Development Of Stakeholder Theory Research Articles

Entrepreneurial Risk Management of Buddhist Entrepreneurs

This study aims to explore and understand the context of the behavior and perceptions of Buddhist entrepreneurs in the application of risk management in entrepreneurial activities. This study reveals the implementation of Buddhist values ​​in the framework of entrepreneurial risk management. This study is set in the setting of Buddhist entrepreneurs in the city of Bekasi, West Java, through a phenomenological qualitative research approach. This study reveals that risk management is a process of reducing inefficiencies that arise from the causal relationship of the actions of Buddhist entrepreneurs in the perspective of Buddhism, Truth in Dhamma. The values ​​of Buddha's teachings are the background for the risk management process which is characterized by an entrepreneurial spirit and character based on Buddhism. This implementation provides a form of motivation in an effort to eliminate risk in an attempt to create value from entrepreneurial activities for the beatitude of oneself and others by having an awareness that is focused on spiritual beatitude. Buddhist values ​​color the formation of an entrepreneurial culture which is reflected in the practices of Buddhist entrepreneurial risk management. The findings of this study provide developments on stakeholder theory on the fulfillment of financial and social performance to stakeholders and its relevance to the fulfillment of spiritual aspects. This study provides the development of stakeholder theory on the interaction between stakeholder attributes and the essential meaning of entrepreneurship in economic, social and spiritual contexts. This study reveals an integrated theoretical model of Buddhist value-based entrepreneurial risk management practices that not only raises the spectrum of traditional risk management, but reflects the value of Buddhism in entrepreneurial activities in fulfilling the goals of Buddhist entrepreneurs in the form of holistic adherence to Buddhist values ​​in personal and business life.
 Keywords: Entrepreneurial Risk Management, Risk Process, Buddhist Values 

Stakeholder Theory: A Deliberative Perspective

As stakeholder theory matures, its proponents continue to debate for legitimacy in the management literature. Various scholarly attempts to ground stakeholder theory (empirically, instrumentally or normatively) have not narrowed down the debate. In this study, we draw on the work of Habermas to analyze stakeholder theory from a deliberative perspective. We apply Habermas’ language-pragmatic approach that lays strong emphasis on dialogue, participation, and procedural justice to posit seven propositions and empirical ways to analyze their correspondence to reality as a basis for a stronger normative framework for stakeholder theory. We conclude that a discursive approach with its focus on the conditions of legitimation and deliberative democracy could become a crucial cornerstone for the further development of stakeholder theory as an instrumental element component of bridging the global governance gap.

Great Minds in Management: The Process of Theory Development

INTRODUCTION 1. The Process of Developing Mangement Theory PART I: INDIVIDUALS AND THEIR ENVIRONMENT 2. The Evolution of Social Cognitive Theory 3. Image Theory 4. The Road to Fairness and Beyond 5. Proactive Individualism 6. Upper Echelons Theory: Origins, Twists and Turns, and Lessons Learned 7. Goal Setting Theory: Theory Building by Induction 8. How Job Characteristics Theory Happened 9. Do Employee Attitudes Towards Organizations Matter? The Study of Employee Commitment to Organizations 10. Developing Psychological Contract Theory 11. The Escalation of Commitment: Steps Toward an Organizational Theory 12. On the Origins of Expectancy Theory PART II: BEHAVIOR OF ORGANIZATIONS 13. Double-Loop Learning in Organizations: A Theory of Action Perspective 14. Where Does Inequality Come From? The Personal and Intellectual Roots of Resource-Based Theory 15. Organizational Effectiveness: Its Demise and Re-Emergence Through Positive Organizational Scholarship 16. Managerial and Organizational Cognition: Islands of Coherence 17. Develping Theory About the Development of Theory 18. Managing Organizational Knowledge: Theoretical and Methodological Foundations 19. The Experience of Theorizing: Sensemaking as Topic and Resource PART III: ENVIRONMENTAL CONTINGENCIES AND ORGANIZATIONS 20. The Development of Stakeholder Theory: An Idiosyncratic Approach 21. Developing Resouce Dependence Theory: How Theory is Affected by its Environment 22. Institutional Theroy: Contributing to a Theoretical Research Program 23. Transaction Cost Economics: The Process of Theory Development 24. Developing Evolutionary Theory for Economics and Management 25. An Evolutionary Approach to Institutions and Social Construction: Process and Structure CONCLUSION 26. Learning How to Develop Theory from the Masters

Enhancing Stakeholder Practice: A Particularized Exploration of Community

Abstract:Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory’s treatment of the constituency known as “community.”In this paper we attempt to set forth what we call “the Problem of Community” as indicative of the definitional problems of stakeholder theory. We then begin the process of gaining greater specificity around our notions of community and the role of community in stakeholder theory and management. In doing so, we identify the emergence of two fairly new forms of community that we believe are particularly relevant to the stakeholder theorist and practicing manager. These two new variants of community—the virtual advocacy group and the community of practice—extend the notion of community in new directions, which have strikingly different implications for stakeholder theory and practice.

