Shaking Stakeholders to Leverage a Firm’s Unique Capacity in Issue Networks

Edwards, M; Sulkowski, AJ

Shaking Stakeholders to Leverage a Firm’s Unique Capacity in Issue Networks

Edwards, M

Sulkowski, AJ

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Publisher:: International Association for Business and Society
Publication Type:: Conference Proceeding
Citation:: 25th Annual Conference of the International Association for Business and Society (IABS), 2014, pp. 129 - 139
Issue Date:: 2014

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Field	Value	Language
dc.contributor.author	Edwards, M https://orcid.org/0000-0002-3627-7314	en_US
dc.contributor.author	Sulkowski, AJ	en_US
dc.contributor.editor	Hendry, JR	en_US
dc.date	2014-06-19	en_US
dc.date.issued	2014	en_US
dc.identifier.citation	25th Annual Conference of the International Association for Business and Society (IABS), 2014, pp. 129 - 139	en_US
dc.identifier.isbn	978-0-9910867-0-2	en_US
dc.identifier.uri	http://hdl.handle.net/10453/32646
dc.description.abstract	Firms are often seen to react to stakeholder pressure. However, if one changes the unit of analysis to a social or environmental issue, a firm emerges as a key influencer in mobilizing and connecting other stakeholders. For a variety of reasons, including the firm’s raison d’etre of creating value, a firm may be a critical leader or lynchpin in a movement, especially where it bridges gaps in a previously disconnected network. Two previously underappreciated aspects of stakeholder ties are highlighted in this paper. First, the firm can be seen as shaking otherwise latent stakeholders out of complacency, inasmuch as a firm informs and stimulates concerns, emotions, and actions among stakeholders in relation to a particular issue. Second, the firm can be seen as shaking-up the connections between stakeholders, catalyzing new contacts and relationships within an issue network.	en_US
dc.publisher	International Association for Business and Society	en_US
dc.relation.ispartof	25th Annual Conference of the International Association for Business and Society (IABS)	en_US
dc.relation.ispartof	Annual Conference of the International Association of Business and Society (IABS)	en_US
dc.relation.isbasedon	10.5840/iabsproc20142516	en_US
dc.title	Shaking Stakeholders to Leverage a Firm’s Unique Capacity in Issue Networks	en_US
dc.type	Conference Proceeding
utslib.location	Australia	en_US
utslib.location.activity	Sydney, Australia	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	Sydney, Australia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2014-06-22	en_US
pubs.place-of-publication	Australia	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2014-06-19	en_US

Abstract:

Firms are often seen to react to stakeholder pressure. However, if one changes the unit of analysis to a social or environmental issue, a firm emerges as a key influencer in mobilizing and connecting other stakeholders. For a variety of reasons, including the firm’s raison d’etre of creating value, a firm may be a critical leader or lynchpin in a movement, especially where it bridges gaps in a previously disconnected network. Two previously underappreciated aspects of stakeholder ties are highlighted in this paper. First, the firm can be seen as shaking otherwise latent stakeholders out of complacency, inasmuch as a firm informs and stimulates concerns, emotions, and actions among stakeholders in relation to a particular issue. Second, the firm can be seen as shaking-up the connections between stakeholders, catalyzing new contacts and relationships within an issue network.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/32646