Emergent stakeholders: Using multi-stakeholder issue networks to gain legitimacy in corporate networks

Abstract

Multi-stakeholder issue networks (MSINs) are models of cross-sector cooperation dedicated to resolving a specific issue. Research to date has not demonstrated the reasons for collaboration (Sun et al., 2021). This paper merges public relations and organizational communication scholarship to theorize that MSINs are one way that marginalized groups achieve salience in corporate networks. Stakeholder salience theory (SST) states that corporations balance stakeholder claims using a manager-defined calculus of legitimacy, urgency, and power. Because these attributes are defined by managers in relation to corporate interests, corporations deny legitimacy to historically, socially, and geographically marginalized groups. MSINs that emerge to highlight the needs of these marginalized groups decenter corporations by constraining corporations’ ability to ignore the needs of groups previously dismissed as nonstakeholders. As MSINs become more active within the corporate ecology, they further limit corporate activity and encourage management to not only to see the legitimacy, urgency, and power of emergent stakeholder claims, but to act upon them. Examples in case-based studies illustrate the emergent stakeholder concept.