Relevant bibliographies by topics / Theory of Stakeholder Identification and Salience ‪(TSIS)‬ / Journal articles
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Journal articles on the topic 'Theory of Stakeholder Identification and Salience ‪(TSIS)‬'

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Published: 7 June 2025
Last updated: 2 August 2025

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1

Khedmatgozar, Hamid Reza, Leila Namdarian, and Behrooz Rasuli. "Who or what really counts?‎ The application of BASEClass for stakeholder evaluation and classification." Management Decision 61, no. 7 (2023): 1966–97. https://doi.org/10.1108/MD-06-2022-0805.

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Purpose: The 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.‎ Methodology: In the first step, a set of solutions for the limitations and constraints of TSIS was extracted by holding three rounds of
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2

Beckman, Terry, Anshuman Khare, and Maggie Matear. "Does the theory of stakeholder identity and salience lead to corporate social responsibility? The case of environmental justice." Social Responsibility Journal 12, no. 4 (2016): 806–19. http://dx.doi.org/10.1108/srj-06-2015-0072.

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Purpose The purpose of this paper is to review a possible link between the theory of stakeholder identity and salience (TSIS) and environmental justice and suggest a possible resolution. Design/methodology/approach This is a conceptual paper which also uses examples from industry. Findings The TSIS is a common management approach that helps companies determine stakeholders’ priority in building relationships and making decisions. The weakness of this theory is that it suggests that stakeholders lacking power, legitimacy and urgency be de-prioritized. This can lead to vulnerable populations’ in
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3

Khurram, Shahzad, and Florent Pestre. "Rethinking the salience of not-for-profit and for-profit stakeholders of a firm." Society and Business Review 12, no. 2 (2017): 136–51. http://dx.doi.org/10.1108/sbr-09-2016-0051.

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Purpose Although Mitchell et al. (1997) recognize salience attributes as variables, the salience framework based on a dichotomous representation of salience attributes does not explain why, in some instances, a latent stakeholder is assigned more salience than a definitive stakeholder. This paper explains this riddle by bringing the debate to the organizational population level and suggests a new perspective for understanding the process of stakeholder identification and prioritization. Design/methodology/approach The authors compare two organizational populations, i.e. “for-profit and not-for
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4

Engelbrecht, J., and A. Thomas. "Changes in stakeholder dynamics and salience during a mining disaster." South African Journal of Business Management 48, no. 4 (2017): 71–81. http://dx.doi.org/10.4102/sajbm.v48i4.44.

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The objective of the study was to illustrate the consequences of management oversight, as an element of poor corporate governance, of timeous stakeholder identification and engagement during a South African mining crisis. A secondary objective was to apply Quantitative Narrative Analysis (QNA), a methodology thus far mainly used in sociological research, to the understanding of this governance problem.An historical event in the South African platinum mining industry, the Marikana mining disaster, served as the unit of analysis for this case study. By utilising QNA, changes in stakeholder dynam
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5

Wood, Donna J., Ronald K. Mitchell, Bradley R. Agle, and Logan M. Bryan. "Stakeholder Identification and Salience After 20 Years: Progress, Problems, and Prospects." Business & Society 60, no. 1 (2018): 196–245. http://dx.doi.org/10.1177/0007650318816522.

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To contribute to the continuing challenge of explaining how managers identify stakeholders and assess their salience, in this article, we chronicle the history, assess the impact, and evaluate the possibilities opened by Mitchell, Agle, and Wood (MAW-1997). We do so through two types of qualitative analysis, and also through utilizing a quantitative network analysis tool. The first qualitative analysis categorizes the major contributions of the most influential papers succeeding MAW-1997; the second identifies and compares the relevant issues with MAW-1997 at the time of initial publication an
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Mainardes, Emerson Wagner, Helena Alves, Mario Raposo, and Maria José Domingues. "Categorization by Importance of Universities StakeholdersHttp://Dx.Doi.Org/10.5585/Riae.V9i3.1681." Revista Ibero-Americana de Estratégia 9, no. 3 (2011): 04–43. http://dx.doi.org/10.5585/ijsm.v9i3.1681.

