Performance optimization
4.1.5. Stakeholder engagement
The steps presented below constitute the process of managing stakeholders, and those steps brought together in a strategic way keep stakeholders engaged, which allow to company to achieve its goals.
Stakeholder management enables the company to achieve its strategic objectives and thus ensure its long-term performance. (Ackerman & Eden, 2011).
Hosting by Copernicus International Index www.revue-isg.com Page 126
Conclusion and Further researchs
The literature review allowed us to confirm the theoretical and empirical evidence of stakeholder theory, theoretically insofar as it offers a new insight into the functioning of the business world, an alternative of the view of the shareholder and empirically to the extent that stakeholder theory provides a framework for the management of this community.
The exposition of the approaches of the theory showed its different dimensions, describing its use, justifying its practice, and legitimizing its actions
An interesting general outcome of this research was that one of the most difficult aspects of stakeholder theory was its 3 different perspectives and how to effectively distinguish between them
Exploiting each of the three perspectives more thoroughly in a cyclical manner would allow to go on to develop more comprehensive strategies.
In line with its instrumental dimension, we have proposed a stakeholder management model based on strategic management, our objective through this proposal is the conception of a theoretical framework for stakeholder management which, by integrating it into the strategic management practice, will serve as a means of optimizing the overall performance of the company generally, and its managerial performance specifically.
Nevertheless, this model must be tested empirically to validate it utility and effectiveness.
In this sense, we therefore propose to conduct a study with companies showing an interest for their stakeholders. an exploratory study with the aim of detecting a managerial behavior focused on the stakeholders and another confirmatory study to test the validity of the model.
Hosting by Copernicus International Index www.revue-isg.com Page 127
References
Ackermann, F., and Eden, C. (2011). Strategic management of stakeholders: theory and practice. Long range planning, Vol. 44, No. , pp. 179-196.
Ackoff, R. (1974), Redesigning the future, John wiley and sons, NY
Ansoff, i. (1965), corporate strategy, Mcgraw Hill, NW
Aupperle, E., Carroll, B. and Hatfield, D. (1985), “An empirical examination of the relationship between corporate social responsibility and profitability”, Academy of management journal; Vol. 28, No. 3, pp. 25-37
Barnard, C. (1938), the function of the executive, Harvard university press, CA
Baumhart, R. 1968. An Honest Profit What Businessmen Say about Ethics in Business, Holt, Rinehart & Winston.NW
Bearl, A. and Means, G. (1932), the modern corporation and private property, commerce clearing house, NW
Berman, S. and Kotha, S. (1990), ‘’ Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Financial Performance’’, The Academy of Management Journal, Vol 42, No. 5, pp.488-506
Blair, M. (1995). Ownership and Control: Rethinking Corporate Governance for the Twenty-First
Century, Brookings Institution, WA
Boatright, R. (1999), ‘’Does Business Ethics Rest on a Mistake?’’, Business Ethics Quarterly, Vol.9, No. 4, pp. 583-591
Boucher, B. and Rendtorff, D. (2014), la théorie des parties prenantes : avant-propos de R.
Edward Freeman, la découverte « Repères », Paris
Brenner, N. and Molander, A. (1977), “Is the ethics of business executives changing?”, Harvard Business Review, Vol. 55, pp. 57-71
Brenner, S., and Cochran, P. (1991), “The stakeholder theory of the firm: Implications for business and society theory and research,” In: Mahon, J., Ed., Proceedings of the Second Annual Meeting of the International Association for Business and Society, Sundance, UT, pp.
449-467
Brugha, R. and Varvasovszky, Z. (2000), ‘’ stakeholder analysis: a review ‘’, Healthy policy and plannning, Vol.15, No3, pp. 239-246
Carroll, B. and Näsi, J. (1997), ‘’ Understanding Stakeholder Thinking: Themes from a Finnish Conference’’, Business Ethics, Vol. 6, No. 1, pp.46–51.
