Index

Citation (2017), "Index", Stakeholder Management (Business and Society 360, Vol. 1), Emerald Publishing Limited, Bingley, pp. 277-286. https://doi.org/10.1108/S2514-175920170000013 Publisher: Emerald Publishing Limited Copyright © 2017 Emerald Publishing Limited INDEX “Add-on”, 251 Agency theory, 90, 102, 252 conventional, 77 of value creation, 80–82, 89 Altruism, 78, 81, 227, 260 reciprocal, 236, 237 American social-economic revolution, 135 Appraisive in nature, ECC, 26–27 Aspirational justification, 14 “Balanced scorecard”, 11 Bandwagon effect, 144 Barney’s arguments, 149 B corporation, 84 Behavioral stakeholder theory challenge, 11–12 Betweenness centrality, 117–118 Big Three of ethical theories, 16 Bilateral monopoly, 87 Brokerage, 118 Business, 2–3, 6, 11, 49, 81 “business as relational” approach, 3 decisions, 53 ethics, 18 executives and directors, 75 model, 8, 9 models project, 13 for pragmatist, 17 supply chain from customers to suppliers, 4 Capitalism, 3, 6, 12, 16, 17, 69 free market, 91, 290 Caring, 65 Case selection, 165–166 Character, argument from, 16 Chronology of stakeholder salience research, 128–134 Claimant group, 29–30 Claimant stakeholder, 34–35 Classification systems, 28 classification model of stakeholder theory definitions, 36–37 examples of approaches to sort stakeholder definitions, 29 MPD of stakeholder identification, 32 MPRA of stakeholder identification, 33 SPD and SPRA of stakeholder identification, 31 stakeholder hyponyms, 34–35 systematic and comprehensive classification, 30 typology of stakeholder definitions, 38 unclassifiable definitions, 39 See also Stakeholder theory Classification theory, 30 Closeness centrality, 117 Co-creation of value, 84–86 Coercive power, 141 Collaborator stakeholder, 35 Colonial experiences, 174 Combinatory definition, 38 Combinatory group, 30 Common core, 26 Common ground, 252–254 between strategy and stakeholder theory, 255–258 Communities, 4, 5, 167, 193 Conceptual enquiry, 23, 26 Conceptualizations of relationships, 108 Consequences argument from, 14–15 to society. See Social consequences Consumer surplus, 78 Consumer–producer interaction, 79 Contestability, 26 Context context-based moderators of salience, 142 data collection, 166 design, case selection, and data, 165–166 research on salience in, 141–143 transferability and generalization, 166–167 Continental philosophers, 16 Contractarian ethics, 60–64 Contractarian stakeholder theories, 61–62 “Contractualist fallacy”, 63 “Contributors”, 254–255 Conventional accounting systems, 7 Convergence, 252–254 Corporate citizenship, 135 Corporate social performance (CSP), 82 Corporate social responsibility (CSR), 15, 81, 125, 127, 135, 251 Corporate social responsiveness, 125 Corporate stakeholder responsibility, 15 Corporate strategy, 254 Creating shared value (CSV), 76, 84–86 Creative destruction, 80 CSP. See Corporate social performance (CSP) CSR. See Corporate social responsibility (CSR) CSV. See Creating shared value (CSV) Customers, 4 Data, 165–166 collection, 166 “Definitive” organizational stakeholder, 164 Degree centrality, 115–117 Deontology, 68 Dependent stakeholders, 195 Derivative stakeholders, 192 Descriptive approach, 163 Descriptive justification, 14 Descriptive theories, 27, 90 Design, 165–166 “Dichotomize” business, 52–53 Differentiation, 266 Dimensions of salience, 164 Discourse of business and ethics, 52 insights from discourse ethics, 208–210 about stakeholder theory, 190 Discretionary stakeholders, 195 Discretionary supportive behaviour. See Prosocial behaviour “Divide and rule” approach, 165 Dominant model normative stakeholder theory and intrinsic worth, 54–56 separation fallacy, 51–54 Dominant stakeholders, 195 ECC. See