric-would be in the long-term interest of on organization. A number of arguments have been put forward both for and against each of these viewpoints. In this article, based on a preliminary literature review, an attempt has been made to highlight the viewpoints of various scholars about each of these approaches. Also, the supremacy of the stakeholder view of the firm as highlighted by many scholars has been identified and

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10

Machan, Tibor R. "Stakeholder vs. shareholder theory of the ethics of corporate management." International Journal of Economics and Business Research 1, no. 1 (2009): 12. http://dx.doi.org/10.1504/ijebr.2009.022762.

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11

Emiliani, M. L. "A mathematical logic approach to the shareholder vs stakeholder debate." Management Decision 39, no. 8 (2001): 618–22. http://dx.doi.org/10.1108/00251740110399521.

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12

Rose, Caspar. "Stakeholder Orientation vs. Shareholder Value—A Matter of Contractual Failures." European Journal of Law and Economics 18, no. 1 (2004): 77–97. http://dx.doi.org/10.1023/b:ejle.0000032771.22551.58.

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13

Blitz, Amy. "Surviving disruption: the grocer's tale." Journal of Business Strategy 42, no. 1 (2019): 13–22. http://dx.doi.org/10.1108/jbs-07-2019-0152.

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Purpose The US economy has undergone major macro disruption since the mid-1990s. Focusing on the retail grocery sector, this paper aims to compare the divergent strategies and outcomes of three key players to identify strategies that work vs those that do not during turbulent times, relevant to other sectors as well. Design/methodology/approach Using the S&P 500 from 1996 to 2019 as a case selection method, the paper compares A&P, which died in 2015, one of just 12 of the original 500 companies to do so during the period; Kroger, which has held strong and has stayed on the S&P 500

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14

Bouaziz, Wissem, and Abdelfettah Bouri. "Shareholder vs. stakeholder governance index and performance: evidence from the Tunisian quoted banks." International Journal of Business Performance Management 13, no. 3/4 (2012): 473. http://dx.doi.org/10.1504/ijbpm.2012.047306.

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15

Grassmann, Michael, Stephan Fuhrmann, and Thomas W. Guenther. "Drivers of the disclosed “connectivity of the capitals”: evidence from integrated reports." Sustainability Accounting, Management and Policy Journal 10, no. 5 (2019): 877–908. http://dx.doi.org/10.1108/sampj-03-2018-0086.

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Purpose Integrated reporting (IR) aims to provide disclosures of the connectivity of non-financial and financial value creation aspects. These disclosures are defined as the disclosed connectivity of the capitals resulting from integrated thinking. This paper aims to investigate the extent of disclosed connectivity of the capitals in integrated reports and its underlying managerial discretion by drawing on economic-based theories. Design/methodology/approach Regression analyses are applied to examine the associations between economic firm-level characteristics and the extent of disclosed conne

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16

Teti, Emanuele, Francesco Perrini, and Linda Tirapelle. "Competitive strategies and value creation: a twofold perspective analysis." Journal of Management Development 33, no. 10 (2014): 949–76. http://dx.doi.org/10.1108/jmd-08-2012-0100.

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Purpose – The purpose of this paper is to investigate whether the implementation of a defined competitive strategy – differentiation or cost leadership – brings about different value creation levels, where “value” is defined in a twofold perspective as “shareholder value” vs “stakeholder value” and “social capital”. Design/methodology/approach – A sample of 169 European companies is investigated. Simple linear regressions and t-tests for the equality of means are conducted. Findings – While no significant differences are found in the creation of value for the shareholders, firms following diff

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17

Bouaziz, Wissem, and Abdelfettah Bouri. "Efficiency of the banking governance: shareholder vs. stakeholder approach: application on the Tunisian quoted banks." International Journal of Economics and Business Research 3, no. 2 (2011): 192. http://dx.doi.org/10.1504/ijebr.2011.038795.

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18

Fierro Hernandez, Daniel, and Abubaker Haddud. "Value creation via supply chain risk management in global fashion organizations outsourcing production to China." Journal of Global Operations and Strategic Sourcing 11, no. 2 (2018): 250–72. http://dx.doi.org/10.1108/jgoss-09-2017-0037.

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Purpose The increased complexity of global supply chains and its inherent risk requires the re-evaluation of the SCRM discipline as a source of value creation for shareholders. This paper aims to unveil the areas that require more focus considering the point of view of Chinese manufacturers, and following a social constructivist approach oriented to fashion organizations outsourcing to China, unveil the elements driving the point of SCRM strategies. Design/methodology/approach The authors studied the existing body of knowledge related to SCRM and developed a model to quantify the influence of

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19

Boyar, Lee B., and Paquita Davis-Friday. "Assessing a golden opportunity: CEO performance at McDonald’s." CASE Journal 15, no. 5 (2019): 397–415. http://dx.doi.org/10.1108/tcj-12-2017-0118.

