A Case Study of Stakeholder Identification and Prioritization by ManagersMilena M. Parent, David L. Deephouse2007-08-17articleJournal of Business Ethics437 citationsgreenNo readable copy stored yet — this record is metadata only.Corporate Social Responsibility ReportingManagement and Organizational StudiesCorporate Social Responsibility and SustainabilityAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 437 citations exist upstream.References2010Strategic management a stakeholder approach1995Managing Legitimacy: Strategic and Institutional Approaches1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders1995Institutions and organizations1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance1999WHO MATTERS TO CEOS? AN INVESTIGATION OF STAKEHOLDER ATTRIBUTES AND SALIENCE,CORPATE PERFORMANCE, AND CEO VALUES.Cited by2012An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications2011Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification2011Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool2015In Pursuit of a ‘Single Source of Truth’: from Threatened Legitimacy to Integrated Reporting2014Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision2015Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory2018Stakeholder Identification and Salience After 20 Years: Progress, Problems, and Prospects2015Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value