business & society stakeholder management

Institut für Betriebswirtschaftslehre – Lehrstuhl für Unternehmensführung und -politik

Business & Society

Stakeholder Management

Stakeholder Engagement

Prof. Dr. Sybille Sachs


Business & Society

Stakeholder Theory

4.11.


4.11.

Examining

11.11.

Communicating

11.11.

Learning

11.11.

Integratives Stakeholder Engagement 19.11.

Instrumental 9.11. Normative 9.12.

Stakeholder View

19., 26.11.

Performance 2.12.

Organizational Justice

Neo-Utilitarian View

4.11.19 Business & Society Prof. Dr. Sybille Sachs Seite 2


Agenda

14.00 – 14.45 Entwicklung der Stakeholder Theorie

15.00 – 15.45 Examing stakeholders

16.00 – 17.30 Gastvortrag: Florian Kaufmann, BAZL



Concern is growing among strategy scholars that many strategic

management models and frameworks focus mainly on issues associated

with enhancing productivity and efficiency, while firms and even

industries often find themselves under increasing pressure to gain

legitimacy, or wider social acceptance, among diverse groups of

stakeholders (Krause, Filatotchev, & Bruton, 2016).

Of course, economic efficiency and social legitimacy arguments are not

mutually exclusive, and the firms need to be financially viable to secure

their long term sustainability, but strategic management educators should

be sensitive to the increasing recognition that firms may have broader

societal objectives that extend beyond mere financial profitability.


Agenda


Stakeholder Theory

Quelle: Laplume, Sonpar, Litz (2008, p. 1157)



Stakeholder Theory I: Hub- and Spoke-Model 1984

“Stakeholders are any group or

individual who can affect or is

affected by the achievement of the

organization objectives.” Quelle: Freeman (1984, p. 25)

CustomerAdvocateGroups

Govern-ment

TradeAsso-

ciations

PoliticalGroups

Unions

Em-ployees

Competi-tors

Suppliers F I R M Custo-mers

Owners

Finan-cial Com-

munity

ActivistGroups



Stakeholder Theory II: Incremental Growth

Thesis 1: The stakeholder theory is unarguably descriptive

Thesis 2: The stakeholder theory is also instrumental

Thesis 3: The stakeholder theory is normative

Thesis 4: The stakeholder theory is managerial

Quelle: Donaldson & Preston (1995)



Thesis 1: descriptive

The stakeholder theory is unarguably descriptive. It presents a model

describing what the corporation is. It describes the corporation as a

constellation of cooperative and competitive interests possessing

intrinsic value. Aspects of this model may be tested for descriptive

accuracy: Is this model more descriptively accurate than rival models?

Moreover, do observers and participants, in fact, see the corporation this

way?

Quelle: Donaldson & Preston (1995, p. 66)



Vom ‚Hub- and Spoke-Model‘ zum

Stakeholdernetzwerk

Unternehmung im ZentrumEinbettung der Unternehmung in

ein Stakeholdernetzwerk

UG

UG



Thesis 2: instrumental

The stakeholder theory is also instrumental. It establishes a framework

for examining the connections, if any, between the practice of

stakeholder management and the achievement of various corporate

performance goals. The principal focus of interest here has been the

proposition that corporations practicing stakeholder management will,

other things being equal, be relatively successful in conventional

performance terms (profitability, stability, growth, etc.).

Quelle: Donaldson & Preston (1995, p. 66-67)



Nestlé: Our stakeholder groupshttps://www.nestle.com/csv/what-is-csv/stakeholder-engagement

Engaging with stakeholders to make a bigger impact

Our global stakeholder network ranges from people we engage with

regularly through our operations to those in public positions who influence

our activities. They span employees, consumers, suppliers, communities,

governments, nongovernmental organizations (NGOs), shareholders, trade

associations and academia.

Our annual program of stakeholder convenings and CSV Forum events

provides opportunities to intensify that dialogue, building on our

understanding of important societal issues. The interaction develops the

capability of our people, facilitates collective action, and promotes trust and

mutual respect. Outcomes from such dialogue are fed back to senior

management through the Nestlé in Society Board.



Thesis 3: normative

The stakeholder theory is normative and involves acceptance of the

following ideas:

(a) Stakeholders are persons or groups with legitimate interests in

procedural and/or substantive aspects of corporate activity.