A model for addressing stakeholders' concerns about direct‐to‐consumer advertising of prescription medicines

PurposeTo explore how a “harm chain” analysis could identify and address stakeholders' concerns about direct‐to‐consumer advertising of prescription medicines (DTCA).Design/methodology/approachThe paper analyses the development of stakeholder theory before exploring and discussing the tension between normative and instrumental logic. The authors adopt a utilitarian perspective, which they use to identify the range of stakeholders involved with or affected by DTCA.FindingsA “harm chain” analysis identifies common concerns held by stakeholders; these include disquiet over the quality of information provided via DTCA and possible derogation of doctors' role as prescribers. The paper outlines prescriptive advertising guidelines that could address these issues, but notes that failure to achieve a satisfactory reduction in harm potential may result in a ban on DTCA.Research limitations/implicationsAlthough a utilitarian norm will not satisfy all stakeholders' interests, the authors believe that it will produce the greatest reduction in harm, as well as maximising the benefits that can result from DTCA. The conclusions imply the need for independent monitoring of DTCA's effects on stakeholder groups to ensure that regulations governing this advertising are broadly based.Practical implicationsThe authors suggest changes to DTCA regulation, specifically the introduction of a “fair balance” criterion and a statement explicitly recognising doctors' role in determining appropriate treatments.Originality/valueAlthough the debate over DTCA has been well documented, this paper represents the first attempt to use stakeholder theory to explore the ethical issues associated with this advertising. The analysis produces a decision‐making model that the authors recommend should guide future policy decisions.

Misery Loves Companies: Rethinking Social Initiatives by Business

Companies are increasingly asked to provide innovative solutions to deep-seated problems of human misery, even as economic theory instructs managers to focus on maximizing their shareholders' wealth. In this paper, we assess how organization theory and empirical research have thus far responded to this tension over corporate involvement in wider social life. Organizational scholarship has typically sought to reconcile corporate social initiatives with seemingly inhospitable economic logic. Depicting the hold that economics has had on how the relationship between the firm and society is conceived, we examine the consequences for organizational research and theory by appraising both the 30-year quest for an empirical relationship between a corporation's social initiatives and its financial performance, as well as the development of stakeholder theory. We propose an alternative approach, embracing the tension between economic and broader social objectives as a starting point for systematic organizational inquiry. Adopting a pragmatic stance, we introduce a series of research questions whose answers will reveal the descriptive and normative dimensions of organizational responses to misery.

Ethics and Incentives: An Evaluation and Development of Stakeholder Theory in the Health Care Industry

This paper utilizes a qualitative case study of the health care industry and a recent legal case to demonstrate that stakeholder theory's focus on ethics, without recognition of the effects of incentives, severely limits the theory's ability to provide managerial direction and explain managerial behavior. While ethics provide a basis for stakeholder prioritization, incentives influence whether managerial action is consistent with that prioritization. Our health care examples highlight this and other limitations of stakeholder theory and demonstrate the explanatory and directive power added by the inclusion of the interactive effects of ethics and incentives in stakeholder ordering.

The Soft Underbelly of Stakeholder Theory: The Role of Community

lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as In this paper we shall attempt to set forth what we call The Problem of Community as indicative of the definitional problems of stakeholder theory. We shall then begin the process of gaining greater specificity around our notions of community and the role of community in stakeholder theory and management. In doing so, we will identify two important developments in the areas of community that we believe are particularly relevant to the stakeholder theorist and practicing manager, and that is the emergence of two fairly new forms of community. These two new variants of community - the virtual advocacy group and the community of practice - represent two very different notions of community, with strikingly different implications for stakeholder theory and practice.

Addressing ethical issues in retailing: a stakeholder perspective

This paper contends that, despite the dominance of the marketing paradigm in retail studies, benefits may be gained from applying stakeholder analysis to retailing. The development of stakeholder theory is outlined, and its problems and shortcomings reviewed. Notwithstanding these, retailing's stakeholders are defined in relation to "best practice". Examples of issues pertaining to stakeholder groups are given. Several ethical issues in retailing are then examined to demonstrate the benefits that accrue from applying a stakeholder approach. It is suggested that such a framework offers a broader perspective, and in particular that rising concern for ethical issues in retailing is better articulated through such a framework. The paper concludes such issues are better addressed when any retail marketing analysis is paralleled with a stakeholder analysis.