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Since the objective of this study was to categorize the importance of stakeholders from universities, this research focuses on the Stakeholder Theory by classifying the importance of the stakeholders. The Stakeholder Salience model studies university stakeholders, and is the basis for empirical research, undertaken with employees from 11 Portuguese Public Universities. After the exploratory identification of 21 stakeholders, we developed a questionnaire, which was sent to 18,257 employees from these 11 universities, resulting in 684 responses. The Stakeholder Salience model was used, but it ha
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7

Ahmed, Hafsa, and David A. Cohen. "Stakeholder attributes and attitudes during privatisation: a New Zealand case study." International Journal of Public Sector Management 32, no. 2 (2019): 157–74. http://dx.doi.org/10.1108/ijpsm-09-2017-0258.

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PurposeThe purpose of this paper is to focus on understanding of stakeholder attributes and attitudes towards privatisation. It examines the stakeholder attributes through the framework provided by Mitchellet al.(1997). By combining it with the concept of issue salience proposed by Bundyet al.(2013), it addresses the current gap in research on how stakeholders influence the process of privatisation.Design/methodology/approachThis research uses a process research approach to examine the privatisation process in New Zealand’s electricity industry in order to explore contexts, content and process
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8

Huml, Matt R., and Alicia M. Cintron. "Stakeholder status in the identification, prioritization and management of college athletic donors." Sport, Business and Management: An International Journal 11, no. 4 (2021): 451–71. http://dx.doi.org/10.1108/sbm-09-2020-0085.

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PurposeThe purpose of this study is to examine how athletic fundraising managers perceive status and seek to use status to identify, prioritize and manage stakeholders within college athletics.Design/methodology/approachTo test this purpose, the researchers use the Gioia methodology to interview 19 college athletic department fundraising officers within National Collegiate Athletics Association (NCAA) institutions. Following interviews, the data were analyzed by the researchers and structured within a first-order and second-order concept designation.FindingsInterviews show that status is an ef
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9

Siriwardhane, Pavithra, and Dennis Taylor. "Stakeholder prioritisation by Mayors and CEOs in infrastructure asset decisions." Journal of Accounting & Organizational Change 10, no. 3 (2014): 355–81. http://dx.doi.org/10.1108/jaoc-03-2012-0018.

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Purpose – The purpose of the study is to investigate differences between the perceptions of the Mayors and Chief Executive Officers (CEOs) of local government authorities (LGAs) with regards to the attributes of power, legitimacy and urgency of different identified stakeholder groups regarding their claims and needs concerning infrastructure assets. Stakeholder groups are categorised into those at the public level and those at higher-tier government level. Design/methodology/approach – A survey of 420 LGAs throughout Australia was undertaken using an instrument developed from the constructs in
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10

Mitchell, Ronald K., Bradley R. Agle, and Donna J. Wood. "Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts." Academy of Management Review 22, no. 4 (1997): 853. http://dx.doi.org/10.2307/259247.

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11

Mitchell, Ronald K., Bradley R. Agle, and Donna J. Wood. "Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts." Academy of Management Review 22, no. 4 (1997): 853–86. http://dx.doi.org/10.5465/amr.1997.9711022105.

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12

Hassan, Aminu, and Reza Kouhy. "From environmentalism to corporate environmental accountability in the Nigerian petroleum industry." International Journal of Energy Sector Management 9, no. 2 (2015): 204–26. http://dx.doi.org/10.1108/ijesm-05-2014-0008.

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Purpose – The purpose of this paper is to explore firm–stakeholder environmental accountability relationship in the Nigerian oil and gas industry. Design/methodology/approach – The paper develops, from the interdisciplinary literature, a normative framework that links the dominant environmentalism paradigm to the business-firm-causality environmental philosophy. The link is underpinned by the theory of stakeholder identification and salience to enable the identification and evaluation of the importance placed on each environmental stakeholder group by oil and gas companies in the Nigerian oil
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13

Othman, Radiah, Fawzi Laswad, and Nirmala Nath. "Local councils’ environmental sustainability reporting: who really counts?" Pacific Accounting Review 29, no. 4 (2017): 469–89. http://dx.doi.org/10.1108/par-11-2016-0108.

