Chapter 4 Development and stakeholder prominence

Abstract

What has emerged from the first three chapters has been the increasingly global environment within which organisations operate. This is particularly so in the Asia-Pacific region, which due to its continued urbanisation, is undergoing profound economic and social change. Despite stakeholder theory offering a new perspective on the traditional principal–agent relationship that had existed implicitly between both the manager and “shareholder” and the manager and “debtholder”, little has been done theoretically to explain and predict differences in “stakeholder” prominence across countries that embody different economic and social levels of development. As mentioned in Chapter 3, a Positive Stakeholder Theory approach, which seeks to understand stakeholder prominence through an AHP, is a means by which to enrich stakeholder theory beyond the confines of the prescriptive.

Citation

Cummings, L. and Patel, C. (2009), "Chapter 4 Development and stakeholder prominence", Cummings, L. and Patel, C. (Ed.) Managerial Attitudes toward a Stakeholder Prominence within a Southeast Asia Context (Studies in Managerial and Financial Accounting, Vol. 19), Emerald Group Publishing Limited, Leeds, pp. 89-112. https://doi.org/10.1108/S1479-3512(2009)0000019008