The Stakeholder Perspective in Strategic Management

Discipline: EAD5973-1

Concentration area: 12139

Number of Credits: 4

Course load:

(Per week)
(Per week)
(Per week)
1. Understand the nature of strategic competitiveness from the stakeholder perspective. Practice analyzing the competitive environment facing a firm, assessing the attractiveness of the industry, and isolating potential sources of competitive advantage and disadvantage for the benefit of stakeholders.

2. Integrate scholarly knowledge at the intersection of stakeholder theory and strategic management. Understand the complex behaviors that affect the content and nature of human relationships that both create and destroy value; the ethics, duties, and norms associated with participating in developed and developing free markets; and the spillover costs and benefits for society.

3. Discriminate among the types of data that general managers need to evaluate alternative scenarios. Develop logical, coherent, and persuasive analyses for a desired course of action. Consider how to effectively implement plans within the constraints imposed by the complex behavior of internal and external stakeholders.

The stakeholder perspective in strategic management is breathing new life into the conversation about what it means to achieve better firm-level performance. Whereas the common frame for strategy focuses on product market (industry) rivals striving to outperform one another, the stakeholder perspective embraces larger questions about value creation and trade recognizing firms are in constant competition for ALL of their stakeholders. This work challenges and provokes shifts in the boundaries of strategic management.

- Stakeholders Theory
- Stakeholders Analysis
- Stakeholders Strategy
- Managing for Stakeholders
- Stakeholders and Value

Avaliation methods:
Participation, papers


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Bosse, D. A., Coughlan, R. 2016. Stakeholder relationship bonds. Journal of Management Studies, 53(7): 1197-1222.

Bosse, D. A., Phillips, R. A. 2016. Agency theory and bounded self-interest. Academy of Management Review, 41(2): 276-297.

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Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. and de Colle, S. 2010. Stakeholder Theory: The State of the Art. Cambridge: Cambridge University Press.

Freeman, R. E., Wicks, A. C. and Parmar, B. 2004. Stakeholder theory and “The corporate objective revisited”. Organization Science, 15(3): 364–69.

Freeman, R. E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.

Frooman, J. 1999. Stakeholder influences strategies. Academy of Management Review, 24(2): 191-205.

Gioia, D. A. 1999. Practicability, paradigms, and problems in stakeholder theorizing. Academy of Management Review, 24(2): 228-232.

Goodpaster, K. E. 1991. Business ethics and stakeholder analysis. Business Ethics Quarterly, 1(1): 53-73.

Harrison, J. S., Bosse, D. A. 2013. How much is too much? Limits to generous treatment of stakeholders. Business Horizons, 56(3): 313-322.

Harrison, J. S., Bosse, D. A., Phillips, R. A. 2010. Managing for stakeholders, stakeholder utility functions, and competitive advantage. Strategic Management Journal, 31(1): 58-74.

Harrison, J.S, Freeman, R.E. 1999. Stakeholders, social responsibility, and performance: empirical evidence and theoretical perspectives. Academy of Management Journal, 42: 479–485.

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Neville, B. A., Bell, S. J., Whitwell, G. J. 2011. Stakeholder Salience Revisited: refining, redefining, and refueling an underdeveloped conceptual tool. Journal of Business Ethics, 102(3): 357-378.

Parent, M. M., Deephouse, D. L. 2007. A Case Study of Stakeholder Identification and Prioritization by Managers. Journal of Business Ethics, 75(1): 1-23.

Phillips, R. A. 2003. Stakeholder Theory and Organizational Ethics. San Francisco, CA: Berrett-Koehler Publishers.

Phillips, R. A., Freeman, R. E. and Wicks, A. C. 2003. What stakeholder theory is not. Business Ethics Quarterly, 13(4): 479–502.

Phillips, R. 1997. Stakeholder Theory and a Principle of Fairness. Business Ethics Quarterly, 7(1): 51-66.

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