In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable. In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships. While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships. Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholder Strategy is the first book to provide a detailed explanation of how to conduct stakeholder audits and social audits so that companines can evaluate their relationship-building success and keep on track.

This Encyclopedia provides a comprehensive overview of the most important concepts of stakeholder theory and management in business and public administration. It identifies that stakeholders are essential for value-creation in democratic societies.

This book brings together leading scholars in the field of stakeholder management to bring to light new and cutting edge perspectives on this important field. It is intended as a resource for both emerging and established scholars to create innovative advances in stakeholder management.

The main objective of this book is to provide an innovative set of concepts and tools regarding company management, internal and external stakeholders and social responsibilities, reflecting the necessities and opportunities generated by the digital transformation, the transition to a knowledge-based economy, and the COVID-19 crisis. The book, based on a holistic vision and contextual approach of business, contributes to the development of company management and stakeholder and social responsibility theories and practices, being structured in 12 chapters. The original company management vision, approaches, and tools are based on three pillars: a new "manager–relevant stakeholder" rather than "manager–subordinate" managerial paradigm; a new type of company social responsibility rather than corporate social responsibility; and a new concept of company-relevant stakeholder rather than that of salient stakeholders. The book contains two innovative managerial mechanisms: the managerial synapse and company-relevant stakeholders-based management system able to help companies and stakeholders face successfully the challenges of digital transformation and the COVID-19 crisis and to generate greater organization functionality and performance. The book will be of interest to company managers and management specialists, management academics, consultants and researchers, and MBA students interested in a style of management with social responsibility at the forefront.

Stakeholder thinking in marketingStakeholder thinking is becoming a "core" part of marketing as well as other businessrelated disciplines. A search of the business source primmer database found that priorto 1995 there are 58 articles using the term stakeholder in their title and 27 academicmarketing related articles with stakeholder as a key term. The interest in stakeholdertheory has however grown rapidly, between January 2000 and November 2004 therewere 228 articles using stakeholder theory in the title and 140 academic marketingrelated journal articles that examined stakeholder issues. In fact the American Marketing Association's (AMA, 2004) new definition ofmarketing expressly incorporates our responsibility to consider how marketingactivities impact stakeholders:Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways thatbenefit the organization and its stakeholders. Thus the AMA has recognised the core role of stakeholder thinking. While there is an increased interest in stakeholder thinking in marking, anexamination of the literature would seem to suggest that there is no unified view ofhow stakeholder thinking can be or should be integrated into theory or practice. Manyof the stakeholder works, marketing and in other disciplines, still focus on the socialand ethical impacts of stakeholders. This may have been where much off stakeholderthinking initially gained its prominence, but it is a broader strategic tool that canbenefit a range of areas and was in fact the focus of Freeman's (1984) original work inthe area. This is not to suggest that the general strategic implications of stakeholderthinking are not being consider, as an increasingly number of works are looking atstakeholder implications in regards to exchange networks, relationship marketing, andother issues related to strategy development. The papers in this special issue have considered a range of varying perspectivesincluding: corporate social responsibility, the impact of interacting with stakeholders, relationship issues, and broader discussions of stakeholder theory as a strategic tool. These papers have taken a diverse range of perspectives including conceptual works, case studies, qualitative approaches, and various empirical approaches to examiningthe issues of interest within various pieces. The scope of papers included in the special, as well as those not included, identifies the breadth of relevance stakeholder thinkinghas for the application of all aspects of marketing theory and practice. The question of how stakeholders and stakeholder theory can be considered inorganisational activities and marketing theory is an issue that most certainly seems towarrant further consideration. The works in this special issue have advanced thisdebate and identified some directions that could be considered. Stakeholder thinking ishowever not necessarily a paradigm shift in marketing thinking, although some mightbelieve it is, but rather it broadens existing concepts such as relationship marketing, network theory, organisational social responsibility and other areas. Hopefully thepapers presented in this special issue will encourage others to consider the inclusion ofstakeholders into broader areas of marketing. Any special issue editor has to thank a range of people for assistance withdeveloping the special issue. I would like to thank Audrey Gilmore and David Carson, editors of EJM, for allowing the special issue to be developed. Their input through theprocess has been invaluable. I would also like to thank the many authors ofunsuccessful papers for submitting their work. It was of course impossible to includeall papers in the special issue, but the breadth of coverage, in regards to topics andgeographic areas would seem to demonstrate the growing interest in stakeholderthinking within marketing. Lastly, it is imperative that I thank the reviewers, withouttheir assistance the special issue would not have been possible. The following peoplereviewed papers for the special issue:. Anupam Jaju - Gorge Mason University;. Bill Kilbourn - Clemson University;. Bob Heiser - New Mexico State University;. Catherine Elder, eabode@visi.net . ;. Cathy L. Hartman - Utah State University;. David Waller - University of Technology Sydney;. David Stewart - Monash University;. Devashish Pujari - McMaster University;. Dr Russell Casey - Clayton State University;. Duane Windsor - Rice University;. Edwin R. Stafford - Utah State University;. Felix Mavondo - Monsah University;. Frank de Bakker - University of Amsterdam;. Hamish Ratten - University of Queensland;. J. Tomas Gomez Arias - St Mary's College of California;. Jeanne M. Logsdon - University of New Mexico; . John F. Mahon - University of Main;. John Stanton - University of Western Sydney;. Kamal Ghose - University of South Australia;. Kelly Strong - Iowa State University;. Kirk Davidson - Mount St Mary's University;. Kim E. Schatzel - University of Michigan-Dearborn;. Les Carlson - Clemson University;. Linda McGilvray - Massey University;. Marie-Louise Fry - University of Newcastle, Australia;. Mary McKinley - ESCEM School of Business and Management;. Michael Beverland - Monsah University;. Michael Hyman - New Mexico State University;. Mike McCardle - Western Michigan University;. Mike Reid - Monash University;. Nick Grigoriou - Royal Melbourne Institute of Technology;. Peter Scholem - Monash University;. Rita Ferreira - University of Navarra;. Romana Garma - Victoria University, Australia;. Ruhi Yahan - Victoria University, Australia;. Rujirutana Mandhachitara - Long Island University;. Sabrina Helm - Heinrich-Heine University, Duesseldorf;. Scott Vitell - The University of Mississippi;. Sema Sakarya - Bogazici University;. Srikanth Beldona - University of Delaware;. Stacey Hills - Utah State University;. Taras Danko - National Technical University;. Ulrich Orth - Oregon State University; and. William E. Martello - St Edwards University. Michael Jay PolonskyGuest EditorPreviously published in: European Journal of Marketing, Volume 39, Number 9/10, 2005

