The 'leadership-stakeholder involvement capacity' nexus in stakeholder management

Article

Waligo, V., Clarke, J. and Hawkins, R. 2014. The 'leadership-stakeholder involvement capacity' nexus in stakeholder management. Journal of Business Research. 67 (7), pp. 1342-1352. https://doi.org/10.1016/j.jbusres.2013.08.019
TypeArticle
TitleThe 'leadership-stakeholder involvement capacity' nexus in stakeholder management
AuthorsWaligo, V., Clarke, J. and Hawkins, R.
Abstract

It is accepted that stakeholders affect the achievement of organisational plans and that ineffective ‘stakeholder involvement’ in developmental initiatives can hinder the achievement of business objectives. Purposive case study research using the context of sustainability demonstrated that ‘stakeholder involvement’ (how stakeholders become active or inactive) is a complex process influenced by a range of interlinked internally and externally driven factors. Principally, the process is influenced by the type of leadership (leadership quality) and the capability of stakeholders to become involved (stakeholder involvement capacity). These two forces play a significant role in stakeholder involvement and constitute the main part of the ‘Leadership-Stakeholder Involvement Capacity’ (LSIC) nexus that is presented in this paper.

Keywordsleadership, stakeholder involvement, stakeholder management, sustainability
PublisherElsevier
JournalJournal of Business Research
ISSN0148-2963
Publication dates
Online11 Oct 2013
Print01 Jul 2014
Publication process dates
Deposited05 Jun 2015
Accepted23 Aug 2013
Output statusPublished
Accepted author manuscript
License
Copyright Statement

© 2013. This author's accepted manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/

Additional information

Available online 11 October 2013

Digital Object Identifier (DOI)https://doi.org/10.1016/j.jbusres.2013.08.019
LanguageEnglish
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License: CC BY-NC-ND 4.0

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