Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives

By Flore Bridoux, J. Stoelhorst. 2014

439 citations recorded by the source corpus.

Subfields: Information Systems and Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0bd579dff262d715fcc537b761fc4c88011ec092

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Citations in the corpus

Willing and Able: A General Model of Organizational Responses to Normative Pressures (2017, background): “…manager will require higher salience for a given issue and lower net benefit (green dotted curve in Figure 3) than a “reciprocator” who is more receptive and perceives the net benefit of response more positively – blue curve in Figure 3 (Bridoux et al, 2011; Bridoux & Stoelhorst, 2014).”
Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic (2016, background): “However, an alternate explanation may lie in recent work by Bridoux and Stoelhorst (2014).”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “…both in terms of effects and regarding ways of managing these relationships effectively (Homburg and Bucerius 2005), in particular because the strategy literature provides abundant evidence of those relationships’ importance (Bridoux and Stoelhorst 2014; Choi and Wang 2009; Henisz et al. 2014).”
Stakeholder Theory and the Resource-Based View of the Firm (2021, background): “A more nuanced perspective on this tension in strategic management is already emerging among stakeholder scholars (Bridoux & Stoelhorst, 2014; Bridoux & Vishwanathan, 2020; Bundy, Vogel, & Zachary, 2018; Garriga, 2009; Martin & Phillips, 2021).”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Otherwise, some stakeholders would see no value in potential co-creation activities with the lead firm (Bridoux & Stoelhorst, 2013).”
Revisiting the corporate social performance‐financial performance link: A replication of waddock and graves (2016, methodology): “However, our replication results show that prior CSP is not positively associated with subsequent CFP, implying that stakeholders may not necessarily positively respond to better CSP (Bridoux and Stoelhorst, 2014; Harrison and Bosse, 2013). In fact, a few recent studies have shown that better CSP ma”