Building Stakeholder Theory with a Decision Modeling Methodology

Abstract

This article focuses stakeholder theory on that critical juncture where stakeholder relationships and corporate policy decisions converge. A case study methodology is described that permits detailed analyses of multiple stakeholders’ objectives; it is suitable for studies of major corporate strategic decisions that are complex, controversial, involve multiple stakeholders, and require strategic trade-offs. The methodology is applied here to the dramatic decision by a Pacific Northwest forest company to phase out traditional clear-cut harvesting methods of old-growth forests. The study’s findings point to new research questions and have theoretical implications for a finer grained conceptualization of stakeholder groups, stakeholder objectives, and stakeholder issues.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 150 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.