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Journal articles on the topic 'Stakeholder theory'

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Published: 4 June 2021
Last updated: 25 May 2024

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1

Ryan, Lori Verstegen. "Stakeholder Theory." Proceedings of the International Association for Business and Society 6 (1995): 279–88. http://dx.doi.org/10.5840/iabsproc1995626.

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2

Windsor, Duane. "Stakeholder Theory." Proceedings of the International Association for Business and Society 7 (1996): 1219–30. http://dx.doi.org/10.5840/iabsproc19967114.

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3

Freeman, R. Edward. "Stakeholder Theory." Philosophy of Management 8, no. 3 (2009): 97–107. http://dx.doi.org/10.5840/pom20098310.

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4

Windsor, Duane. "Stakeholder Theory." Proceedings of the International Association for Business and Society 12 (2001): 527–38. http://dx.doi.org/10.5840/iabsproc20011251.

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5

Mahajan, Ritika, Weng Marc Lim, Monica Sareen, Satish Kumar, and Rajat Panwar. "Stakeholder theory." Journal of Business Research 166 (November 2023): 114104. http://dx.doi.org/10.1016/j.jbusres.2023.114104.

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6

Hayibor, Sefa. "Equity Sensitivity and Stakeholder Behaviour." Proceedings of the International Association for Business and Society 30 (2019): 98–109. http://dx.doi.org/10.5840/iabsproc20193012.

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Though possible influences of a stakeholder’s fairness or equity perceptions on its inclination to impose sanctions upon a firm or, conversely, to support it, have received a modicum of attention from researchers in stakeholder theory, the limited work in this area of inquiry assumes that stakeholders are homogeneous in their sensitivity to unfairness or inequity in the firm-stakeholder relationship, though research on equity sensitivity suggests that this assumption likely will not hold. Based on work in stakeholder theory, equity theory, and equity sensitivity theory, in this paper I present and test hypotheses relating a stakeholder’s equity preferences – or equity sensitivity – to its propensity to take action against, or to support, the firm.
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7

Bridoux, Flore, and J. W. Stoelhorst. "Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives." Strategic Management Journal 35, no. 1 (April 26, 2013): 107–25. http://dx.doi.org/10.1002/smj.2089.

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8

Elms, Heather, and Shawn Berman. "Stakeholder-Agency Theory." Proceedings of the International Association for Business and Society 8 (1997): 657–68. http://dx.doi.org/10.5840/iabsproc1997863.

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9

Jones, Thomas M., and Andrew C. Wicks. "Convergent Stakeholder Theory." Academy of Management Review 24, no. 2 (April 1999): 206. http://dx.doi.org/10.2307/259075.

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10

Jones, Thomas M., and Andrew C. Wicks. "Convergent Stakeholder Theory." Academy of Management Review 24, no. 2 (April 1999): 206–21. http://dx.doi.org/10.5465/amr.1999.1893929.

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11

Freeman, R. Edward. "Divergent Stakeholder Theory." Academy of Management Review 24, no. 2 (April 1999): 233–36. http://dx.doi.org/10.5465/amr.1999.1893932.

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12

Friedman, Andrew L., and Samantha Miles. "Developing Stakeholder Theory." Journal of Management Studies 39, no. 1 (January 2002): 1–21. http://dx.doi.org/10.1111/1467-6486.00280.

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13

Hill, Charles W. L., and Thomas M. Jones. "STAKEHOLDER-AGENCY THEORY." Journal of Management Studies 29, no. 2 (March 1992): 131–54. http://dx.doi.org/10.1111/j.1467-6486.1992.tb00657.x.

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14

Zsolnai, Laszlo. "Extended stakeholder theory." Society and Business Review 1, no. 1 (January 2006): 37–44. http://dx.doi.org/10.1108/17465680610643337.

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15

Sternberg, Elaine. "STAKEHOLDER THEORY EXPOSED." Economic Affairs 16, no. 3 (June 1996): 36–38. http://dx.doi.org/10.1111/j.1468-0270.1996.tb00539.x.

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16

Kaler, J. "Evaluating Stakeholder Theory." Journal of Business Ethics 69, no. 3 (November 3, 2006): 249–68. http://dx.doi.org/10.1007/s10551-006-9089-2.

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17

Chen, Huey T., and Nannette C. Turner. "Formal Theory Versus Stakeholder Theory." American Journal of Evaluation 33, no. 3 (April 18, 2012): 395–413. http://dx.doi.org/10.1177/1098214012442802.