Stakeholders are identified by their interests in the corporation,

whether the corporation has any corresponding functional interest in

them.

(b) The interests of all stakeholders are of intrinsic value. That is, each

group of stakeholders merits consideration for its own sake and not

merely because of its ability to further the interests of some other group,

such as the shareowners.




US-Unternehmer rücken vom Prinzip der

Gewinnmaximierung abhttps://www.zeit.de/wirtschaft/unternehmen/2019-08/usa-unternehmen-aktionaere-ethik-business-roundtable

Fairer und ethischer: In einer Erklärung definieren fast 200 Geschäftsführer die

Rolle von Firmen neu. Sie wollen sich von den Interessen der Anteilseigner

distanzieren.

Bei einem Treffen des Dachverbandes der führenden Unternehmen in den USA wie

Apple, Pepsi und Walmart, haben fast 200 Geschäftsführerinnen und

Geschäftsführer neue Grundsätze der Unternehmensführung definiert. Zum ersten

Mal seit mehr als 20 Jahren distanzierte sich der Business Roundtable dabei vom

sogenannten Shareholder-Value-Prinzip, wie die New York Times berichtet.

Stattdessen soll der Fokus auf Investitionen in Mitarbeiter und Mitarbeiterinnen,

Umweltschutz und einen fairen und ethischen Umgang mit Zulieferern gelegt

werden.

"Wir wissen, dass viele Amerikaner Probleme haben. Zu oft wird harte Arbeit nicht

belohnt, und es wird nicht genug getan, damit sich die Arbeitnehmer an das rasche

Tempo des wirtschaftlichen Wandels anpassen können", schreiben die

Unternehmer in ihrer Erklärung.


https://www.zeit.de/wirtschaft/unternehmen/2019-08/usa-unternehmen-aktionaere-ethik-business-roundtable


Ergon AGhttps://www.ergon.ch/de/wir/leitbild

“Wir nennen uns «Ergonianer» und gemeinsam sind wir:

Wunschpartner: Wir verstehen die Bedürfnisse unserer Kunden, setzen auf

nachhaltige Beziehungen und pflegen eine transparente, respektvolle und enge

Zusammenarbeit.

Ideen-Manufaktur: Wir sind die Handwerker, die Ideen zum Leben erwecken. Wir

begleiten ambitionierte Unternehmer und Start-ups vom ersten Gedanken zum

erfolgreichen Markteintritt.

kontinuierlich lernend: Wir entwickeln uns weiter, lernen schnell und streben aktiv

nach neuem Wissen, um herausragende Leistungen zu erbringen und mit unserer

Expertise zu begeistern.

nachhaltig: Wir fällen Entscheide, die langfristige Geschäftsziele verfolgen – für

Mitarbeiter, Kunden und Partner. Wir stehen für höchste Qualität.

Talent-Schmiede: Wir investieren in die nächste Generation und begleiten sie auf

ihrem Weg in die Zukunft.


https://www.ergon.ch/de/wir/leitbild


Thesis 4: managerial

The stakeholder theory is managerial in the broad sense of that term. It

does not simply describe existing situations or predict cause-effect

relationships: it also recommends attitudes, structures, and practices

that, taken together, constitute stakeholder management.




Partnerarbeit

Welche Art von Thesen nach Donaldson & Preston (1995) bringt folgende Aussage zum Ausdruck:

„Engage in intensive communication and dialogue with stakeholders not just those who are ‚friendly‘”.

Begründen Sie Ihren Entscheid.



Stakeholder Theory III: Maturity

Major Themes (Laplume et al. 2008)

Theme 1: Definition and salience of stakeholders: examining stakeholders

Theme 2: Stakeholder actions and responses: communicating and learning with firms

Theme 3: Firms actions and responses: communicating and learning with stakeholders

Theme 4: Firm performances: stakeholder management and perfomance

Theme 5: Theory debates: normative stakeholder theory




Stakeholder engagement has been defined as practices that the

organization undertakes to involve stakeholders in a positive manner in

organizational activities.

