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Taking an innovative approach, the aim of this paper is to apply the stakeholder view concept to the hotel industry in China, and identify two antecedents of the stakeholder relationship, namely, trust and commitment. The paper then seeks to examine the impacts of these two antecedents on the management practices of the two key stakeholders (the hotel owner and the customer) and to assess the effects of these practices on organizational performance.

An empirical survey using questionnaires was conducted on a sample of 228 three‐ to five‐star hotels in China. The results from confirmatory factor analysis and structural equation modelling were both satisfactory, providing a basis for discussion.

Three main results emerged. First, in model A, the key stakeholder is the hotel investor: both antecedent constructs, trust and commitment, were positively influenced by the organization's stakeholder management practices. However, in model B, the key stakeholder is the customer; trust was the only construct affected by stakeholder management practices. The second major result was that in both models, stakeholder management practices had positive and significant influences on financial performance and customer satisfaction. Finally, the results revealed that customer satisfaction positively affected financial performance.

The proposed framework and its results provide vital insights for industry practitioners and academics in the field of stakeholder management, where an alternative competitive strategy for an organization's wealth creation is acknowledged.

Building information modeling (BIM) has brought great advantages to project delivery and performance. However, BIM has also increased the complexity of projects. Research shows that for BIM implementation to have a positive impact in this innovative environment, BIM should be synchronized with stakeholder management. Therefore, this research aims to incorporate the theory of stakeholder management in BIM-enabled projects and determine the theory's intermediary role between BIM implementation and project performance.

An extensive literature review was conducted and 13 critical success factors (CSFs) for BIM implementation, 29 CSFs for stakeholder management and 6 CSFs for BIM project performance were identified. These measurement items were tested using a questionnaire survey method and analyzed using structural equation modeling. This research was focused on Chinese megaprojects or complex projects that were under a high level of development of BIM, which could reflect the complex stakeholder relationships and BIM implementation for project performance.

The results indicate that effective use of BIM can directly improve project performance. Further, stakeholder management has an important and positive intermediary role within the path of BIM implementation and project performance, particularly through (1) stakeholder dynamics (SD) and (2) stakeholder engagement or empowerment (SE).

The logical relationship of mutual influence among CSFs has been revealed for BIM-enabled projects. This research contributes to the effective collaboration and practice of BIM in the construction industry.

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

The purpose of this paper is to explore the implications of stakeholder theory for organisational development and contribute to the knowledge of operational stakeholder management.

The paper presents a case study in a micro‐enterprise where data have been collected as participant observations.

Stakeholder theory suggests that to be sustainable, organisations must find a balance between different stakeholder interests. The paper presents a case study where a stakeholder model has been tested in a micro‐enterprise. Results include a revised model based on the experiences from the case. The stakeholder model has been adapted to accommodate a process approach and the PDSA‐cycle.

The model can be used when wanting to develop a structured management system based on stakeholder interests.

The paper has a vast content of originality as not as much has been written about stakeholder management from an empirical point of view as from a theoretical.

The purpose of this paper is to analyse the influence of perceptions of pressure from stakeholders on the managers of state-owned enterprises (SOEs) regarding the need to implement socially responsible policies in the supply chain and to disclose corporate social responsibility (CSR) information. The authors also analyse the benefits perceived by public managers from applying CSR in the supply chain and from the greater disclosure of CSR information.

A structured questionnaire was developed, based on a set of items related to aspects of CSR, and taking into account previous research in this field. The authors also propose a theoretical model with which to analyse relations among the variables studied. This model was verified using structural equation modelling.

The results obtained are consistent with the proposed model and show that stakeholder pressure has a direct influence on the CSR policies applied by public managers regarding suppliers and information disclosure. The authors also find that public managers believe that applying socially responsible policies in their dealings with suppliers will benefit their business.

Although the question of CSR has been widely debated in the context of private business, very little research has addressed this question in the public sphere, especially in that of SOEs, regarding the practice of socially responsible management with suppliers. Aspects of social responsibility towards suppliers are of considerable importance and some complexity, particularly in public enterprises, which are sometimes the main or only consumer. A better understanding of the connections between these constructs will allow corporate decision makers, particularly those in public companies, to devise appropriate strategies for social responsibility in the supply chain and for the disclosure of CSR information, and thus incorporate stakeholders’ expectations into the design of these strategies.

The objective of this paper is to collate and debate the main issues driving the stakeholder theory academic debate.

First, a discussion of the stakeholder concept is set out before moving on to the history and nature of stakeholder theory. The work proceeds with an attempt to bring together systematically the points of divergence among researchers interested in stakeholder theory, and, finally, there is a brief discussion of these theoretical loopholes in conjunction with a proposed research agenda for the field.

