Actor‐networking stakeholder theory for today's corporate communications

Abstract

Purpose The purpose of this paper is to suggest a need to widen stakeholder theory to include non‐human influences to better describe the complex corporate environment. Drawing from actor‐network theory, non‐human entities may “translate” new, unexpected stakeholders to support their aims. Design/methodology/approach The paper employs a theoretical conceptual approach with three illustrative examples. Findings The examples provided show that corporate crises result partly from previously unacknowledged non‐human spheres of influence and cause corporations serious losses. Corporations that take a proactive stance and monitor the weak signals of change are able to improve their standing and maintain legitimacy. Research limitations/implications The framework created requires more testing with different examples across contexts and cultures. Future studies should examine the process of translation more deeply and examine who can potentially be translated into a stakeholder. Practical implications Corporate communication should play “the devil's advocate” on issues and analyze not only stakeholders, but also non‐human entities that may be able to translate others into joining their cause. Originality/value This paper broadens stakeholder theory to better describe the current corporate environment by highlighting the process of translation among stakeholders and non‐human entities.

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