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  1. Humanizing Stakeholders by Rethinking Business.Katinka J. P. Quintelier, Joeri van Hugten, Bidhan L. Parmar & Inge M. Brokerhof - 2021 - Frontiers in Psychology 12.
    Can business humanize its stakeholders? And if so, how does this relate to moral consideration for stakeholders? In this paper we compare two business orientations that are relevant for current business theory and practice: a stakeholder orientation and a profit orientation. We empirically investigate the causal relationships between business orientation, humanization, and moral consideration. We report the results of six experiments, making use of different operationalizations of a stakeholder and profit orientation, different stakeholders, and different participant samples. Our findings support (...)
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  • Examining the Conflicting Consequences of CEO Public Responses to Social Activist Challenges.François Neville - 2022 - Business and Society 61 (1):45-80.
    While the notion that CEOs have a general influence over their firms’ stakeholder strategies is well accepted, little attention has been given to how CEOs can actively and performatively manage social activism in and around their firms. I seek to develop an initial understanding of this phenomenon by examining some of the critical consequences of CEOs’ public responses to social activist challenges. Drawing on instrumental stakeholder theory and social movement theory, I recognize the dualistic nature of CEOs’ public responses to (...)
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  • Reciprocity in Firm–Stakeholder Dialog: Timeliness, Valence, Richness, and Topicality.Lite J. Nartey, Witold J. Henisz & Sinziana Dorobantu - 2023 - Journal of Business Ethics 183 (2):429-451.
    Scholars of stakeholder management have long grappled with the question of how to communicate with stakeholders to enhance cooperation and reduce conflict. We build on insights from the literature on stakeholder dialog to highlight the importance of four elements of firm–stakeholder dialog processes: timing, valence, richness, and topicality of firms’ responses to stakeholder engagements. We demonstrate a link between these elements of the firm–stakeholder dialog process and changes in stakeholder cooperation or conflict with the firm, as well as contingent tradeoffs (...)
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  • Stakeholder Friction.Kirsten Martin & Robert Phillips - 2022 - Journal of Business Ethics 177 (3):519-531.
    A mainstay of stakeholder management is the belief that firms create value when they invest more time, money, and attention to stakeholders than is necessary for the immediate transaction. This tendency to repeat interactions with the same set of stakeholders fosters what we call stakeholder friction. Stakeholder friction is a term for the collection of social, legal, and economic forces leading firms to prioritize and reinvest in current stakeholders. For many stakeholder scholars, such friction is close to universally beneficial, but (...)
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  • Stakeholder Theory at the Crossroads.Jeffrey S. Harrison & Jay B. Barney - 2020 - Business and Society 59 (2):203-212.
    The stakeholder perspective has provided a rich forum for a variety of debates at the intersection of business and society. Scholars gathered for two consecutive years, first in North America, and then in Europe, to discuss the major issues surrounding what has come to be known as stakeholder theory, to attempt to find common ground, and to uncover areas in need of further inquiry. Those meetings led to a list of “tensions” and a call for papers for this special issue (...)
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  • Exit, Voice, or Both: Why Organizations Engage With Stakeholders.Adrien Billiet, Johan Bruneel & Frédéric Dufays - forthcoming - Business and Society.
    To shield stakeholders from exploitation, society increasingly expects organizations to engage with stakeholders. While exploitation of stakeholders is of great concern, economic literature points to the costly nature of stakeholder engagement vis-à-vis alternative mechanisms that protect stakeholders, such as competitive markets. When the costs of stakeholder engagement outweigh the benefits, why would organizations engage with stakeholders? Through an analysis of the cooperative enterprise and a comparison with its capitalist counterpart, we theorize two additional reasons why stakeholder engagement is beneficial. First, (...)
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