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Stakeholder Influences in Organizational Survival

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  • Kalle Pajunen
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    Abstract

    Although much has been written on declines and turnarounds, virtually no research has examined stakeholders' influence in an existence threatening crisis of an organization. This paper provides a theory and a historical case study that show how the most influential stakeholders can be identified and managed during an organizational survival. The proposed model demonstrates how stakeholders' influence in organizational survival consists of both direct resource dependence- and structure-based forms of power. The case analysis then describes an examination of actual stakeholder influences and changes in them during the decline and turnaround process. Finally, based on the findings of the case analysis and the influence identification, propositions are developed. They relate specific types of behaviours of influential stakeholders to the probability of organizational survival, showing how stakeholder management can be operationalized in an organizational turnaround. Copyright Blackwell Publishing Ltd 2006.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 43 (2006)
    Issue (Month): 6 (09)
    Pages: 1261-1288

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    Handle: RePEc:bla:jomstd:v:43:y:2006:i:6:p:1261-1288

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    Web page: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380

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    Cited by:
    1. Jose Lopez-De-Pedro & Eva Rimbau-Gilabert, 2012. "Stakeholder Approach: What Effects Should We Take into Account in Contemporary Societies?," Journal of Business Ethics, Springer, Springer, vol. 107(2), pages 147-158, May.
    2. Dominik van Aaken & Violetta Splitter & David Seidl, 2012. "Why Do Corporate Actors Engage in Pro-Social Behavior? A Bourdieusian Perspective on Corporate Social Responsibility," Working Papers 319, University of Zurich, Department of Business Administration (IBW).
    3. Benjamin Neville & Simon Bell & Gregory Whitwell, 2011. "Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool," Journal of Business Ethics, Springer, Springer, vol. 102(3), pages 357-378, September.
    4. Andrew Crane & Trish Ruebottom, 2011. "Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification," Journal of Business Ethics, Springer, Springer, vol. 102(1), pages 77-87, March.
    5. Kalle Pajunen, 2010. "A “Black Box” of Stakeholder Thinking," Journal of Business Ethics, Springer, Springer, vol. 96(1), pages 27-32, August.

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