Organizational-level Antecedents of Manager Perceptions of Stakeholder Attributes (WITHDRAWN)

Abstract

Manager perceptions of stakeholder salience and stakeholder attributes of power, legitimacy and urgency have been widely recognized in research and practice as factors affecting organizational strategy formulation, accountability practices, and performance, both social and financial. However, little empirical research has examined the organizational-level antecedents of manager perceptions of stakeholder attributes. This study draws on the attention-based view of the firm to examine the effect of organizational stakeholder culture on manager perceptions of stakeholder attributes. We examine this effect in a sample of 621 Australian not-for-profit organizations, a unique context in which organizations pursue dual and potentially conflicting objectives and deal with multiple stakeholders. The study demonstrates the importance of stakeholder culture in affecting manager perceptions of stakeholder attributes generally, and differentially for normative and derivative stakeholders.