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Stakeholder’S Role In Healthcare Services And New Information Technology


  • Ana Maria Bobeica

    () (Academy of Economic Studies Bucharest)


The purpose of this study on “stakeholder role in healthcare services” is to facilitate our understanding of increasingly unpredictable external environments, thereby facilitating our ability to manage within these environments whether as the Marketing or the IT Manager decision roles. There is agreement in the literature concerning the major steps involved in stakeholder analysis:identification of stakeholder groups (e.g., employees, owners, communities, customers); determination of the stakeholders' interests; and evaluation of the type and level of stakeholder power or salience. Managers perceive the stakeholder to posses, thereby is producing seven categories of relative salience according to the number of attributes: urgency, legitimacy and power. The study is based one is a very comprehensive and internationally accepted classification of “stakeholder” based on Mitchell Theory 1997 with a broad review of five leading general management journals (Academy of Management Journal, Academy of Management Review, Journal of Management, Organization Science, Strategic Management Journal) and of two journals in the social issues in management field (Business & Society, and Business Ethics Quarterly). It identifies and repositions the role of the CIO (Chief Information Officer) in the internal structure of the company regarding the stakeholder’s interests and purposes.

Suggested Citation

  • Ana Maria Bobeica, 2011. "Stakeholder’S Role In Healthcare Services And New Information Technology," Romanian Economic Business Review, Romanian-American University, vol. 5(2.1), pages 551-560, December.
  • Handle: RePEc:rau:journl:v:5:y:2011:i:2.1:p:551-560

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    References listed on IDEAS

    1. Marguerite Schneider, 2002. "A Stakeholder Model of Organizational Leadership," Organization Science, INFORMS, vol. 13(2), pages 209-220, April.
    2. Vilanova, Laurent, 2007. "Neither Shareholder nor Stakeholder Management:: What Happens When Firms are Run for their Short-term Salient Stakeholder?," European Management Journal, Elsevier, vol. 25(2), pages 146-162, April.
    3. Laurent Vilanova, 2007. "Neither Shareholder nor Stakeholder Management: What Happens When Firms are Run for their Short-term Salient Stakeholder?," Post-Print halshs-00467736, HAL.
    4. Paul M. Collier, 2008. "Stakeholder accountability: A field study of the implementation of a governance improvement plan," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 21(7), pages 933-954, September.
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