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Article
Publication date: 30 August 2013

Hon., Mark R. Kennedy

The author offers a leaders' guide to managing relations with “shapeholders” the political, regulatory, media and activist actors in the firm's operating environment that shape

1040

Abstract

Purpose

The author offers a leaders' guide to managing relations with “shapeholders” the political, regulatory, media and activist actors in the firm's operating environment that shape, constrain, or expand a firm's opportunities and raise certain risks.

Design/methodology/approach

The author, a former US congressman, shows how companies can adopt a program of analysis, foresight and preparation, and successfully engage shapeholders to advance mutual goals and preempt open conflict.

Findings

The author warns that seeking unjustified advantage for your company or industry often trades transient benefits for long-term risks and reduced standing in seeking a level playing field in international markets.

Practical implications

The author suggests several practical preparation techniques, citing the need to train for a rapid response to shapeholder pressures in today's hyper-connected world. When a controversy goes viral on social media, it's too late to debate options, policy and tactics.

Originality/value

Leaders can use the author's WinWin Shapeholders Decision Matrix and other models introduced in the article to analyze and prepare for shapeholder interactions in advance.

Article
Publication date: 18 September 2017

Oleksiy Osiyevskyy and Vladyslav Biloshapka

The authors review the concept of building relationships with Shapeholders,: a broad group of players that have no financial stake in the company yet can substantively influence…

Abstract

Purpose

The authors review the concept of building relationships with Shapeholders,: a broad group of players that have no financial stake in the company yet can substantively influence it. The process for doing this is the subject of a new book by Mark Kennedy, Shapeholders: Business success in the age of social activism.

Design/methodology/approach

The authors examine Mark Kennedy’s framework for managing the firm’s shapeholders, a model composed of seven basic steps (7A’s): Align with a purpose, Anticipate, Assess, Avert, Acquiesce, Advance common interests, and Assemble to win.

Findings

Managing corporate reputation in alliance with enlightened shapeholders is a potential defense against self-aggrandizing schemes to wantonly maximize shareholder value in the short run.

Practical implications

Managing shapeholders is part of the messy democratic process that works when power is apportioned fairly among those affected by a firm’s decisions, and this process underpins the winning business models of true market leaders.

Social implications

Stakeholders previously discredited as mere “mosquitos” have gained new power, particularly when their legitimate concerns and unfair treatment resonate with the interests of a significant segment of the public and influential shapeholders.

Originality/value

Shapeholders can create enormous opportunities for smart managers capable of effectively engaging with them.

Book part
Publication date: 18 October 2016

José Luis Retolaza, Leire San-Jose and Ricardo Aguado

Stakeholder theory may be the Archimedes lever that allows defining a possible Economy for the Common Good; however, the theory’s current level of development does not enable it…

Abstract

Stakeholder theory may be the Archimedes lever that allows defining a possible Economy for the Common Good; however, the theory’s current level of development does not enable it to escape the criticism that considers it nothing more than shared egoism. The expansion of the concept of stakeholder, including not only groups that collaborate in the creation of value or which are actively impacted by the organisation, but also incorporating those affected by omission – non-stakeholders – would lead to the reconciliation of stakeholder theory and the common good. Nevertheless, to set it within corporate practice, besides having selfish and altruist incentives, would be of interest for the conceptual development of shapeholders, understood as the link between non-stakeholders’ interests and needs, and firms.

Details

Corporate Responsibility and Stakeholding
Type: Book
ISBN: 978-1-78635-626-0

Keywords

Content available
Article
Publication date: 18 September 2017

Larry Goodson

555

Abstract

Details

Strategy & Leadership, vol. 45 no. 5
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 30 August 2013

Catherine Gorrell

96

Abstract

Details

Strategy & Leadership, vol. 41 no. 5
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 18 September 2017

Robert M. Randall

360

Abstract

Details

Strategy & Leadership, vol. 45 no. 5
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 30 December 2019

Russell Craig and Joel Amernic

This paper explores the benefits and pitfalls of a CEO’s personal messaging on Twitter.

1200

Abstract

Purpose

This paper explores the benefits and pitfalls of a CEO’s personal messaging on Twitter.

Design/methodology/approach

The paper draws on recent professional and scholarly literature that has explored Twitter use by executives. For empirical support, some personal tweets of Uber’s CEO Dara Khosrowshahi and Tesla’s CEO Elon Musk are cited.

Findings

Twitter enables the exercise of leadership through language, especially by CEOs who learn how to harness its benefits and avoid its pitfalls. Communicating via a CEO’s personal Twitter account can help establish the actual and perceived organizational culture of a company; build and maintain the CEO’s reputation as an honest broker of information; and influence how a company’s business model and priorities are perceived.

Originality/value

This paper is one of the first to explore the implications of the use by CEO’s of their personal Twitter account for corporate purposes.

Details

Strategy & Leadership, vol. 48 no. 1
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 23 May 2018

Vladyslav Biloshapka and Oleksiy Osiyevskyy

The article describes how a well-functioning, competent system of self-evaluation of customer value creation and delivery can be an essential part of a corporate initiative to…

Abstract

Purpose

The article describes how a well-functioning, competent system of self-evaluation of customer value creation and delivery can be an essential part of a corporate initiative to reach or sustain the winner state.”

Design/methodology/approach

The true value the firm’s customers are obtaining from interactions with the firm can be assessed by obtaining candid answers to the following three strategic value-focused business model questions: 10;(1)9;How do you make sure you are offering the benefits your customers really appreciate most? 10;(2)9;What group of customers is the primary focus of your efforts? 10;(3)9;How do you help your customers fully appreciate the delivery of the benefits offered? 10;These three questions were derived from an in-depth investigation of the business models of real-world firms that succeeded in moving to and remaining in the winner state, an ongoing longitudinal study undertaken by the authors’ team in North America, Southeast Asia and Europe.

Findings

Based on the authors’ research, companies with sustainable winning business models institutionalize the processes of systematic, ongoing collection of the information about customer value, integrating it into the strategic decision making processes.

Practical implications

To be effective, according to our research, the analysis needs to consider value proposition (what is promised), value targeting (who is the primary recipient) and value delivery (how the promise is fulfilled) separately, which most companies don’t do.

Originality/value

The article offers top executives, marketing executives and board members process for updating and adjusting the business model so that it continues to produce superior revenue, operating profit and ongoing customer and shareholder satisfaction.

Details

Strategy & Leadership, vol. 46 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

Content available
Article
Publication date: 14 January 2014

642

Abstract

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

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