The argument that applications of social network research tools and theories to stakeholder research will advance our understanding of how organizations should and do interact with their stakeholders and how stakeholders influence organizations has been well known for over 15 years. However, the integration of social network analysis and stakeholder research has been limited to date. To motivate stakeholder network research, I illustrate the similarities and complementarities between these research streams, arguing that the social network perspective tackles weaknesses in stakeholder models supporting the creation of more fruitful models of organization–stakeholder environments. I illustrate how stakeholder power and legitimacy, and focal organization obligations can be better modeled theoretically and measured empirically using social network concepts and techniques.
Rowley, T.J. (2017), "The Power of and in Stakeholder Networks", Stakeholder Management (Business and Society 360, Vol. 1), Emerald Publishing Limited, Leeds, pp. 101-122. https://doi.org/10.1108/S2514-175920170000005
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