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The purpose of this paper is to consider the concepts of exposure, coping capacity and adaptive capacity as a multiple structure of vulnerability in order to distinguish and interpret short-term coping responses and long-term strategic responses to food system vulnerability.

This paper applies an abductive approach for qualitative analysis of data, which were collected through 18 semi-structured interviews among Finnish food system actors.

The findings suggest that coping capacity and adaptive capacity are indeed two different concepts, which both need to be addressed in the examination of food system vulnerability. Public and private food system governance and related decision-making processes seem to focus on building short-term coping capacity rather than strategic adaptive capacity. In fact, conservative and protective policies can be counterproductive in terms of building genuine adaptive capacity in the food system, highlighting institutional and policy failures as limiting adaptive capacity and affecting future vulnerability.

This paper is the first to provide evidence on the multiple structure of food system vulnerability. It simultaneously considers the external aspect (vulnerability drivers) and internal factors, including short term coping capacity and more strategic adaptive capacity, as key determinants of vulnerability.

The purpose of this study is to propose a matrix framework to understand the interdependencies of domains and scales of protein transition towards diets based on plants and alternative sources of proteins.

The abductive research approach is used in building the framework, and the proposed framework is illustrated using the regional food system in Central Finland as an example. Focus groups and interviews were used to collect qualitative data from 28 respondents.

This study provides a framework for protein transition, with five domains and five scale levels. Interactions between public and private governance activities at different scales, domains and governed niche and regime levels are discussed. The study shows how micro-level activities at individual or community levels are linked with broader governance activities.

Due to the relatively narrowed set of empirical data, further research is required to test the framework in different regional and cultural settings.

This paper presents a practical illustration of the matrix framework, and considering this, the paper discusses the possible implications of matrix interdependencies for protein transition management.

This study proposes that understanding the coevolution of domains and scales, with the help of accurate policies and business models, can lead to effective protein transition.

This study fulfils an identified need to study protein transition in a broader frame, which highlights the structural activity interdependencies between different scale levels and domains.

The purpose of this paper is to present four examples of stakeholder relationships related to issues of corporate environmental management (CEM) and analyze them based on the model of Mitchell et al. (1997).

Secondary data are used in the case studies.

The four cases presented show that basically any stakeholder can become definitive over time in the complex network of stakeholders with mutual relationships. The definitive stakeholders in CEM are no longer merely the NGOs and policymakers but now include many diverse groups such as customers, locals and suppliers.

These case studies cannot be generalized, but they could contribute to more comprehensive studies on stakeholder strategies in the future by raising up new CEM issues.

The paper indicates that stakeholder strategies need to be changed in corporations over time. Latent stakeholders can become expectant and definitive stakeholders gradually over time.

The paper presents and analyzes four different cases of corporation‐stakeholder relations in the field of corporate environmental management

The purpose of this paper is to suggest a need to widen stakeholder theory to include non‐human influences to better describe the complex corporate environment. Drawing from actor‐network theory, non‐human entities may “translate” new, unexpected stakeholders to support their aims.

The paper employs a theoretical conceptual approach with three illustrative examples.

The examples provided show that corporate crises result partly from previously unacknowledged non‐human spheres of influence and cause corporations serious losses. Corporations that take a proactive stance and monitor the weak signals of change are able to improve their standing and maintain legitimacy.

The framework created requires more testing with different examples across contexts and cultures. Future studies should examine the process of translation more deeply and examine who can potentially be translated into a stakeholder.

Corporate communication should play “the devil's advocate” on issues and analyze not only stakeholders, but also non‐human entities that may be able to translate others into joining their cause.

This paper broadens stakeholder theory to better describe the current corporate environment by highlighting the process of translation among stakeholders and non‐human entities.