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FIRM RESPONSES TO SECONDARY STAKEHOLDER ACTION.

Charles Eric Eesley · Michael James Lenox

34 citations0/0 files storedAcademy of Management Proceedings

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Corporate Social Responsibility Reporting Management and Organizational Studies Political Influence and Corporate Strategies

Abstract

In this paper, we explore the conditions under which secondary stakeholder groups are likely to elicit positive responses from firms that they make requests of. To this end, we build upon and advance Mitchell, Agle, and Wood's (1997) stakeholder saliency and identification framework by defining saliency in terms of actions not perceptions and by proposing that power, legitimacy, and urgency arise out of the nature of stakeholder-request-firm pairs. To test this framework, we build a unique dataset of over 650 secondary stakeholder actions within the United States all concerning environmental issues over the period 1971 to 2003.

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References

2010Strategic management a stakeholder approach 1995Managing Legitimacy: Strategic and Institutional Approaches 1995Toward a New Conception of the Environment-Competitiveness Relationship 2007The Social Responsibility of Business Is to Increase Its Profits 1948The Theory of Social and Economic Organization.1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications 1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance

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2011Responsabiliser les chaînes de valeur éclatées. Enjeux et limites 2013Exploring the Links between Stakeholder Type, and Strategic Response to Stakeholder and Institutional Demands in the Public Sector Context

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