Examining the association between stakeholder culture, stakeholder salience and stakeholder engagement activities

Abstract

Purpose– The purpose of this paper is to examine the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder culture framework.Design/methodology/approach– The study was conducted in a field setting involving 292 mid-level managers who completed measures of stakeholder culture and stakeholder engagement activities (SEAs) in their organizations.Findings– Results show that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder salience. In addition, stakeholder culture is also associated with how managers respond to stakeholder issues in terms of SEAs.Research limitations/implications– Findings of the study justify the need to extend the stakeholder salience theory beyond the values of senior managers to include organization-level factors. This study is largely exploratory and the relationships that have been observed are associational in character.Practical implications– Results show that both ascription of stakeholder salience and the nature of SEAs are associated with stakeholder culture prevalent in an organization. This implies that managers may face constraints in managing stakeholder relationships, regardless of their personal values and beliefs, and may have to make deliberate efforts to modify the culture.Originality/value– Despite the fact that researchers have been urged to examine how organization-level phenomena guide managerial thinking and decision making with respect to stakeholder relationships, empirical research on the topic is lacking. This study contributes to the emerging research on firm-level perspective on stakeholder management.