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Stakeholder Influence and Radical Change: A Coordination Game Perspective

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  • Klaus E. Meyer

Abstract

Organizations often find it hard to change their corporate strategy radically, even if the need for change is widely recognized as in the Asian crisis of 1997. Such change requires large numbers of stakeholders to change their individual behavior, yet complex governance structures limit the applicability of agency-based models of governance. Rather, the coordination of stakeholder is at the core of governance during radical environmental change.

Suggested Citation

  • Klaus E. Meyer, 2004. "Stakeholder Influence and Radical Change: A Coordination Game Perspective," Asia Pacific Journal of Management, Springer, vol. 21(1_2), pages 235-253, March.
    • Handle: RePEc:kap:asiapa:v:21:y:2004:i:1_2:p:235-253
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    Cited by:

    1. Peng, Fei & Anwar, Sajid & Kang, Lili, 2020. "Institutional monitoring, coordination and corporate acquisitions in China," The North American Journal of Economics and Finance, Elsevier, vol. 51(C).
    2. Florian Habermann & Felix Bernhard Fischer, 2023. "Corporate Social Performance and the Likelihood of Bankruptcy: Evidence from a Period of Economic Upswing," Journal of Business Ethics, Springer, vol. 182(1), pages 243-259, January.
    3. Peng, Fei & Kang, Lili & Yang, Xiaocong, 2014. "Institutional Monitoring, Coordination and Acquisition Decision in Chinese Public Listed Companies," MPRA Paper 63746, University Library of Munich, Germany.

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