In 1984, R. Edward Freeman published his landmark book, Strategic Management: A Stakeholder Approach, a work that set the agenda for what we now call stakeholder theory. In the intervening years, the literature on stakeholder theory has become vast and diverse. This book examines this body of research and assesses its relevance for our understanding of modern business. Beginning with a discussion of the origins and development of stakeholder theory, it shows how this corpus of theory has influenced a variety of different fields, including strategic management, finance, accounting, management, marketing, law, health care, public policy, and environment. It also features in-depth discussions of two important areas that stakeholder theory has helped to shape and define: business ethics and corporate social responsibility. The book concludes by arguing that we should re-frame capitalism in the terms of stakeholder theory so that we come to see business as creating value for stakeholders.

Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the ’heat of the moment’ and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower’s Fundamentals of Project Management Series.

The chapters in this volume cover a wide range of theoretical perspectives grounded in strategy, economics and sociology, employ various methodological approaches, and offer new arguments on the connections that exist between firms’ decisions relating to sustainability, CSR, and the governance of their stakeholder relations.

In any activity an organisation undertakes, whether strategic, operational or tactical, the activity can only be successful with the input, commitment and support of its people - stakeholders. Gaining and maintaining the support and commitment of stakeholders requires a continuous process of engaging the right stakeholders at the right time and understanding and managing their expectations. Unfortunately, most organisations have difficulty implementing such culture change, and need assistance and guidance to implement a consistent process for identification and management of stakeholders and their changing expectations. As a continuous improvement process, stakeholder management requires understanding and support from everyone in the organisation from the CEO to the short-term contractor. This requires the concepts and practices of effective stakeholder management to become embedded in the culture of the organisation: 'how we do things around here', this book provides the 'road map' to help organisations achieve these objectives. The text has two specific purposes. Firstly, it is an 'how-to' book providing the fundamental processes and practices for improving stakeholder management in endeavours such as projects, and program management offices (PMO), it also gives guidance on organisational survival during mergers and acquisitions, preparing for the tender bidding, and marketing campaigns. Secondly, Lynda Bourne's book is for organisations that have recognised the importance of stakeholder engagement to their success, it is a guidebook for assessing their current maturity regarding implementation of stakeholder relationship management with a series of guidelines and milestones for achieving the preferred level of maturity.

The Stakeholder Perspective places people at the center of both projects and project management. It gives to the project management community a helpful, innovative, stakeholder-centered approach to increase projects’ delivered value and success rate. It presents a logical model also called the "Stakeholder Perspective," which acts as the reference point in a structured path to effectiveness. Starting from the analysis of a project’s stakeholders, the model integrates both rational and relational innovative approaches. Its continuous focus on stakeholder requirements and expectations helps to set a proper path, and to maintain it, in order to target success and to achieve goals in a variety of projects with different size and complexity. The book presents a set of innovative and immediately applicable techniques for effective stakeholder identification and classification, as well as analysis of stakeholder requirements and expectations, key stakeholders management, stakeholder network management, and, more generally, stakeholder relationship management. The proposed stakeholder classification model consists of just four communities, each one based on the commonality of main interests and behavior. This model features an accurate and stable identification process to increase effective communication and drastic reduce relationship complexity. A systemic approach is proposed to analyze both stakeholder requirements and expectations. The approach aids in detecting otherwise unclear stakeholder requirements and/or hidden stakeholder expectations. An interactive communication model is presented along with its individual and organizational frames of reference. Also presented are relevant cues to maximize effective and purposeful communication with key stakeholders as well as with the stakeholder network. The importance of satisfying not only the project requirements but also the stakeholder expectations is demonstrated to be the critical success factor in all projects. An innovative approach based on the perceived value and key performance indicators shows how to manage different levels of project complexity. The book also defines a complete structured path to relationship effectiveness called "Relationship Management Project," which can be tailored to enhance stakeholder and communication management processes in each one of the project management process groups (i.e. initiating, planning, executing, monitoring and controlling, and closing). The book concludes with a look ahead at Project Management X.0 and the stakeholder-centered evolution of both project and portfolio management.