A Five-Sided Model Of Stakeholder Influence

Ricardo Corrêa Gomes · Joyce Liddle · Luciana de Oliveira Miranda Gomes

67 citations0/0 files storedPublic Management Review

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Public Policy and Administration Research Public Policy and Governance Public Administration and Political Analysis

Abstract

This article aims to contribute to stakeholder theory by comparing the arena in which public managers make decisions. The description is based on a cross-national investigation carried out in England (2002) and in Brazil (2006). It offers descriptive and normative contributions about how Brazilian and English public sector managers perceive stakeholder influence. The analysis is depicted into a model that helps to evaluate the effect of stakeholder influences on decision making. According to this model, managers make decisions regulated, collaborated, oriented, legitimized and inspected by some influential stakeholders that need to be taken into account in their performance management.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 2010Strategic management a stakeholder approach 2011External Control of Organizations: Resource Dependence Perspective 1979The Social Psychology of Organizations.1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 1979The External Control of Organizations: A Resource Dependence Perspective 1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications

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