Essentially contested concept (ECC) Economic assumptions, 144–145 Economic theory, 50 Economic value, 79 Economic value added (EVA), 76, 87–88 Effort-performance expectancy (E-P expectancy), 230, 231 Egocentric martyrdom, 198 Empirical judgments, 50–51 Employees, 4 Entitleds , 199 “Entity convention”, 10 Entrepreneurial theory of value creation, 82 Environmental harm, 198 E-P expectancy. See Effort-performance expectancy (E-P expectancy) Equal treatment, 55–56 Equity sensitivity in stakeholder behaviour, 223–228 Essentialism, 30 Essentially contested concept (ECC), 23 stakeholder as, 26–28 Ethical theory challenge, 14 Ethics, 35, 78, 260 EVA. See Economic value added (EVA) Evil stakeholder strategies, 262–264 Exchange ideology and stakeholder behaviour, 228–230 Executives, 5 compensation, 13 Expectancy theory and stakeholder behaviour, 230–231 Expectations-based approach, 162, 176–178 Explicit claimant, 25 Extensive knowledge of field, 30–31 “Factual” decisions, 53 Fairness, 200–203 as normative foundation, 195–200 Fairness-based perspective loosening assumptions, 222–223 equity sensitivity in stakeholder behaviour, 223–228 on stakeholder behaviour, 219–222 Feminist ethics, 64–66 Firm, 79, 80, 81, 216 stakeholder action against, 217, 220, 221 constraint on, 230–231 theory of, 76 Focalness, 113 Free market capitalism, 91, 290 Frooman’s approach, 232 “Future-forward” approach, 3 Generalization, 166–167 “Generosity”, 163 Goodwill, 261 Great Complex. See Hydropower James Bay project Great Whale Project, 160–161, 171 Human nature, stakeholders and, 260–262 Hume’s analysis, 52 Hydro-Québec and Cree case study, 167 announcement of world’s largest hydroelectric systems, 168–170 crisis around second phase of James Bay hydroelectric project, 171–173 deterioration of relations, 170–171 episodes, 167–168 Hydroelectric project, 165 Hydropower James Bay project, 168 Hypernorms, 62–64 IABS. See International Association for Business and Society (IABS) IC. See Intellectual capital (IC) IG. See Interest Group (IG) Illegitimate stakeholder, 191 “Impact investing”, 251 Impartiality criterion, 201 Implicit claimant, 25 Inclusiveness, 145–146 Influencer group, 29–30 influencer-based definitions, 37 stakeholder, 34 Instrumental approach, 162–163 justification, 14 stakeholder theory, 215 theories, 27, 90 Integration opportunities, 146, 148 Integrative social contracts theory (ISCT), 62 Intellectual capital (IC), 79 Intellectual tension, 258 Interactive framework, 137–139 Interactive salience, 143 Interest Group (IG), 255 Interest-based view of stakeholder action, 218–219 Interest-related influences stakeholder behaviour, 230 Internally complex, 26–27 International Association for Business and Society (IABS), 124 International law, 50–51 Interorganizational field, 103 “Intra-corporate marketplace”, 144–145 Intrinsic worth, 54–56 “Investor centered” approach, 11 “Iron Law of Responsibility”, 135 ISCT. See Integrative social contracts theory (ISCT) James Bay and Northern Quebec Agreement (JBNQA), 169 “Joint value creation”, 259 Justice, 200–203 Kant’s Second Formulation of the Categorical Imperatives, 57 Kantian ethics, 57–60 Kantian moral theory, 55–56 Kantian stakeholder theory, 58–60 KPMG, 88 Leavitt–Scott conceptualization, 138 Legality, 176 Legitimacy, 126, 163, 176 Phillips on, 203–205 Legitimate, 192 Local communities, 167 Mainstream stakeholder theory, 165 Managerial justification, 14 Managerial perceived determinants (MPD), 31 Managerial Perceived Relationship Attributes (MPRA), 31, 33 Managerial stakeholder theory, 77 of value creation, 82–84 “Managing for stakeholders”, 3 Marginal stakeholders, 190–192, 196 business attitudes towards, 198–199 case study, 206–208 fairness, 