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The objective of this study is to investigate how country risk, different political actions from the government and bureaucratic behavior influence the activities in industry supply chains (SCs) in emerging markets. The main objective of this study is to investigate the influence of these external stakeholders’ elements to the demand-side and supply-side drivers and barriers for improving competitiveness of Ready-Made Garment (RMG) industry in the way of analyzing supply chain. Considering the phenomenon of recent change in the RMG business environment and the competitiveness issues this study uses the principles of stakeholder and resource dependence theory and aims to find out some factors which influence to make an efficient supply chain for improving competitiveness. The RMG industry of Bangladesh is the case application of this study. Following a positivist paradigm, this study adopts a two phase sequential mixed-method research design consisting of qualitative and quantitative approaches. A tentative research model is developed first based on extensive literature review. Qualitative field study is then carried out to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. A survey is carried out with sample of top and middle level executives of different garment companies of Dhaka city in Bangladesh and the collected quantitative data are analyzed by partial least square-based structural equation modeling. The findings support eight hypotheses. From the analysis the external stakeholders’ elements like bureaucratic behavior and country risk have significant influence to the barriers. From the internal stakeholders’ point of view the manufacturers’ and buyers’ drivers have significant influence on the competitiveness. Therefore, stakeholders need to take proper action to reduce the barriers and increase the drivers, as the drivers have positive influence to improve competitiveness.

This study has both theoretical and practical contributions. This study represents an important contribution to the theory by integrating two theoretical perceptions to identify factors of the RMG industry’s SC that affect the competitiveness of the RMG industry. This research study contributes to the understanding of both external and internal stakeholders of national and international perspectives in the RMG (textile and clothing) business. It combines the insights of stakeholder and resource dependence theories along with the concept of the SC in improving effectiveness. In a practical sense, this study certainly contributes to the Bangladeshi RMG industry. In accordance with the desire of the RMG manufacturers, the research has shown that some influential constructs of the RMG industry’s SC affect the competitiveness of the RMG industry. The outcome of the study is useful for various stakeholders of the Bangladeshi RMG industry sector ranging from the government to various private organizations. The applications of this study are extendable through further adaptation in other industries and various geographic contexts.

The purpose of the current study is to revisit the relationship between CSR and firm market performance. The authors examine whether a gap between the firm's internal and external CSR moderates the CSR-firm market performance relationship. Additionally, the authors propose that the moderating effect of the CSR gap on this relationship is mediated by firm visibility.

The initial sample is the Fortune 500 firms during the years 2004–2013. The final panel data sample consisted of 1,300 firms and 6,128 observations from 2004 to 2013. The authors obtained data from five different sources: Compustat North America Fundamental Annual, GMI Ratings, Execucomp, IBES and KLD Stats.

The results of this research find evidence that both internal CSR and external CSR were positively related to firm market performance, but that the relationship was stronger for firms with equal emphasis on external and internal CSR activities. Furthermore, the negative moderating effect of the CSR gap was mediated by the firm visibility.

The findings of the study advance our understanding of the CSR-FP relationship. First, the theoretical arguments and the empirical evidence highlight that the CSR-FP relationship exists and that its magnitude is contingent upon the gap between internal and external CSR investments. Second, the authors enhanced theoretical understanding of how and why CSR relates to firm performance by exploring firm visibility as a mediator. Specifically, the authors introduced firm visibility as a mechanism which explains the effect of the interaction of overall CSR with the CSR gap on firm performance.

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

The implementation of public–private partnerships (PPPs), particularly in low- and middle-income countries, has been hampered by external stakeholders’ opposition leading to the failure of several projects. The purpose of this paper is to develop a framework to improve external stakeholder management in PPP projects.

Two case studies consisting of 23 interviews with a wide range of internal and external stakeholders were employed. This was supplemented with a focus group approach to validate the framework.

A new framework for the management of external stakeholders is developed. It encompasses new features such as the dynamic identification of stakeholders at each project phase and their corresponding interests.

The scope is road transportation projects in Nigeria and thus the recommendations may not be globally applicable.

The findings can help the public sector and their agencies to manage external stakeholders and maintain successful relationships on PPP projects.

The paper contributes to existing knowledge in four key areas: it confirms that the skill and actions of internal stakeholders are vital to the stakeholder management process; it shows that one-off stakeholder identification proposed in literature is a flawed approach; it proposes that the identification of external stakeholders’ interests be dynamic; and it adds the perspective of low- and middle-income countries in stakeholder management in PPP projects.

The purpose of this paper is to offer a rationale and a method for aligning external and internal brands within an integrated marketing strategy that recognises stakeholder expectations of a more socially responsible approach. It demonstrates the benefits of viewing external and internal brands synergistically in relation to the value propositions offered to stakeholder groups and the beneficial outcomes that can result from this.

Stakeholder constituencies that can facilitate or constrain marketing effectiveness are identified. The analysis underpins a model that shows links and feedback mechanisms between corporate, external and internal brands; stakeholder evaluation of these; and the implications for stakeholder contribution, loyalty and advocacy.

The paper demonstrates the significance and application potential of a conceptual framework that analyses the relationship between the brand benefits and values that an organisation espouses, how these are experienced by customers and employees, and the implications for marketing and human resource management. Its conclusions have particular significance for services brands where successful customer‐organisation relations are dependant on staff commitment that is itself predicated on organisation concern for employee well being.

The model provides a framework for further empirical testing of the relationships shown that includes their operation in particular organisation, industry and sector contexts.

The paper presents a business based rationale for the marketing function to recognise greater stakeholder concern – especially that of customers and employees – for ethical marketing and sustainability; and the financial, social and ethical capital benefits that can accrue from responding to this.

