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Stakeholder management and organizational sustainability: a Brazilian case study from the forestry sector

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  • Mariana Galvão Lyra
  • Ricardo Corrêa Gomes
  • Laércio Antônio Gonçalves Jacovine

Abstract

This article aims to analyze the Alpha Company and its stakeholders, attempting to find ways to contribute to better stakeholder management, bringing positive changes to the corporate sustainability process. To achieve this objective, two previously tested international methodologies are employed in the Brazilian context: Venn's diagram from Mitchell, Agle e Wood (1997), which presents seven stakeholder types according to the combinations of the attributes of power, legitimacy and urgency; and the Savage, Nix, Whitehead e Blair (1991) matrix, a model to identify how to manage the relationship with key-stakeholders by threats or cooperation; The main results are related to the discourse desaligning from the stakeholders concerned with Alpha's practices and suggestions to manage this finding. However, this research is limited on drawing strategies, and ongoing studies are required to analyze the evolution of the company with the application of this study. The tools presented here could be tested within organizations from different sectors considering their concerns with stakeholder management and its environmental and social impacts on the community.

Suggested Citation

  • Mariana Galvão Lyra & Ricardo Corrêa Gomes & Laércio Antônio Gonçalves Jacovine, 2009. "Stakeholder management and organizational sustainability: a Brazilian case study from the forestry sector," RAC - Revista de Administração Contemporânea (Journal of Contemporary Administration), ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração, vol. 13(spe), pages 39-52.
    • Handle: RePEc:abg:anprac:v:13:y:2009:i:spe:715
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