200–203 as normative foundation, 195–200 insights from discourse ethics, 208–210 justice, 200–203 morality of stakeholder theory, 192–195 Phillips on legitimacy, 203–205 reciprocity, 200–203 See also Stakeholder(s) Mere means, 53, 55, 58 Meta-theory, 23 Microsocial norms, 62 Ministry of Health and Family Welfare (MoHFW), 111 Ministry of Women and Child Development (MowCD), 111 Morality of stakeholder theory, 192–195 MPD. See Managerial perceived determinants (MPD) MPRA. See Managerial Perceived Relationship Attributes (MPRA) “Names and faces” approach, 260 Negotiated-order perspective, 174–176 theory, 161 Negotiations, 174 Nestlé’s Maggi noodles product, 112 Net benefits, array of, 82–83 Net operating profit after taxes (NOPAT), 88 “Net societal value”, 82 Network brokers, 118 Network density influences stakeholder, 126 Network status, 118 New York Power Authority (NYPA), 172 Non-action, 232 ‘Non-facilitating’ behaviour, 221 Non-governmental agencies, 208 ‘Non-improving’ behaviour, 221 Non-stakeholder, 191 “Non-state market-driven” governance systems, 208 Nonprice buyer value, 79 “Nonsense on stilts”, 204 NOPAT. See Net operating profit after taxes (NOPAT) Normative approach, 162–163 “Normative core”, 51, 56, 195, 265–266 contractarian ethics, 60–64 feminist ethics, 64–66 Kantian ethics, 57–60 pragmatism, 67–70 Normative criticisms normative stakeholder theory and intrinsic worth, 54–56 separation fallacy, 51–54 Normative foundation, fairness as, 195–200 Normative judgments, 50–51 Normative justification, 14 Normative power, 141 Normative stakeholder theory, 49 contractarian ethics, 60–64 feminist ethics, 64–66 Kantian ethics, 57–60 normative cores, 56 normative criticisms of shareholder-centric, dominant model, 51–56 pragmatism, 67–70 stakeholder theorists, 50–51 See also Stakeholder theory Normative theories, 27, 90 Normatively legitimate stakeholder, 197 Nutrition Stakeholder Network in India (2012), 112 NYPA. See New York Power Authority (NYPA) “Occupy Wall Street” movement, 250 Odeyak, 171–172 Open in character, 27 Optimal development, 28 Organizations organizational management theory, 35 organizational wealth, 83 stakeholders, 216 Organization–stakeholder relationship, 26 Original exemplar of stakeholder theory, 37 Pareto optimality standard, 148–149 Performance-outcome expectancy (P-O expectancy), 230, 231 Philosophical pragmatism, 70 Pluralistic society, 67–68 Porter and Kramer theory, 85 Power, 126, 140, 163 Pragmatism, 67–70 pragmatists, 67 argument, 16–18 Present-day mobilization, 231 prima facie , 200 Principles of stakeholder capitalism, 193 “Prisoner’s dilemma”, 15 Producer surplus theory, 80, 82 Proper incentives, 13 Proprietary convention, 10 Prosocial behaviour, 217, 221, 222, 226–228, 230, 233 Proximity, 139 principle, 66 Public policy challenge, 12–13 Punitive stakeholder behaviour, 222, 236, 240 Quid pro quo , 202 Recipient stakeholder, 35 Reciprocal altruism, 236 Reciprocity, 191, 197, 200–203, 228 Redistributor, 13 Regulator, 13 Relational approach, 262 Relational legacies, 173 Relational principle, 66 Rent, 87 seeking, 80 Reporting, 11 Resource dependence in stakeholder behaviour, 231–234 theory, 140 Rights, argument from, 15–16 Risk management, 216 Salience assumptions, research on, 141 Sarbanes–Oxley Act, 13 Satisfaction measure, 13 Scholars, 135 Self-restraint, 261 Semi-structured interviews, 166 “Sentience”, 55–56 Separation fallacy, 51 “Separation thesis”, 51–52, 54–55, 192 Shareholder theory, 54, 265 Shareholder value, 89 Shareholder-centric model normative stakeholder theory and intrinsic worth, 54–56 separation fallacy, 51–54 SIM. See Social Issues and Management (SIM) Simpliciter, 199 Single theory, 265–266 SMS. See