Chakravarthy, S. (1986), “Measuring strategic performance”, Strategic management journal, Vol. 7, No. 5, pp. 437-458
Chandler, A. (1962), Strategu and structure, Mit Press, BO
CHINYIO, E. and Olomolaiye, P. (2010): Construction Stakeholder Management, Blackwell Publishing, UK
Clark, M. (1916), ‘’The Changing Basis of Economic Responsibility’’, Journal of Political Economy, vol.24, No. 3, p. 209-22
Hosting by Copernicus International Index www.revue-isg.com Page 128
Clarkson, E. (1991),’’ Defining, evaluating and managing corporate social performance: A stakeholder management model’’. In J. E. Post (ed.), Research in Corporate Social Performance and Policy, Vol. 12. Greenwich, CT : JAI Press, pp. 331-358.
Clarkson, E. (1995), “a stakeholder framework for analyzing and evaluating corporate social performance”, academy of management review, Vol. 20, No. 1, pp. 92- 177
Cyert, R. and March, J. (1963), A behavioral theory of the firm, Englewood cliffs: Prentice hall.
Donaldson, T. and Preston, E. (1995). ‘’The stakeholder theory of the corporation: Concepts, evidence, and implications’’. Academy of Management Review, Vol. 20 ; No. 1, pp. 65 91
Dent, B. (1999), ‘’ Challenging “Resistance to Change’’, The Journal of Applied Behavioral Science, Vol.35, No. 1, pp. 25-41
Dodd, M. (1932), “For Whom are Corporate Managers Trustees?”, Harvard Law Review, Vol. 45 No. 7, pp. 1145-1163
Davis, P. and Freeman, R. (1978),’’Technology assesment and idealized Design’’, In Elton, M., Lucas, W. and Conrath, D. (eds). Evaluating new telecommunications services : 325-344, Plenum Press, NY
Ellis, S., Elnathan, D. and Raz, T. (2002), “Applying benchmarking: an organizational learning perspective”, Human System Management, Vol. 21 No. 3, pp. 183-92
Emshoff, R. (1978), Experience generalized decision models, Warthon ARC working papers, PH
Evan, M. and Freeman, R. (1993). A stakeholder theory of the modern corporation: Kantian capitalism. In T. L. Beauchamp and N. E. Bowie (eds.), Ethical Theory and Business.
Englewood Cliffs, NJ : Prentice Hall, pp. 97-106
Freeman, R. (1984), Strategic Management: A Stakeholder’s Approach, Pitman, Boston, MA
Freeman, R. (1994),’’ The Politics of Stakeholder Theory’’, Business Ethics Quarterly, VoL. 4, No.4, pp. 499-421
Freeman, R., Harisson, S., Wiks, C., Parmar, L., and Colle, D. (2010), Stakeholder theory: the state of the art, Cambridge university press, NY
Freeman, R., Harisson, S. and Zyglidopolous, S. (2018), stakeholder theory: concepts and strategies, Cabridge university press, NY
Goodman, S., Pennings, M. and al. (1977), New Perspectives on Organizational Effectiveness. Jossey-Bass Publishers, SF
Harrison, S. and St. John, H. 1994. Strategic Management of Organizations and Stakeholders:
Concepts and Cases. St. Paul, MN : West Publishing.
Haselhoff, F. (1976), ‘’a new paradigm for the study of organizationnal goals’’, from strategic planning to strategic management, John Wiley and Sons, pp. 15-27, NW
Henisz, W. J., Dorobantu, S., & Nartey, L. J. (2014). Spinning gold: The financial returns to stakeholder engagement. Strategic Management Journal, Vol.35, No. 12, pp. 1727-1748.
Hill, L. and Jones, M. (1992), ‘’Stakeholder-Agency Theory’’, journal of management studies, Vol. 29 No. 2, pp. 131-154
Hosting by Copernicus International Index www.revue-isg.com Page 129
Hummels, H. (1998), ‘’Organizing Ethics: A Stakeholder Debate’’ Journal of Business Ethics, Vol. 17, No. 13, pp. 1403–1419
Hussey, D. and Langham, M. (1978), corporate planning: the human factor, Pergamon press, OXDerkinderen, F. and Crum, R. (1979), Project set strategies, Martinus Nijhoff Publishing, BO
Jawahar, I. M.,and McLaughlin, G. L. (2001). Toward a descriptive stakeholder theory: An organizational life cycle approach. Academy of Management Review, Vol. 26, No. 3, pp.
397-414.
