Search results

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.

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.

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.

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.

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.

Engaging corporate social responsibility (CSR) is essential to attain corporate sustainability. This paper aims to take the CSR from the viewpoints of a believing system, Christianity in an attempt to bridge a gap in the existing literature.

Through related literature reviews, research questions asked and grounding in the Christians' sacred text, the author seek to explore the Christians' social responsibilities and their relatedness to the CSR.

This paper highlights the interlocking principles – honoring God, one's neighbor, God's creation, great commissions and eternality concept – that shape the Christians' fundamental approaches toward their social responsibilities. These collective faith driven principles would redefine the existing CSR conceptions in a refined form that the author call a faith‐based CSR.

The paper discusses the applications of the faith‐based CSR in the areas of corporate philanthropy, environmental preservation and social reporting. The faith‐based CSR is inherently beneficial to the firms and their stakeholders. It refines the organizational paradigms on the business competition, and uncovers a corporate sustainability paradigm otherwise hidden to managers and scholars.

The Christians have significant presence in both developed and emerging nations. Their worldviews on the social responsibility, consequently, would have influenced the CSR practices of firms. Given the scant attentions paid to explore the intersection between a believing system and the business ethics, this paper can make a unique contribution to the area of CSR literature.

A compressed cycle time enables products to be manufactured more quickly and has the potential of locking in the most profitable customer. Applies time‐based process mapping (TBPM), a time compression technique, to a firm that operates in a resource‐based environment, and undertake detailed case studies. Analyses the firm's key supply chains and examine related strategic issues. Competitive forces analyses indicate that depleting supply, which is valuable, in an attractive industry affects considerably the time horizon of strategy formulation. Robust supply chains integration requires a good consideration of a firm's resources, capabilities and external environments. Both the industrial organisation and resource‐based view are important to sustain business timeliness and operations management. It seems, from the case studies, that in times of intense competition with shortages of resources, continued globalisation, and the fast and slow world divide, the integration of value chains and systems is an effective way of achieving business timeliness. Enabling yet effective strategies and technologies only come to their optimum with proper leadership – the interconnectivity of the time compression triangle.