Strategic Management Society (SMS) “Social accounting”, 11 Social capital, 104, 115 Social consequences, 15 Social contract, 60–61 theory, 61 Social identity in stakeholder behaviour, 234–235 Social Issues and Management (SIM), 253 Social network, 102 approach, 175 power for stakeholders, 114 betweenness centrality, 117–118 closeness centrality, 117 degree centrality, 115–117 network status, 118 research, 109 researchers, 103 theory, 141 and tools, 102 thinking enhancing stakeholder research, 106 “Social Responsibility of Business is to Increase Profits”, The (1970), 50 Social value, 76 SPD. See Stakeholder perceived determinants (SPD) Spirit of capitalism, 17 SPRA. See Stakeholder perceived relationship attributes (SPRA) SSIG. See Stakeholder Strategy Interest Group (SSIG) “Stake”, 35 options, 13 Stakeholder “genre”, 69 Stakeholder action, 216 against firm, 217, 220, 221 constraint on, 230–231 future directions, 238–241 interest-based view, 218–219 interest-driven view, 234 punitive, 240 Stakeholder attributes, 135, 143 cumulation approach, 143–144 research on, 139–140 Stakeholder behaviour equity sensitivity in, 223–228 exchange ideology and, 228–230 expectancy theory and, 230–231 fairness-based perspective, 219–222 interest-related influences, 230 resource dependence in, 231–234 social identity in, 234–235 strong reciprocity in, 236–237 Stakeholder management, 1–2, 160 model, 165 theory, 161 Stakeholder mobilization. See Stakeholder action Stakeholder perceived determinants (SPD), 31 Stakeholder perceived relationship attributes (SPRA), 31 Stakeholder prioritization work, 123–124, 135–136 Stakeholder salience, 135, 139–143, 159, 179–183 context and method, 165 data collection, 166 design, case selection, and data, 165–166 transferability and generalization, 166–167 economic assumptions, 144–145 framework, 160–161 Great Whale Project, 160 Hydro-Québec and Cree case study, 167–173 inclusiveness, 145–146 integration opportunities, 146 model, 141 positioning stakeholder thinking, 173–174 possibilities, 146–149 research, 123–124 chronology of, 128–134 integrating stakeholder prioritization work, 147 in review, 143–149 shifting focus from stakeholders to expectations-based approach, 176–178 stakeholder prioritization work and, 139 interactive salience, 143 research on salience assumptions, 141 research on salience attributes, 139–140 research on salience in context, 141–143 stakeholder thinking, 159–160 static view of stakeholders, 174–176 strengths and contributions, 143–144 theoretical background, 162–165 Stakeholder Strategy Interest Group (SSIG), 255 Stakeholder theory, 1, 2, 22, 56, 62–63, 65, 89, 125, 164–165, 190, 194–195, 216, 251 argument from character, 16 argument from consequences, 14–15 argument from rights, 15–16 behavioral stakeholder theory challenge, 11–12 business, 3 common ground with strategy theory, 255–258 discourse about, 190 ethical theory challenge, 14 as “genre” rather than single theory, 265–266 meta-theory for, 23 morality, 192–195 Pragmatist’s argument, 16–18 public policy challenge, 12–13 stakeholder accounting challenge, 10–11 stakes, 3–6 tensions with strategy theory, 258–265 total performance challenge, 7–10 value creation, 3 See also Classification systems; Normative stakeholder theory Stakeholder work, 124–125, 138 chronology of stakeholder salience research, 128–134 interactive framework, 137–139 stakeholder awareness work, 125–126 stakeholder engagement work, 136–137 stakeholder identification work, 126–127 stakeholder understanding work, 127–135 study of work, 124 Stakeholder(s), 24–26, 55, 64, 191, 218 accounting challenge, 10–11 awareness work, 125–126 benefits and harms, 191 cooperation, 193 definitions, 22, 29–30 dependent, 