Quelle: Greenwood (2007, p. 317)



Quelle: Freeman, Kujala, Sachs (2017, p. 5)


The Stakeholder Engagement Framework


Examing Stakeholder Relations

• transactional practices in value creation

• Stakeholder utility

• Issue-based stakeholder network



Transactional: Stakeholders Key Attributes

Power

Legitimacy

Urgency Dependent:

Needy

Stakeholders

Definitive:

Long-Term Core

Stakeholders

Dangerous:

Violent or

Coercive

Stakeholders

Dominant:

Core

Stakeholders

Quelle: Mitchell, Agle & Wood (1997)



Äss-Bar https://www.aess-bar.ch/

In Zeiten knapper werdender Ressourcen ist der sorgsame Umgang mit

hochwertigen Lebensmitteln wichtig. Die Idee, Backwaren vom Vortag zu

verkaufen, wird dem Grundsatz der geschlossenen Wertschöpfungskette

gerecht. Es ist ein wichtiger Schritt zur ökologischen Rückbesinnung und

weg von der Wegwerfgesellschaft.


https://www.aess-bar.ch/


Äss-Bar

“Schweizer werfen jährlich zwei Millionen Tonnen einwandfreier

Lebensmittel weg – fast die Hälfte davon in privaten Haushalten. Pro

Kopf und Tag bedeutet das fast eine ganze Mahlzeit.”

Die Äss-Bar hat täglich ein neues Sortiment: was immer unsere Bäckerei-

Partner nicht verkaufen, kommt in unseren Läden am Folgetag nochmals für

einen Tag in den Verkauf. Alles ist also “frisch von gestern”!

Mit dem Erlös bezahlen wir die Löhne, Miete, Verpackung, Transportkosten,

usw. Die Partner-Bäckereien erhalten für ihre Produkte zudem einen Anteil

am Umsatz.



Partnerarbeit

Welches sind aus Ihrer Sicht die Kernstakeholder der Äss-Bar?



Stakeholder Utility

1. Stakeholder utility associated with actual goods and services

2. Stakeholder utility associated with organizational justice

3. Stakeholder utility from affiliation

4. Stakeholder utility associated with perceived opportunity costs

Quelle: Harrison & Wicks (2013)



Partnerarbeit

Was ist der Kundenutzen, um bei der Äss-Bar einzukaufen?



Issue-Based Stakeholder Networks

• The stakeholder network comprises all contributors to a value

creation process.

• The firm is perceived as one element within the network of

stakeholders.

• Sometimes the firm is able to manage the stakeholder relations;

sometimes the leadership goes to others in the network.

Quelle: Sachs & Rühli (2011, p. 198)



Public sector

Consumer

organisations

FOPH

Health insurersFitness centers

Nutrition

companies

PoliticiansPhysicians

Media

Pharmaceutical

companies

Patient

organisations

Hospitals

Patients

Pharmacies

Swissmedic

Cardiovascular Career: Stakeholder Network



Partnerarbeit

Diskutieren Sie, wie drei mögliche Stakeholder des Issues Food Waste

durch das Konzept der Äss-Bar beeinflusst werden.



Literatur • Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation: Concepts, Evidence,

and Implications. Academy of Management Review, 20(1), 65-91.

• Freeman, R. E. (1984): Strategic Management: A Stakeholder Approach. Boston: Pittman

• Freeman, R. E., Kujala, J., Sachs, S. (2017). Stakeholder Engagement: Clinical Research Cases.

Dordrecht, The Netherlands: Springer.

• Greenwood, M. (2007). Stakeholder engagement: Beyond the myth of corporate responsibility. Journal of

Business Ethics, 74(4), 315–327.

• Harrison, J. S. & Wicks A. C. (2013). Stakeholder theory, value, and firm performance. Business Ethics

Quarterly, 23(1), 97–124.

• Krause, R., Filatotchev, I., & Bruton, G. 2016. When in Rome, look like Caesar? Investigating the link

betweendemand-side cultural power distance and CEO power.Academyof Management Journal, 59(4):

1361–1384.

• Laplume, A. O., Sonpar, K., & Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us.

Journal of Management, 34: 1152-1189.

• Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and

Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review,

22(4), 853-886.

• Myllykangas, P., Kujala, J. & Lehtimäki, H. (2010). Analyzing the essence of stakeholder relationships:

What do we need in addition to power, legitimacy and urgency? Journal of Business Ethics, 96(1), 65–

72.

• Sachs, S. & Rühli, E. (2011): Stakeholders Matter: Cambridge: Cambridge University Press.


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