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Stakeholder thinking has contributed considerably to the organizational literature by demonstrating the significance of the environment in managing organizations. Stakeholders affect and are affected by organizations’ daily operations and decisions. They have varied and often conflicting interests, making it necessary for managers and organizations to know who they are as well as their attributes. Consequently, Mitchell et al. (1997) developed the stakeholder salience theory to help managers and organizations identify the power of certain stakeholders and their salience to the organization. With a few exceptions, the mainstream stakeholder salience theory is in many ways still largely static, short-term oriented, and firm-centered. The aim of this paper is to revisit certain conformist assumptions concerning the role of marginalized stakeholders, or “dormant” stakeholders, in stakeholder thinking. Overall, this chapter is a call to a new conceptualization of stakeholders that reintroduces stakeholder dynamics at the core of stakeholder thinking to overcome its restrictive shortcomings. We argue that managing stakeholder relationships is not simply meeting stakeholder demands but also involves taking into account the long-term dynamics of stakeholder interactions.

In recent years there has been growing discussion in the library community regarding the civic role of the public library. The discussion is rooted in a deep-seated professional commitment to the value of the public library as an institution of democratic society. As a recent president of the American Library Association, Nancy Kranich, wrote in 2001, “Libraries serve the most fundamental ideals of our society as uniquely democratic institutions. As far back as the nineteenth century, libraries were hailed as institutions that schooled citizens in the conduct of democratic life.” (p. vi).