195 discretionary, 195 as ECC, 26–28 engagement, 136–137, 193 expectations, 177 and human nature, 260–262 identification work, 126–127 illegitimate, 191 legitimacy, 140 literature, 51, 193–194, 252–253 power, 140 principles of stakeholder capitalism, 193 responsibility, 193 stakeholder research, value creation theory in, 89–91 static view of, 174–176 themes in strategic management research, 254–255 theorists, 50–51 thinking, 159–160 positioning, 173–174 understanding work, 127–135 urgency, 139 and value creation, 258–260 See also Marginal stakeholders Stakeholders and networks, 101–103 embracing multiple, interdependent stakeholder interactions, 110–113 environmental view, 104–106 power of, 103 advantages for some actors, 103–104 organizations exist within external network of relationships, 103 to strategic actions, 104 power of social networks for stakeholders, 114–118 social network thinking enhancing stakeholder research, 106 transforming focal from assumption to variable, 113–114 understanding of relationships, 106–110 Stakes, 3–6 Strategic management, 252, 262–263 common ground, 252–254 between strategy and stakeholder theory, 255–258 convergence, 252–254 stakeholder themes in strategic management research, 254–255 tensions, 252–254 between strategy and stakeholder theory, 258–265 Strategic Management Society (SMS), 136–137 Strategy, 260 common ground with stakeholder theory, 255–258 tensions with stakeholder theory, 258–265 Strong reciprocity in stakeholder behaviour, 236–237 Structural context, 174 Suppliers, 4 Supportive stakeholder behaviour. See Punitive stakeholder behaviour TBL. See Triple bottom line (TBL) Tensions, 252–254 between strategy and stakeholder theory, 258–265 Theoretical boundary conditions, 264–265 Theory of firm, 76 Ties, 106–110 multiplexity, 107 Total performance challenge, 7 conditions, 8 conventional accounting systems, 7 getting to and redefining trade-offs, 10 Total Value Created (TVC), 7 “Trade-off functions”, 9 Traditional moral theory, 64, 67 Transferability, 166–167 Tripartite agreement, 169 Triple bottom line (TBL), 11, 76, 83 True Total Cost of Ownership (True TCO), 88 True total cost of ownership, 87–88 TVC. See Total Value Created (TVC) Urgency, 126, 163 principle, 66 Utilitarianism, 68 utilitarian power, 141 utilitarians, 56 Value, 77–80, 266 appropriation, 86–87 capture, 86–87 co-creation. See “Joint value creation” destruction, 76 theory, 77 Value creation, 76 agency theory of, 80–82 managerial stakeholder theory of, 82–84 stakeholders, 258–260 engagement, 136 theory, 3 Value creation theory agency theory of value creation, 80–82 co-creation of value, 84–86 CSV, 84–86 EVA, 87–88 managerial stakeholder theory of value creation, 82–84 in stakeholder research, 89–91 true total cost of ownership, 87–88 Value-balance-accountability (VBA), 82 Value-based management (VBM), 87 Variously describable ECC, 27 “Veil of ignorance”, 201 Voluntariness, 197 Wealth, 83 “Weapons of the weak”, 167 Book Chapters Prelims Five Challenges to Stakeholder Theory: A Report on Research in Progress Stakeholder Theory Classification, Definitions and Essential Contestability Normative Stakeholder Theory Value Creation Theory: Literature Review and Theory Assessment The Power of and in Stakeholder Networks Stakeholder Prioritization Work: The Role of Stakeholder Salience in Stakeholder Research Challenging Stakeholder Salience: Lessons from Dormant Local Stakeholders Regarding Marginal Stakeholders Stakeholder Action: Predictors of Punitive and Prosocial Stakeholder Behaviours Toward a More Productive Dialogue between Stakeholder Theory and Strategic Management About the Editors Index

Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.