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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.

Studies on stakeholder management (SM) in developing countries have largely focused on public projects. However, projects of private organisations also need much improvement. The purpose of the study was to examine the extent of SM practices in building projects procured by private corporate organisations.

Purposive sampling technique was used to select project managers (PMs) and client representatives (CRs) who have been involved in projects procured by private corporate organisations between 2008 and 2017 in Southwestern Nigeria. The PMs are comprised of executive and non-executive PMs as well as contract administrators. Both the PMs and CRs were requested to provide information on one building project in which they were involved within the period under consideration. The data collected were analysed using mean score (MS) analysis, t-test, and analysis of variance.

The results showed that structured SM processes were followed in only 30.65% of building projects procured by private corporate organisations in the study area. Results further showed on a five-point scale 5-max scale that SM practice was highest with an MS of 3.92 on projects where executive PMs were appointed and lowest (MS = 2.85) on projects where PMs were appointed as contract administrators. Furthermore, it was found that respondents placed the highest premium (MS = 3.73) on stakeholder identification while they placed the lowest premium (MS = 3.45) on developing implementation strategies and stakeholder classification.

The study examines the status quo regarding SM practice in the study area in order to devise a means of refinement.

The study is an attempt to evaluate the premium placed on different components of SM practices by differing categories of project managers.

Over the last several decades, businesses have faced mounting pressures from diverse stakeholders to alter their corporate operations to become more socially and environmentally responsible. In turn, many firms appear to have responded by implementing more sustainable practices — measuring, documenting, and publishing annual CSR or sustainability reports to showcase how they are addressing important issues in this area, including: resource stewardship, waste management, greenhouse gas emission reductions, fair and safe labor practices, amongst other stakeholder concerns. And yet, research in this domain has not yet systematically examined whether businesses have, on the whole, changed their practices in tandem with the important changes in its institutional context over time. Have corporate CSR initiatives, in fact, been growing over the last 25 years or has the increased attention to CSR actually been much ado about nothing? In this chapter, we review the empirical literature on CSR to uncover that common measures of CSR such as the KLD do not support the concept that CSR practices have increased substantively over the last 25 years. We supplement this historical review by modeling the growth curves of CSR implementation in practice and find that the pace of positive change has indeed been glacial. More alarmingly, we also look at corporate social irresponsibility (CSiR) and find that, contrary to expectations, businesses have become more, not less, irresponsible during this same time period. Implications of these findings for theory are presented as are suggestions for future research in this domain.

Corporate social responsibility is one of the earliest and key conceptions in the academic study of business and society relations. This article examines the future of corporate social responsibility. Bowen's (1953) key question concerned whether the interests of business and society merge in the long ran. That question is assessed in the present and future contexts. There seem to be distinctly anti‐responsibility trends in recent academic literature and managerial views concerning best practices. These trends raise significant doubts about the future status of corporate social responsibility theory and practice. The vital change is that a leitmotif of wealth creation progressively dominates the managerial conception of responsibility. The article provides a developmental history of the corporate social responsibility notion from the Progressive Era forward to the corporate social performance framework and Carroll's pyramid of corporate social responsibilities. There are three emerging alternatives or competitors to responsibility: (1) an economic conception of responsibility; (2) global corporate citizenship; and (3) stakeholder management practices. The article examines and assesses each alternative. The article then assesses the prospects for business responsibility in a global context. Two fundamentals of social responsibility remain: (1) the prevailing psychology of the manager; and (2) the normative framework for addressing how that psychology should be shaped. Implications for practice and scholarship are considered.

The aim of this paper is to report on the advancement, in theory and practice, in stakeholder management as a result of the author's experiences, and to invite other practitioners and researchers to collaborate in, or contribute to, research to further advance stakeholder management theory and practice in both project management and organisations.

The process of developing theory and practice from ideas based on work experiences and reflection, through action learning, practical application and reference to a “collaborative community of enquiry” composed of colleagues, clients, academic researchers and practitioners is reported in this paper.

The process of developing a methodology and ways to assist organisations is not static: each organisation is different with different needs and goals. It is therefore essential to facilitate the continuous improvement and development of tools and processes that support stakeholder relationship management (SRM) in organisations. This is best achieved through exposure of the ideas to researchers and practitioners.

The stakeholder relationship management maturity approach to assisting organisations successfully implement a stakeholder “mindset” or culture, has been developed to the level described in this paper through a process of reflection, action research and continuous improvement. The ideas expressed in this paper need to be tested further. This paper includes an invitation to researchers and practitioners to contribute to or collaborate in this process.

This paper provides a framework that any individual or organisation can use as a basis for immediate implementation of SRM in any project or organisation.

This paper provides a summary of how a doctoral dissertation can be adapted, improved and used to benefit project and organisation management world‐wide.