Based on the unification of the theoretically problematic issues, research agenda are put forward with the objective of clarifying doubts and resolving the controversies ongoing among academics. As regards the formulation of stakeholder theory, one question requiring resolution is that of the stakeholder concept itself. Additionally, further research should focus on the boundaries as to what constitutes a stakeholder group as well as defining the criteria for attributing individual membership of one or another group. In practical theoretical application, it is correspondingly necessary to target research on aspects such as conflicts of interest between stakeholders and management difficulties in coping with multiple objectives. Finally, there is a need for research that systematizes the knowledge produced with the objective of attaining the theoretical convergence necessary for the development of stakeholder theory.

The main contribution of this paper derives from the systematization of the various shortcomings that need overcoming within the framework of stakeholder theory and the identification of research agendas.

This paper aims to explore the various sociotechnical dimensions of building information modelling (BIM)-induced changes associated with stakeholder management of projects.

This paper relies on grounded theory and data collection from two case studies – one in the public sector and one in the private sector – and is underpinned by Leavitt’s (1964) sociotechnical model.

Findings reveal four new dimensions of stakeholder management as being affected through BIM-induced changes: commitment; transparency; learning and experience; and stakeholder satisfaction, with these extending beyond the dimensions recognised in the existing literature. Another novelty lies in bringing to light the highly context-specific nature of BIM-induced changes pertinent to stakeholder management, with the two case studies demonstrating differences in these changes. Furthermore, a theoretical model of the causal impacts of various identified dimensions is presented, in which the sequence of changes and the causal associations between the identified dimensions are conceptualised.

Through Leavitt’s (1964) Diamond lens, the procedure of change and its evolutionary procedure for various components of the sociotechnical system of stakeholder management are theorised. The tentative conceptualisations presented offer a springboard from which to further investigate the episode of change pertinent to various dimensions of stakeholder management in BIM-enabled projects.

The purpose of this paper is to provide an overview of previous studies in the field of stakeholder management, and propose implications for the construction industry.

Three major databases are searched: ABI, EI CompendexWeb, and ISI web of knowledge. Papers are searched on topic by using the keywords of “stakeholder management”, “management of stakeholders” and “management of stakeholder”. A brief review of the abstracts and conclusions of these papers is conducted to filter out the irrelevant and/or duplicate papers. After filtering, 159 articles with content relevant to stakeholder management are selected for analysis.

An overview of previous studies reveals that research interest in stakeholder management has turned to the descriptive approach. Through a critical review of stakeholder management process, three main problems of previous studies are identified: very few methods and tools are available to identify all stakeholders and their interests; limited studies involve the change management about the stakeholders' influence and relationship; and few studies are capable of reflecting the influence of the entire relationship network in practice.

Two implications for the construction industry are suggested: establish a practical framework for managing stakeholders; and apply social network theory (SNT) in developing a stakeholder relationship model.

The overview and implications lead to new knowledge and an improved understanding of the management of multiple stakeholders in construction projects. The perspective of SNT avoids the deficiency of Freeman's dyadic ties model, and the project managers can make decisions in response to the stakeholder behaviours according to the entire relationship.

This paper uses a stakeholder framework to review the empirical literature on corporate social performance (CSP), focusing particularly on studies attempting to correlate social with financial performance. Results show first that most studies correlate measures of business performance that as yet have no theoretical relationship (for example, the level of corporate charitable giving with return on investment). To make sense of this body of research, CSP studies must be integrated with stakeholder theory. Multiple stakeholders (a) set expectations for corporate performance, (b) experience the effects of corporate behavior, and (c) evaluate the outcomes of corporate behavior. However, we find that the empirical CSP literature mismatches variables in terms of which stakeholders are relevant to which kind of measure. Second, only the studies using market‐based variables and theory show a consistent relationship between social and financial performance, particularly those showing a negative abnormal return to the stock price of companies experiencing product recalls. Although this paper shows that the CSP construct is not yet well‐specified enough to produce stronger results, recent research suggests that much progress is being made both empirically and theoretically in developing valid and reliable measures of corporate social performance.

The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by society and by the competitive business environment itself demands ethical, fair, and sustainable practices from companies. In this sense, effective and fair stakeholder management becomes relevant. Thus, stakeholder theory proves to be a valid theoretical perspective for this challenge. In its conceptualization, stakeholder theory has pointed out different issues for strategic management practices, and how to treat the stakeholder fairly has been one of the concerns of the proponents of the theory (Bosse, Phillips, & Harrison, 2009). In this regard, principles of organizational justice have been incorporated into stakeholder management models. The authors argue that organizational justice, including its basic dimensions of distributive justice, procedural justice, and interactional justice, can positively impact the bottom line of organizations through synergy in value creation and by encouraging reciprocal behavior between the firm and stakeholders.