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18

Key, Susan, and Hany J. Van Buren. "Moving From Stakeholder Analysis to Stakeholder Theory." Proceedings of the International Association for Business and Society 11 (2000): 463–71. http://dx.doi.org/10.5840/iabsproc20001145.

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19

Shafique, Kamran, and Cle-Anne Gabriel. "Vulnerable Stakeholders’ Engagement: Advancing Stakeholder Theory with New Attribute and Salience Framework." Sustainability 14, no. 18 (September 19, 2022): 11765. http://dx.doi.org/10.3390/su141811765.

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Stakeholder engagement is a central tenet for understanding and solving sustainability challenges. Given the existing stakeholder knowledge base and the fact that practitioners mostly focus on the engagement of high-power and salience stakeholders, the interests of low-power and vulnerable stakeholders are often manipulated. Therefore, this research is devoted to the engagement of low-power and vulnerable stakeholders. Grounded in the stakeholder theory and the results of two illustrations, we demonstrate how the physical proximity of vulnerable stakeholders influences salience patterns in a multi-stakeholder engagement context. The contribution of the study is the conceptualisation of proximity as a stakeholder attribute, in addition to power, legitimacy, and urgency, to help managers identify and appropriately engage with vulnerable stakeholders. Thus, we extend stakeholder typologies by incorporating proximity into the existing attribute model. The proposed model addresses the paradoxical nature of stakeholder salience and engagement theories and furthers the sustainability agenda.
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20

Bonnafous-Boucher, Maria, and Simon Porcher. "Towards a stakeholder society: Stakeholder theory vs theory of civil society." European Management Review 7, no. 4 (December 2010): 205–16. http://dx.doi.org/10.1057/emr.2010.14.

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21

Wang, Chenxi. "The Relationship between ESG Performance and Corporate Performance - Based on Stakeholder Theory." SHS Web of Conferences 190 (2024): 03022. http://dx.doi.org/10.1051/shsconf/202419003022.

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Stakeholder theory has been widely used in business management research by scholars of various disciplines at home and abroad. Initially, stakeholder theory asserted that the growth of any company is inseparable from stakeholders, emphasizing the consideration of stakeholders when making or implementing decisions. However, in recent years, with the deepening of theoretical research, the scope of stakeholder theory research has been expanding, and environmental, social and governance (ESG) has become one of the important aspects of stakeholder theory research. This paper explores the relationship between ESG, and corporate performance based on stakeholder theory. Stakeholder theory suggests that by demonstrating strong ESG performance, companies can gain buy-in from both external and internal stakeholders. ESG can meet the needs of both external and internal stakeholders. As a result, it not only enhances the brand image, but also improves operational efficiency, which in turn improves the quality of sales and services. Ultimately, this helps to improve business performance.
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22

Bridoux, Flore, and J. W. Stoelhorst. "Stakeholder Theory and Value Creation: Managing Stakeholders with Heterogeneous Motives." Academy of Management Proceedings 2012, no. 1 (July 2012): 17255. http://dx.doi.org/10.5465/ambpp.2012.17255abstract.

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23

Moriarty, Jeffrey. "The Connection Between Stakeholder Theory and Stakeholder Democracy." Business & Society 53, no. 6 (April 2012): 820–52. http://dx.doi.org/10.1177/0007650312439296.

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24

Savage, Grant T., Michele D. Bunn, Barbara Gray, Qian Xiao, Sijun Wang, Elizabeth J. Wilson, and Eric S. Williams. "Stakeholder Collaboration: Implications for Stakeholder Theory and Practice." Journal of Business Ethics 96, S1 (August 2010): 21–26. http://dx.doi.org/10.1007/s10551-011-0939-1.

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25

Crane, Andrew, and Trish Ruebottom. "Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification." Journal of Business Ethics 102, S1 (March 2011): 77–87. http://dx.doi.org/10.1007/s10551-011-1191-4.

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26

Tufani, Jihan Alwiyah. "Stakeholder perspectives on mosque management and accountability: A stakeholder theory approach." Indonesian Journal of Multidisciplinary Science 3, no. 4 (January 30, 2024): 385–90. http://dx.doi.org/10.55324/ijoms.v3i4.824.

