Evaluating Stakeholder Theory
By J. Kaler. 2006
112 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/ff96a0e81b09741cc0dfd30f5d8f3c148b4de7dd
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Information Systems and Management
- Paul H. Driessen
- Robin W. Roberts
- A. Belal
- André O. Laplume
- Jonathan Bundy
- Karan Sonpar
- Reginald A. Litz
In Organizational Behavior and Human Resource Management
- Paul H. Driessen
- Ann Buchholtz
- Christine Shropshire
- Robin W. Roberts
- A. Belal
- André O. Laplume
- Jonathan Bundy
- Karan Sonpar
In Strategy and Management
- Robin W. Roberts
- A. Belal
- Paul H. Driessen
- Ann Buchholtz
- Christine Shropshire
- André O. Laplume
- Jonathan Bundy
- Karan Sonpar
Citations in the corpus
- Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns (2013, background): “Theory to date does not explain how firms decide between competing stakeholder claims (Kaler, 2006) or how firms effectively respond to individual requests when faced with multiple, conflicting demands (e.”
- Stakeholders’ Perceptions of Corporate Social Reporting in Bangladesh (2010, background): “A stakeholder approach recognizes a corporation's obligations to non-shareholder interests and entails an acceptance of corporate social responsibilities (Kaler, 2006). Reed (2002) points out that corporate responsibilities and stakeholder relationships may be different in developing countries than ”
- Integrating Multiple Stakeholder Issues in New Product Development : An Exploration (2013, background): “stakeholder issues in practice is scarce (Kaler, 2006).”
- Stakeholder Theory: Reviewing a Theory That Moves Us (2008, methodology): “Because of its focus on multiple stakeholder interests, stakeholder management is also considered inherently difficult to implement (Gioia, 1999; Kaler, 2006; Kochan & Rubenstein, 2000) and may be inappropriate for owner-managed small or medium enterprises, which might be better guided by the…”