Managing stakeholder ambiguity
Managing stakeholder ambiguity
复制标题
管理利益相关者的模糊性
DOI：
--
复制
发表时间：
2005
期刊：
影响因子：
--
通讯作者：
Jeremy Hall
中科院分区：
文献类型：
--
作者：
H. Vredenburg;Jeremy Hall
在本文中，作者回顾了各种研究，表明尽管公司面临着越来越大的压力来管理相互冲突或难以调和的利益相关者的需求，但管理者在认识、证明和发展这样做的能力方面仍然很大程度上落后于曲线。与客户、供应商和股东等主要利益相关者相比，次要利益相关者通常很难事先识别，或者他们可能不愿意或无法参与、谈判、妥协或明确表达自己的立场？作者将这种现象称为利益相关者模糊性。
作者引用了孟山都、康菲利浦、德士古和法国石油公司 Perenco 等公司的例子，研究表明，管理者往往没有准备好应对利益相关者模糊性的特殊性和具体情况，并且通常会回归到公式化的决策框架，例如贴现现金流和成本效益分析，这些框架歪曲了挑战。一些研究表明，利益相关者的模糊性实际上可能会削弱大型跨国公司的竞争优势。尽管这些公司拥有显着的能力、技术能力和规模经济，但在试图确定和协调次要利益相关者的利益时，它们可能处于劣势。
In this article, the authors review various streams of research suggesting that although companies are increasingly under pressure to manage conflicting or difficult-to-reconcile stakeholder demands, managers are still largely behind the curve in recognizing, justifying and developing the capabilities to do so. In contrast to primary stakeholders such as customers, suppliers and shareholders, secondary stakeholders are often difficult to identify beforehand, or they may not be willing or able to engage, negotiate, compromise or clearly articulate their positions ? a phenomenon the authors refer to as stakeholder ambiguity.
Citing examples involving companies such as Monsanto, Conoco-Philips, Texaco and the French oil company Perenco, the authors present research indicating that managers are often ill-prepared to deal with the idiosyncratic and context-specific nature of stakeholder ambiguity and typically revert to formulaic decision-making frameworks, such as discounted cash flow and cost-benefit analysis, which misrepresent the challenges. Some research indicates that stakeholder ambiguity may actually erode the competitive advantage of large multinationals. Although such companies possess significant competencies, technological capabilities and economies of scale, they may be at a disadvantage when trying to determine and align the interests of secondary stakeholders.