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This study focuses on stakeholder assessments of mosque management. The researchers identified and investigated stakeholders' perceptions of mosque management using a descriptive qualitative case study of a historical mosque in the Sleman Regency. The concepts of stakeholder theory and accountability were used as part of the analytical framework. The results show that stakeholders view the religious programs and activities of the mosque positively, feeling that they benefit both the mosque and the surrounding community. Stakeholders also feel that the programs reflect the mosque’s commitment to building trust and stakeholder confidence. In terms of accountability, the mosque emphasizes moral, ethical, and spiritual accountability towards God and relationships with God and humans. Financial reporting is transparent, with reports posted publicly each month. Stakeholders believe that the chief administrator carries out his/her responsibilities honestly, openly, and responsibly. Overall, the research demonstrates the importance of considering stakeholder interests and aspirations to improve mosque management performance related to quality of services, transparency, accountability, and contributing to community development.
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27

Freeman, R. Edward. "Response: Divergent Stakeholder Theory." Academy of Management Review 24, no. 2 (April 1999): 233. http://dx.doi.org/10.2307/259078.

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28

Bakirdi Zakaria, EL, and Benazzou Lotfi. "STAKEHOLDER THEORY IN PERSPECTIVE." International Journal of Advanced Research 10, no. 04 (April 30, 2022): 419–27. http://dx.doi.org/10.21474/ijar01/14565.

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Referring to a stakeholder theory means underlining a correlation between facts and conceptualization (part 1) as well as the necessary passage from a flat reading, which would be a sort of panorama of texts and positions (part 2), to a thick reading, focused on understanding its foundations.
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29

Mitchell, Ronald K. "Entrepreneurship and Stakeholder Theory." Ruffin Series of the Society for Business Ethics 3 (2002): 175–95. http://dx.doi.org/10.5840/ruffinx200231.

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In his Ruffin Lecture on stakeholder value and the entrepreneurial process, Professor S. Venkataraman asserted that two processes: value creation, and value sharing, are common ground for both the field of business ethics and the field of entrepreneurship (Venkataraman, 1999). In this article I further explore the connections between entrepreneurship and stakeholder theory raised in the Lecture, as they relate to both the production and the distribution of wealth in society. Through the application of transaction cognition theory, which suggests that a type of stakeholder-centered expert transacting script can integrate entrepreneurship and stakeholder theory through concepts from its sub-specialty, expert information processing theory, I employ a cognitive theory lens to suggest a set of integrating ideas and implications that attempt to complement and expand on Professor Venkataraman’s thesis. Implications for research and education conclude the article.
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30

Pesqueux, Yvon, and Salma Damak‐Ayadi. "Stakeholder theory in perspective." Corporate Governance: The international journal of business in society 5, no. 2 (April 2005): 5–21. http://dx.doi.org/10.1108/14720700510562622.

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31

Freeman, R. Edward, Robert Phillips, and Rajendra Sisodia. "Tensions in Stakeholder Theory." Business & Society 59, no. 2 (May 16, 2018): 213–31. http://dx.doi.org/10.1177/0007650318773750.

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A number of tensions have been suggested between stakeholder theory and strategic management (SM). Following a brief review of the histories of stakeholder theory and mainstream SM, we argue that many of the tensions are more apparent than real, representing different narratives about stakeholder theory, SM, business, and ethics. Part of the difference in these two theoretical positions is due to the fact that they seek to solve different problems. However, we suggest how there are areas of overlap, and we argue that some of the tensions may, instead, provide interesting ways to put the two areas of scholarship and practice together. We maintain that SM and stakeholder theory could mutually benefit from a more pragmatist philosophy.
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32

Donaldson, Thomas. "Making Stakeholder Theory Whole." Academy of Management Review 24, no. 2 (April 1999): 237–41. http://dx.doi.org/10.5465/amr.1999.1893933.

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33

Hansen, Morten Balle, and Evert Vedung. "Theory-Based Stakeholder Evaluation." American Journal of Evaluation 31, no. 3 (September 2010): 295–313. http://dx.doi.org/10.1177/1098214010366174.

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34

Ambler, Tim, and Andrea Wilson. "Problems of Stakeholder Theory." Business Ethics: A European Review 4, no. 1 (January 1995): 30–35. http://dx.doi.org/10.1111/j.1467-8608.1995.tb00107.x.

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35

Wicks, Andy. "Stakeholder theory and spirituality." Journal of Management, Spirituality & Religion 11, no. 4 (July 24, 2014): 294–306. http://dx.doi.org/10.1080/14766086.2014.917984.

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36

Stieb, James A. "Assessing Freeman’s Stakeholder Theory." Journal of Business Ethics 87, no. 3 (September 24, 2008): 401–14. http://dx.doi.org/10.1007/s10551-008-9928-4.