This paper aims to explore how the power of salient stakeholders involved in the green waste management of franchise chains can impact the ability of the chains to change their green practices.

This qualitative study is based on interview data from 19 franchisors and their head office staff operating in the fast-food sector in France where franchise chains have been ‘named and shamed’ as continuing to ignore waste management regulation.

The findings suggest that both the form and bases of power of different stakeholder groups have important implications for the implementation of green practices, even those required by law. The authors find that the franchisees’ central network position alters the ability of franchisors to directly engage in dialog, consult with, and educate key stakeholders, creating additional challenges for franchisors in the implementation process.

The qualitative nature of the study limits the extent to which the findings can be generalized. Future studies could develop an instrument to assess franchisor perceptions of stakeholder power.

The findings suggest that franchisors should consider carefully how they communicate changes to green practices to their franchisees to ensure not only their compliance but also their motivation to engage with those stakeholders with whom they have regular interactions. The findings can also help governments to better understand how to involve other stakeholders to ensure effective environmental legislation.

The study is the first, to the authors’ knowledge, to consider the role of stakeholders in the implementation of green practices in franchise chains. By examining franchise chains, this paper provides new insights into the role of an additional stakeholder, the franchisee, and enriches the literature on green practices in the hospitality sector.

The purpose of this paper is to test whether effective stakeholder management results in transparent financial reporting.

This paper uses a linear model informed by stakeholder theorizing and established measures of stakeholder management, earnings quality, and earnings management.

Organizations exhibiting effective stakeholder management have higher earnings quality and are less likely to engage in discretionary earnings management.

Future research should carefully sort out the meaning of different measures of earnings quality, should clarify cross‐national institutional differences to reconcile contradictions in extant research, and should discover the underlying governance orientations that shape decision‐making processes and outcomes.

Governing bodies must take into account how underlying organization cultures shape governance regimes, which may determine the transparency with which organization actors interact with various stakeholder groups.

This study establishes a positive link between effective stakeholder management and transparent financial reporting, suggesting that both may be artifacts of deeper underlying orientations toward accountability, transparency, and managerial discretion.

The purpose of this paper is to analyze how various approaches to stakeholder management, as well as sustainable development principles, are included in internationally‐used project management standards; and to consider the demands these approaches and principles place on project stakeholder management.

An analytical framework was developed based on stakeholder theory within general management, as well as on sustainability research. Desk research was carried out by applying the analytical framework to three project management standards: ICB, PMBOK and PRINCE2.

The research findings suggest that stakeholder issues are treated superficially in the project management standards, while putting stakeholder management in the context of sustainable development would ask for a paradigm shift in the underpinning values. The current project stakeholder practices represent mainly a management‐of‐stakeholders approach, i.e. making stakeholders comply to project needs, whereas a management‐for‐stakeholders approach may be beneficial.

As the analysis is based on document studies of bodies of knowledge, the authors cannot be sure to what extent the standards represent real‐life practices. However, the standards are developed by practitioners agreeing on common practices. Further, they are used to certify project managers worldwide. Therefore, the authors find it safe to claim that the findings are relevant when discussing project management practices.

The value of this paper lies in the enrichment of the understanding of project stakeholder management by applying concepts from general stakeholder theory and sustainable development research.

Understanding the incentives of stakeholders and employing effective management practices with various stakeholder groups is essential for program sustainability. This paper offers a conceptual model that depicts four different types of stakeholder interests that are relevant to health service organizations. The study identified the major stakeholders of telehealth programs, compared the influence of stakeholders by organizational ownership and investigated the practices used to manage these stakeholders. Quantitative and qualitative analyses demonstrated empirical support for the stakeholder model. The paper suggests that the model can be used as a stakeholder management tool in healthcare organizations and offers an assessment of the utility of the stakeholder framework in organizational research.

This study draws upon the cultural values model, institutional theory and comparative capitalism to investigate differences in organizations’ approach to stakeholder management across country boundaries.

The authors developed a multi-dimensional scale, following the stakeholder culture framework (Jones et al., 2007) to identify differences in the prevalent stakeholder cultures in the USA, Italy and Japan. Data were collected in form of a questionnaire from managers of 530 companies in the USA, Italy and Japan.

Results show that there are important differences in the extent to which different stakeholder cultures exist in each of these three countries, and that the prevalence of stakeholder culture types in each country is influenced by the country’s cultural values and institutional arrangements.

Understanding stakeholder management beyond the conventional firm level to a wider institutional setting has important implications for the dissemination of corporate social responsibility (CSR) practices across cultures. Developing an understanding of how organizations’ stakeholder management approaches are embedded in the context of the institutional arrangements that exist in a particular country will lead to CSR practices that are better suited to the specific national context. It may also help in a more widespread acceptance of these concepts and practices.