The perspective on branding in the paper recognises the stakeholder management implications of the new marketing paradigm by proposing a holistic approach whereby external and internal brands are viewed synergistically within an integrated marketing strategy. The paper responds to calls for a new philosophy of marketing in which integrated brand architecture demonstrates organisation recognition of a more stakeholder accountable and socially responsible era.

The purpose of this paper is twofold: firstly, to identify the information-centric strategies of external stakeholders that influence the quality assurance (QA) in the reverse logistics supply chains (RLSC) of demolition waste (DW) and, secondly, to recognize the determinants for using each strategy.

Semi-structured interviews were conducted with 21 professionals representing five external stakeholder groups: state and local government agencies, non-government organizations (NGOs), forward supply chain upstream and downstream actors. The data was analyzed based on Creswell's five-step process, and the conventional content analysis was used for coding and generating themes.

The study found seven information-centric influence strategies: regulating, monitoring, leading, incentivizing, demolition approval, forming contracts and specifications. The state government organizations were the most dominant in influencing the QA in RLSC. All external stakeholders use both aggressive and cooperative strategies. The urgent, legitimate and economic core of the issue decides the type of strategy to exert an information-centric influence over the QA in RLSC of DW.

To the author's best knowledge, this study is one of the first investigations performed based on a theoretical basis within the context of RLSC in the construction industry (CI). This study used empirical data to elaborate the stakeholder theory while providing new knowledge on stakeholder influence, particularly those relevant to information sharing. Thus, this study developed a theoretical base that future researchers in the study domain could use.

This paper focusses on external stakeholders’ perspective of stakeholder management in public–private partnerships (PPP) projects within the context of developing countries where public opposition to PPP projects is prevalent. The purpose of this paper is to identify the key enablers to PPP projects’ success from the perspective of external stakeholders.

Data were collected from two case studies via semi-structured interviews in two PPP project locations in Nigeria. In total, 14 external stakeholders comprising community leaders, trade unionists and human right activist participated in the research.

Five key enablers of external stakeholder management were identified. These are as follows: the choice of project location; transparency of the internal stakeholders; timing of stakeholder engagement; knowledge of PPP; and relationship with internal stakeholders.

External stakeholders’ perspective of stakeholder management in PPP projects within the context of developing countries new to PPP has been established. The practical implications of the five enablers can be used by policy makers and industry professionals to ensure effective stakeholder management of PPP projects.

The purpose of this paper is to explore how a food and beverage packaging company manages internal and external stakeholders to achieve sustainable innovation outcomes, as well as to contribute to the spread of sustainability paths along the supply chain, on which it operates.

A case study approach was chosen and applied multiple methods of semi-structured interviews and a documentation review.

Results reveal a structured stakeholder relationship management, according to which the packaging company acts through a stakeholder engagement process to both acquire and share new knowledge to address stakeholder pressure. Co-creation models result in a winning strategy to exploit knowledge, above all in a supply chain context, where actors should act as a part of a strictly interlinked system, involving external stakeholders (also suppliers) and internal stakeholders in joint eco-innovation projects. The case study shows the potential strategic role of a packaging company in affecting relevant actors of the supply chain through the promotion of a sustainability culture.

The first limitation is linked to the chosen case study approach, which does not allow for results to be generalized. Future works could arrange panel data analysis to investigate in depth the behavior of several packaging companies regarding stakeholder relationship management.

Managerial implications mainly underline that, to fully address market stakeholder pressure, managers should recognize the relevance of acquiring and sharing new knowledge from external sources, without underestimating the need to integrate it with internal stakeholders (employees) for its exploitation.

The present work is original for the food and beverage industry, with specific attention on the packaging sector, which, until today, has been widely investigated regarding food and waste loss reduction strategies, but less often from the perspective of stakeholder relationship management in addressing sustainability.

The purpose of the paper is to test and compare a framework of firms' business sustainability endeavours with internal and external stakeholders in an oriental business context and to verify the validity and reliability of a stakeholder framework through time and across oriental and occidental business contexts.

Quantitative approach based on a questionnaire survey in corporate Taiwan with a response rate of 68.5%. Multivariate analysis is undertaken to uncover the measurement properties of a stakeholder framework.

A framework of firms' business sustainability endeavours with internal and external stakeholders appears valid and reliable through time and across occidental and oriental business contexts.

This study verifies and fortifies a stakeholder framework through time and across business contexts consisting of five stakeholder groups: upstream, the focal firm, downstream, market and societal.

The framework of firms' business sustainability endeavours provides guidance to firms in their endeavours of business sustainability with internal and external stakeholders.

This study contributes to existing theory and previous studies by validating a stakeholder framework of business sustainability with internal and external stakeholders beyond occidental business context to be also valid and reliable in oriental ones.

Previous crisis communication research has primarily examined the external dimension of crisis communication, i.e. the crisis response strategies applied by organizations to protect and/or restore their image or reputation among external stakeholders in a crisis situation. The purpose of this paper is to set up an integrative framework for the study of internal crisis communication in private and public organizations.

The paper takes a theoretical approach reviewing the literature on crisis management and crisis communication and discussing the concept of internal stakeholder and the implications of a staged approach.

An integrative framework for the study of internal crisis communication is developed based on two assumptions: first, that internal crisis communication research must start with a detailed study of the relationship between an organization and its internal stakeholders (in this case: the employees) to clarify to what extent internal crisis communication differs from external crisis communication; and second, that internal crisis communication research can best be systematized applying a staged approach (precrisis stage, crisis event, postcrisis stage) as an heuristic method.

Apart from a few exceptions, the internal dimension of crises, crisis management, and crisis communication has, by and large, been unexplored.