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37

Samson, Danny, Pat Foley, Heng Soon Gan, and Marianne Gloet. "Multi-stakeholder decision theory." Annals of Operations Research 268, no. 1-2 (November 1, 2017): 357–86. http://dx.doi.org/10.1007/s10479-017-2433-3.

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38

Lankoski, Leena, N. Craig Smith, and Luk Van Wassenhove. "Stakeholder Judgments of Value." Business Ethics Quarterly 26, no. 2 (April 2016): 227–56. http://dx.doi.org/10.1017/beq.2016.28.

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ABSTRACT:Although central to stakeholder theory, stakeholder value is surprisingly neglected in the literature. We draw upon prospect theory to show how stakeholder judgments of value depend crucially on the reference state, how there are several alternative reference states that may be operative when stakeholders judge value, how the choice of reference state for stakeholders’ value judgments can occur intuitively or deliberately, and how the level of the operant reference state may change with time and may also be incorrectly perceived by stakeholders or managers. Our theorizing results in a fundamentally different way of perceiving the value of corporate actions to stakeholders and shifts understanding of the avenues available for companies and others to influence stakeholder judgments of value. This novel perspective has implications both for theory and management practice, and not least for normative business ethics, if business is about stakeholder value creation.
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39

Harrison, Jeffrey S., and Andrew C. Wicks. "Stakeholder Theory, Value, and Firm Performance." Business Ethics Quarterly 23, no. 1 (January 2013): 97–124. http://dx.doi.org/10.5840/beq20132314.

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ABSTRACT:This paper argues that the notion of value has been overly simplified and narrowed to focus on economic returns. Stakeholder theory provides an appropriate lens for considering a more complex perspective of the value that stakeholders seek as well as new ways to measure it. We develop a four-factor perspective for defining value that includes, but extends beyond, the economic value stakeholders seek. To highlight its distinctiveness, we compare this perspective to three other popular performance perspectives. Recommendations are made regarding performance measurement for both academic researchers and practitioners. The stakeholder perspective on value offered in this paper draws attention to those factors that are most closely associated with building more value for stakeholders, and in so doing, allows academics to better measure it and enhances managerial ability to create it.
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40

Langtry, Bruce. "Stakeholders and the Moral Responsibilities of Business." Business Ethics Quarterly 4, no. 4 (October 1994): 431–43. http://dx.doi.org/10.2307/3857342.

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Abstract:This paper discusses the normative ethical theory of the business firm advanced principally by William E. Evan and R. Edward Freeman. According to their stakeholder theory, the firm should be managed for the benefit of its stakeholders: indeed, management has a fiduciary obligation to stakeholders to act as their agent. In this paper I seek to clarify the theory by discussing the concept of a stakeholder and by distinguishing stakeholder theory from two varieties of stockholder theory—I call them ‘pure’ and ‘tinged.’ I argue that the distinctive claims of stakeholder theory, as contrasted with tinged stockholder theories, have been inadequately supported by argument.
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41

Cots, Elisabet Garriga. "Stakeholder social capital: a new approach to stakeholder theory." Business Ethics: A European Review 20, no. 4 (September 21, 2011): 328–41. http://dx.doi.org/10.1111/j.1467-8608.2011.01635.x.

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42

Hill, Ronald Paul. "Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti-Stakeholders”." Business and Society Review 122, no. 2 (June 2017): 165–90. http://dx.doi.org/10.1111/basr.12114.

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43

Loi, Teck Hui. "Stakeholder management: a case of its related capability and performance." Management Decision 54, no. 1 (February 8, 2016): 148–73. http://dx.doi.org/10.1108/md-06-2015-0244.

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Purpose – A central claim of stakeholder theory is that the purpose of business is to create value for various stakeholders. However, managing diverse interests of stakeholders can be challenging in a business environment entrenched with different value systems. Lacking of qualitative narratives and complicated nature of corporate governance perhaps have impeded the stakeholder theory to become a major theory of strategic management and organizational ethics on its own. The purpose of this paper is to ascertain the strategic values of stakeholder management. Design/methodology/approach – Three stakeholder management case studies, taken in the context of a large corporatized public organization, were conducted in attempting to amplify the underpinning theories of stakeholder identified by Laplume et al. (2008). Tape-recorded semi-structured interviews were transcribed into texts. To reduce retrospective bias, some typical secondary records were examined. Findings – Stakeholder management can be a core competence that draws resource capabilities throughout a firm for generating desirable triple bottom line results, which also eases the tensions between shareholders and stakeholders of the firm. Research limitations/implications – Stakeholder management is an organizational mechanism tightly embedded in the firms’ strategic organizing and strategizing routines. It is vital for generating desirable triple bottom line results. This conjures up potential linkages between the stakeholder theory and the resource-based view (RBV) theory as pursuing stakeholder management can be a hard-to-emulate strategic asset within the framework of the RBV theory. Originality/value – There is relatively scant literature that pays attention on amplifying stakeholder management theory in the public sector organizations. Through the unlocking of some valuable public sector data sets, this research can make a positive contribution in the areas.
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44