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Theoretical basis Financial accounting to assess stewardship: the case requires students to evaluate Thompson’s stewardship of McDonald’s, in part based on the company’s financial accounting information. Financial reporting performs an important societal role by helping control agency problems that arise from the separation of ownership and management. Since external stakeholders cannot “observe directly the extent and quality of managerial effort on their behalf […] the manager may be tempted to shirk […] blaming any deterioration of firm performance on factors beyond his/her control” (Scott,

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20

Chakraborty, Kaushik. "Impact of Financial Risk Ratios on Profitability of Multinational vs. Domestic Pharmaceuticals in India." International Journal of Risk and Contingency Management 3, no. 2 (2014): 54–68. http://dx.doi.org/10.4018/ijrcm.2014040105.

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The impact of financial leverage on the profitability position of the business firms under different financing alternatives and with varying levels of overall profitability is one of the most crucial issues in modern finance to sustain continuous improvement in financial performance. In fact, framing an appropriate capital structure with flexible equity and disciplined debt financing is an integral part of the entire corporate strategy to gain shareholder confidence and stakeholder support to achieve long run sustainability. No firm can ignore this aspect in the context of today's high-tech co

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21

Chilosi, Alberto, and Mirella Damiani. "Stakeholders vs. Shareholders in Corporate Governance." SSRN Electronic Journal, 2007. http://dx.doi.org/10.2139/ssrn.975293.

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22

Aluchna, Maria, and Olga Mikołajczyk. "Akcjonariusze vs. interesariusze. Przypadek raportowania zintegrowanego / Shareholders vs. stakeholders. The case of integrated reporting." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 436 (2016). http://dx.doi.org/10.15611/pn.2016.436.01.

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23

Allen, Franklin mname, Elena mname Carletti, and Yaniv mname Grinstein. "International Evidence on Firm Level Decisions in Response to the Crisis: Shareholders vs. Other Stakeholders." SSRN Electronic Journal, 2018. http://dx.doi.org/10.2139/ssrn.3096530.

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24

Ronnegard, David, and N. Craig Smith. "Shareholders vs. Stakeholders: How Liberal and Libertarian Political Philosophy Frames the Basic Debate in Business Ethics." SSRN Electronic Journal, 2011. http://dx.doi.org/10.2139/ssrn.1975752.

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25

Kotz, Hans-Helmut, and Reinhard H. Schmidt. "Corporate Governance of Banks – A German Alternative to the Standard Model." Zeitschrift für Bankrecht und Bankwirtschaft 28, no. 6 (2016). http://dx.doi.org/10.15375/zbb-2016-0608.

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AbstractThe paper provides an overview and an economic analysis of the development of the corporate governance of German banks since the 1950s, highlighting peculiarities – as seen from the meanwhile prevailing standard model perspective – of the German case. These peculiarities refer to the specific German notion and legal-institutional regime of corporate governance in general as well as to the specific three-pillar structure of the German banking system.The most striking changes in the corporate governance of German banks during the past 50 years occurred in the case of the large shareholde

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26

Hung, Jason. "Shareholder Primacy Theory vs. Stakeholder Theory." SSRN Electronic Journal, 2020. http://dx.doi.org/10.2139/ssrn.3564804.

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27

Vadakkepatt, Gautham G., Sandeep Arora, Kelly D. Martin, and Neeru Paharia. "EXPRESS: Shedding Light on the Dark Side of Firm Lobbying: A Customer Perspective." Journal of Marketing, May 20, 2021, 002224292110230. http://dx.doi.org/10.1177/00222429211023040.

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Firms spend a substantial amount on lobbying—devoting financial resources on teams of lobbyists to further their interests among regulatory stakeholders. Previous research acknowledges that lobbying positively influences firm value, but it has not examined the parallel effects for customers. Building on the attention-based view (ABV) of the firm, we examine these customer effects. Findings reveal that lobbying negatively affects customer satisfaction so that the positive relationship between lobbying and firm value is mediated by losses to customer satisfaction. These findings suggest a dark s

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28

"STAKEHOLDER VS. SHAREHOLDER DEBATE: SOME SKEPTICAL REFLECTIONS." Contemporary Readings in Law and Social Justice 9, no. 1 (2017): 7. http://dx.doi.org/10.22381/crlsj9120171.

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29

Ronnegard, David, and N. Craig Smith. "Shareholder Primacy vs. Stakeholder Theory: The Law as Constraint and Potential Enabler of Stakeholder Concerns." SSRN Electronic Journal, 2018. http://dx.doi.org/10.2139/ssrn.3165992.

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30

Haar, Brigitte. "Shareholder Wealth vs. Stakeholder Interests? Evidence from Code Compliance Under the German Corporate Governance Code." SSRN Electronic Journal, 2016. http://dx.doi.org/10.2139/ssrn.2875275.

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31

Bazzoun, Mohammed. "The Digital Economy." International Journal of Social Science and Economics Invention 5, no. 09 (2019). http://dx.doi.org/10.23958/ijssei/vol05-i09/157.

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Five major technology trends have collided to shape what is becoming known as the digital economy: Hyper-connectivity, supercomputing, cloud computing, cyber security, and smart products have created a world where the traditional boundaries of products vs. service offerings no longer exist. Individuals, businesses, and societies are connecting in real time, creating a world that is more collaborative, intelligent, and responsive. Fortunately, the oil and gas industry has been highly automated and digitized for decades. Yet the technology powering the digital economy is taking connectivit

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