Jones, M. (1980), ‘’Corporate Social Responsibility Revisited, Redefined’’, Vol.22, No. 3, pp.
59-67
Karlsen, T. (1998), “Mastery of environmental uncertainty - an empirical study of projects”, Ph.D. thesis, Norwegian University of Science and TechnologyLangtry, B. (1994), ’’
Stakeholders and the Moral Responsibilities of Business ‘’, Business Ethics Quarterly , Vol.
4 No. 4, pp. 431-443
Laplume, O. (2008), ‘’Stakeholder Theory: Reviewing a Theory That Moves Us’’, Journal of Management, Vol. 34, No. 6, pp. 1152-1189
Learned, P., Christenen, R., Adrewes, R., and Guth, D. (1965), Business policy, Sacramento state university
Macmillan, C. (1978), Strategy formulation: political concepts, St. Paul, MN; West publishing
Max B. E. Clarkson, E. (1995), ‘’A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance’’, The Academy of Management Review, Vol. 20, No. 1, pp.
92-117.
McCaskey, M. (1982), the executive challenge, Pitman, MA
Mercier, S. (2001), ‘’L’apport de la théorie des parties prenantes au management stratégique : une synthèse de la littérature’’, Xe Conférence de l’Association Internationale de Management Stratégique
Mercier, S. and Gond, J. (2005), ‘’La théorie des parties prenantes’’, Cahier du FARGO n°
105050
Mercier, S. (2010), ‘’Une analyse historique du concept de parties prenantes : Quelles leçons pour l'avenir ?’’, Management & Avenir,Vol. 33, No .3, pp. 142-156.
Mitchell, R., Agle, B. and Wood, D. (1997), ‘’Toward a theory of stakeholder identification and salience: Defining the principles of who and what really counts’’, Academy of Management Review, Vol. 22, No 4, pp. 853-886
Mullenbach, A. (2007), ‘’L'apport de la théorie des parties prenantes à la modélisation de la responsabilité sociétale des entreprises’’. La Revue des Sciences de Gestion, Vol. 223 No. 1, pp. 109-120.
Newcombe, R. (2003). From client to project stakeholders: a stakeholder mapping approach.
Construction Management and Economics, Vol. 21, No 8, pp. 841–848.
Newman, H. (1979), Commentary. In Schendel, E. and Hofer, W. Strategic management: A new view of business policy and planning. Boston little, Brown. 44-47
Hosting by Copernicus International Index www.revue-isg.com Page 130
Parker, F. (1918), The New State: Group Organization the Solution of Popular Government, Longmans, NY
Penrose, E. (1959/1995). The Theory of the Growth of the Firm, 3rd ed. Oxford University Press, Oxford, UK
Pfeffer, J. and Salancik, G. (1978), the external control of organizations, harper and row, NW
Preble, F. (2005), ‘’Toward a Comprehensive Model of Stakeholder Management’’, Business and Society Review, Vol. 110, No 4, pp. 407–431.
Preston, E. and Post, E. (1975), Private management and public policy: the principle of public responsability, Englewood cliffs, NJ
Rhenman, E., & Stymne, B. (1965). Corporate management in a changing world. Aldus/Bonniers, Stockholm.Rothschild, W. (1976), Putting it all together, Amacom, NW
RIZKI S. & al (2019) « Competitive Intelligence: A review of the literature » Revue Internationale des Sciences de
Gestion « Numéro 5 : Octobre 2019 / Volume 2 : numéro 4 » p : 347 - 363
Schmidt, T. (1984). ‘’Training and institutional development’’. Performance & Instruction Journal, Vol. 23, No. 7, pp. 20–23
Slabá, M. (2016), ‘’Stakeholder profile and stakeholder mapping of SMEs’’, Littera Scripta, Vol. 9, No. 1, pp. 124-139
Taylor, B. (1971), ‘’ the futur development of corporate strategy’’, the journal of business policy, Vol. 2, No. 2, pp. 22-38
Vincent, R. (1988), “Understanding organizationnal power”, journal of Business strategy, Vol. 9, No. 2, pp. 40-44
Walker, D., Bourne, L. and Shelley, A. (2008). ‘’Influence, stakeholder mapping and visualization. Construction’’ Management and Economics, Vol 26, No 6, pp. 645-658