GÓES, HELNA ALMEIDA DE ARAUJO, GERMANO GLUFKE REIS, and GUSTAVO ABIB. "WHEN STAKEHOLDER THEORY MEETS JUSTIFICATION THEORY: AN INTERSECTION PROPOSAL." Cadernos EBAPE.BR 19, no. 4 (December 2021): 901–17. http://dx.doi.org/10.1590/1679-395120200179.

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Abstract We discuss an interplay between two theories by addressing the question: In what ways can the Justification theory (JT) complement the Stakeholder theory (ST)? While ST provides an insight on the importance of creating value for stakeholders without resorting to tradeoffs, it does not address how several stakeholders employ justifications to achieve their goals, nor does it explore the analytical thinking on how organizations and their stakeholders account for and negotiate behaviors during disputes. The JT provides a framework that interprets social interactions and tensions by considering that actors’ decisions and actions are contextualized within organizational reality. Several studies that apply the JT framework in the context of organizations do so by directly or indirectly analyzing stakeholders. Hence, this essay sheds light on how such an intersection may help to comprehend the phenomena related to disputes. The study offers tools and contributes to understanding managerial practices for stakeholders identification and engagement since, to the best of our knowledge, there is a research gap regarding the intersection between JT and ST.
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45

Komutputipong, Natchanont, and Prae Keerasuntonpong. "Accountability perception of Thai Government: to whom and what counts." Journal of Public Budgeting, Accounting & Financial Management 31, no. 1 (March 4, 2019): 45–65. http://dx.doi.org/10.1108/jpbafm-05-2018-0044.

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PurposePublic sector entities face conflicting demands from stakeholders. The literature suggests identifying and prioritizing stakeholders can improve accountability. Thailand, an emerging economy, and currently under military rule, provides an interesting context to investigate stakeholder tensions. The purpose of this paper is to investigate how and why the Thai Government bureaucrats prioritize their stakeholders.Design/methodology/approachThe study draws on the managerial branch of stakeholder theory and stakeholder salience theory to examine the importance of various stakeholders and of the stakeholders’ salient attributes perceived by the Thai Government bureaucrats in discharging its accountability. The study uses a survey questionnaire mailed out to the central government departments in Thailand.FindingsThe study finds that single most important stakeholder is the Office of the Auditor-General. The public is perceived as the second. This is dissimilar to the western-centric accountability focus on the public, and challenges claims by the Thai military coup that it will bring democratic rule. “Legal power” supporting the stakeholders’ claims for government accountability is the most influential attribute in determining stakeholder importance and prioritizing attention for government bureaucrat’s discharge of its accountability.Originality/valueSuch findings increase understanding of the applicability of stakeholder theory and stakeholder salience theory in the context of military rule in emerging economy countries such as Thailand. This paper also provides suggestions of how stakeholders may shape their salience in order to gain priority. This also provides an immediate suggestion for reforms of the Thai regulatory frameworks in prioritizing stakeholders and promoting the government’s greater accountability.
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46

Soin, Maciej. "Philosophical difficulties of stakeholder theory." Annales. Etyka w Życiu Gospodarczym 21, no. 7 (April 2, 2018): 75–84. http://dx.doi.org/10.18778/1899-2226.21.7.05.