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Purpose The purpose of this paper is to examine local councils’ response to the Environmental Reporting Act 2015(ERA), stakeholder identification and implications for the state of the environment management and monitoring of by local councils in New Zealand. Design/methodology/approach Informed by stakeholder salience theory, this study uses an interpretative approach in analysing survey data collected from all 78 local councils. Ninety-two key individuals responded to the survey which was administered a month before the Environmental Reporting Bill was passed as an Act. Findings The findings
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14

Song, Yuanyang, Peter T. Gianiodis, and Yuanxu Li. "Institutional Ownership and Corporate Philanthropic Giving in an Emerging Economy." Management and Organization Review 12, no. 2 (2016): 357–85. http://dx.doi.org/10.1017/mor.2015.33.

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ABSTRACTIn this study, we examine the effect of institutional ownership on corporate philanthropy in China, an emerging economy. Employing stakeholder identification and salience theory, we posit that institutional ownership positively influences corporate philanthropy, which varies for different types of institutional investors. We further argue that institutional ownership's influence is stronger when philanthropy is aligned with firm goals. Using data from Chinese publicly listed firms, we find a positive effect of institutional ownership on philanthropy, and this effect is stronger for dom
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15

Khedmatgozar, Hamid Reza, Leila Namdarian, and Behrooz Rasuli. "Who or what really counts? The application of BASEClass for stakeholder evaluation and classification." Management Decision, March 21, 2023. http://dx.doi.org/10.1108/md-06-2022-0805.

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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 w
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16

Tiew, Fidella, Kirsten Holmes, and Nigel de Bussy. "Investigating Stakeholder Salience across the Event Management Lifecycle." Event Management, 2022. http://dx.doi.org/10.3727/152599522x16419948390925.

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A key feature of events is their temporal lifecycle, yet previous studies have not distinguished between different stages of this lifecycle and the relative salience of stakeholders to event managers across the event lifecycle. This study uses a case study research design informed by Mitchell et al.’s theory of stakeholder identification and salience to examine stakeholder salience across the event lifecycle using six case studies of tourism events in East Malaysia. The study identified that resource power alone dictated the most salient stakeholders, who had non-substitutable and event-specif
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17

Corazza, Laura, Dario Cottafava, Daniel Torchia, and Amandeep Dhir. "Interpreting stakeholder ecosystems through relational stakeholder theory: The case of a highly contested megaproject." Business Strategy and the Environment, October 29, 2023. http://dx.doi.org/10.1002/bse.3601.

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AbstractManaging stakeholders' concerns in megaprojects with an inclusive and ethical vision is a current open challenge. To overcome company‐centered stakeholder‐management practices, an ecosystem view, (i.e., one based on the network of relationships among involved stakeholders), should be adopted by designing bottom‐up participatory stakeholder mapping processes that include the stakeholders affected by the construction of a megaproject. This paper presents an analysis of the stakeholder ecosystem of a contested megaproject in Italy (the Turin–Lyon high‐speed rail) aimed at identifying simi
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18

Do Manh, Thai, Duong Dang, Morten Falch, Tuan Tran Minh, and Tuyen Vu Phi. "The role of stakeholders and their relationships in the sustainability of telecentres." Digital Policy, Regulation and Governance, February 2, 2023. http://dx.doi.org/10.1108/dprg-05-2022-0042.

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Purpose This paper aims to examine the role of stakeholders and their relationships in the sustainability of telecentres in Vietnam through the lens of stakeholder theory. Design/methodology/approach This study methodologically adopted a qualitative case study to identify stakeholders that have been involved in telecentres in Vietnam. It then categorizes those stakeholders’ salience through the lens of stakeholder identification and salience theory. Secondary data and interviews were used as data sources for the present paper. Findings The authors identify six main stakeholders that have been
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