Integration of stakeholder interests in housing companies’ strategic management

Abstract

Purpose– In addition to financial returns, German housing companies are expected to achieve social and ecological outcomes. This achievement is challenging for management, as expectations from different stakeholders are only partly apparent and often conflicting. The paper aims to discuss these issues.Design/methodology/approach– This paper presents a process model that supports the management of housing companies to systematically explore, evaluate, and integrate stakeholders’ interests into the company’s strategic targets.Findings– The integrated process model improves sustainable value creation, as stakeholders’ interests are transparent and can thus be better satisfied.Research limitations/implications– Due to the action research design, further research cycles and empirical testing with other companies are needed before findings can be generalised.Practical implications– The process enables housing companies to focus on value-generating activities, to react timely to changing needs, and to improve their relationships with stakeholders. Management benefits from increased clarity and legitimacy for strategic decisions as stakeholder demands are made transparent and integrated into the strategic targets.Originality/value– Compared to common participation approaches, all stakeholder groups are consulted, and their expectations are documented transparently within the suggested process model. This results in a better foundation for sustainable management planning and decisions.