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Philosophical difficulties of stakeholder theory—which plays an important role in CSR and business ethics—are mainly connected to the questions of its status and justification. What sense does stakeholder theory have: descriptive, instrumental or normative? And if normative, why then should executives worry about multiple stakeholder demands? It is well known that Freeman, one of the most important authors of stakeholder theory, deliberately disregarded these problems. In philosophical questions, he invoked Rorty’s pragmatism that in his opinion effectively undermined the “positivistic” dichotomy between facts and values, science and ethics, and enabled stakeholder theory to be understood as both descriptive and normative. The article presents some difficulties connected with this view, focusing on its dubious assumptions and unfavourable consequences. These assumptions contain a false dilemma, taken from Rorty, which states that knowledge follows either a rule of representation or a rule of solidarity. One of the unfavourable consequences is the conclusion that stakeholder theory may be true only if its followers are able to force the stakeholders to accept its truthfulness. The main thesis of the article says that, because of pragmatic justification, stakeholder theory became a sort of arbitrary narration, which is unable to deal with its (empirical) misuses. However, a more traditional view on facts and values enables us to appreciate the descriptive advantages of the theory and to identify difficulties connected with its normative layer. From this point of view, the attempt at a pragmatic interpretation of stakeholder theory was a misunderstanding that should be withdrawn from circulation.
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47

Agle, Bradley R., Thomas Donaldson, R. Edward Freeman, Michael C. Jensen, Ronald K. Mitchell, and Donna J. Wood. "Dialogue: Toward Superior Stakeholder Theory." Business Ethics Quarterly 18, no. 2 (April 2008): 153–90. http://dx.doi.org/10.5840/beq200818214.

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A quick look at what is happening in the corporate world makes it clear that the stakeholder idea is alive, well, and flourishing; and the question now is not “if ” but “how” stakeholder theory will meet the challenges of its success. Does stakeholder theory’s “arrival” mean continued dynamism, refinement, and relevance, or stasis? How will superior stakeholder theory continue to develop? In light of these and related questions, the authors of these essays conducted an ongoing dialogue on the current state and future of stakeholder thinking. Beginning with a review of research and theory that has developed since the major stakeholder theorizing efforts of the 1990s, the authors individually offer their perspectives on the key issues relevant today to stakeholder thinking, and to suggest possible approaches that might lead toward and enable the continuing development of superior stakeholder theory.
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48

Valentinov, Vladislav, Steffen Roth, and Matthias Georg Will. "Stakeholder Theory: A Luhmannian Perspective." Administration & Society 51, no. 5 (July 18, 2018): 826–49. http://dx.doi.org/10.1177/0095399718789076.

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We explore the cross-fertilization potential between stakeholder theory and Niklas Luhmann’s social systems theory. Social systems, such as corporations or nonprofits, are defined by complexity reduction and operational closure, which may render them insensitive to their environment and undermine their sustainability. This vision resonates with stakeholder theory’s arguments on the importance of the corporate responsiveness to stakeholder interests. The suggested common ground between the theories yields novel insights into key concepts of stakeholder theory such as the contrast between the jointness of stakeholder interests and trade-off thinking, the normativity of the stakeholder idea, and the meaning of corporate social responsibility.
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49

Reed, Darryl. "Stakeholder Management Theory: A Critical Theory Perspective." Business Ethics Quarterly 9, no. 3 (July 1999): 453–83. http://dx.doi.org/10.2307/3857512.

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Abstract:This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A key characteristic of the critical theory approach is expressed as a distinction between three different normative realms, viz., legitimacy, morality, and ethics. In the second section, the outlines of a theory of stakeholder management are provided. First, three basic tasks of a theoretically adequate treatment of the normative analysis of stakeholder management are identified. This is followed by a discussion of how a critical theory approach to SHMT is able to fulfill these three tasks.
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50

Nurwanah, Andi, Sutrisno T., Rosidi Rosidi, and Roekhudin Roekhudin. "Determinants of tax compliance: theory of planned behavior and stakeholder theory perspective." Problems and Perspectives in Management 16, no. 4 (December 24, 2018): 395–407. http://dx.doi.org/10.21511/ppm.16(4).2018.33.

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The purpose of this research is to analyze and elaborate determinants of tax compliance in the perspective of the theory of planned behavior and stakeholder theory. This research is conducted on a population consisting of corporate taxpayers registered at the Directorate General of Taxes in the region of South Sulawesi. This research uses proportional random sampling to determine the samples. There are 560 respondents out of 1,000 exemplars of distributed questionnaires who are willing to participate. The analysis is conducted by using Partial Least Square (PLS). The result reveals that the behavior of the taxpayers has a positive and significant effect on the intention to tax compliance. The establishment of tax professional behavior to comply can encourage positive behavior of taxpayers, thus, the welfare of the society can be achieved. Subjective norm has a positive and significant effect on the intention to tax compliance. This research focuses on corporate taxpayers; hence, the researchers add social awareness based on stakeholder theory. This research depicts corporate taxpayers as entity that mingles with the society. Therefore, social awareness and cultural adaptation with the social environment through tax payment is a must.
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