By Lorne Cummings
This study monograph empirically examines the attitudes of managers and managerial scholars in Australia, China and Indonesia towards the perceived 'prominence' and 'salience' of chosen organisational stakeholders, and their next 'class'. This research develops a 'positive' method of stakeholder concept by way of exploring how political, social and financial elements in all the 3 nations tend to form managerial attitudes in the direction of stakeholder prominence. Australia, China and Indonesia are chosen for exam as a result of their strong point when it comes to their social and fiscal improvement, and non secular and cultural traditions, which in flip have formed either their formal and casual company governance platforms.
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Extra info for Managerial Attitudes Toward a Stakeholder Prominence Within a Southeast Asia Context: An Empirical Study in Asia
Example text
The separation thesis, which states that an organisation can never be firm strategic (business without ethics), while at the same time owing a multi-fiduciary duty to other stakeholders (ethics without business), underlies this stakeholder paradox. Freeman (1994) calls into question this viewpoint by asserting that there needs to be a reinvention of business to reflect the fact that business and ethics are not autonomous theories, but instead become interwoven through increasing dialogue between business, academia, and philosophy.
And no one has tried to discover the extent to which multiple stakeholder objectives are actually achieved in any significant sample of firms’’. Recent studies in the past five years, however, have started to provide much-needed empirical data that have sought to test the assumptions underlying the many normative and instrumental stakeholder theory studies. Research has analysed the power of certain non-shareholder stakeholders when a firm’s products, markets, and technologies are closely related.
Source: Polonsky (1995a). a firm, can be seen by several studies already undertaken, although the extent to which they apply in practice remains largely untested to date. An important contribution to the stakeholder literature has been from Polonsky (1995b) who focuses on how greater organisational effectiveness can be achieved, and marketing strategy enhanced, through the adoption of a categorical approach to stakeholder involvement. Fig. , 1991; Polonsky, 1996b). This figure is important for the current study in that stakeholders potential to co-operate with or threaten an organisation, does in many ways correlate with their degree of prominence (legitimacy, power, and urgency) and class, based on the Mitchell et al.