A Case Study of Stakeholder Identification and Prioritization by Managers

By M. Parent, David L. Deephouse. 2007

426 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6c9f857985381b2c473bd8b31f4e362cc5ff07ba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Sociology and Political Science

1. Rebecca Yang
2. Xiaohua Jin
3. Yaowu Wang

In Strategy and Management

1. Rebecca Yang
2. Xiaohua Jin
3. Yaowu Wang

Citations in the corpus

• Stakeholders' Attributes, Behaviors, and Decision-Making Strategies in Construction Projects: Importance and Correlations in Practice (2014, methodology): “Parent and Deephouse (2007) used a multi-method, comparative case study of two large-scale sporting event organizing committees, with a particular focus on interviews with managers at three hierarchical levels, and found that power is primary for stakeholder salience and decision making.”
• Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value (2015, neutral): “In this way, our study provides important insights into how managers can incorporate stakeholders’ voices into organizational practices in order to facilitate value creation (Neville et al., 2011; Parent and Deephouse, 2007).”