Originally published as European Journal of Marketing Volume 39 Number 9/10, 2005
ISBN: 1 84544 592 9
Guest edited by: Professor Michael Jay Polonsky, Victoria University, Australia.
The question of how stakeholders and stakeholder theory can be considered in organisational activities and marketing theory is an issue that most certainly seems to warrant further consideration.
The works in this Special Issue have advanced this debate and identified some directions that could be considered. Stakeholder thinking is however not necessarily a paradigm shift in marketing thinking, although some might believe it is, but rather it broadens existing concepts such as relationship marketing, network theory, organisational social responsibility and other areas.
Hopefully the papers presented in this Special Issue will encourage others to consider the inclusion of stakeholders into broader areas of marketing.
Contents:
A stakeholder model for implementing social responsibility in marketing
This article sets out to provide a comprehensive managerial framework to understand and provide a well balanced and integrated stakeholder orientation for implementing corporate social responsibility in marketing.
Futures dilemmas for marketers: can stakeholder analysis add value?
This paper aims to offer marketers an example of the application of stakeholder theory and analysis, using a current discourse between a number of stakeholders about their views on issues raised in a report on a model for the sustainability of life in Australia in the future.
Enabling sustainable management through a new multi-disciplinary concept of customer satisfaction
This article aims to illustrate the extent to which the concept of sustainable management can be grounded in a new appreciation of customer satisfaction, to set out the concept of sustainable management based on business ethical considerations on corporate social responsibility, and to distinguish it from similar concepts. Its rationale lies in the figure of the generalised customer.
Exploring “deep” and “wide” stakeholder relations in service activity
The aim of this article is to offer readers several useful paths of thought on a “deepened” and “widened” approach to the notion of interface, taking into account several types of stakeholder in the exchange.
New service development (NSD): a stakeholder perspective
This paper examines the relatively underdeveloped area of NSD and from an unusual perspective, i.e. that of services as outcomes of an amalgam of stakeholder interactions and relationships. Furthermore, it represents one of only a few in-depth studies of NSD within a health service context.
Stakeholder perceptions presage holistic stakeholder relationship marketing performance
To augment the prevailing customer relationship marketing paradigm, a holistic stakeholder relationship marketing paradigm is proposed in which holistic marketing performance is reflected in the delivery of long-term economic, social, and environmental value to customer, employee, supplier, community, and shareholder stakeholders of a business in order to enhance sustainable financial performance.
Marketing stakeholder analysis: Branding the Brisbane Goodwill Games
This article aims to explore a major issue in international marketing: how to build a global brand in a way that makes a strong local connection. Using qualitative research methods on a single case, the Brisbane Goodwill Games, the processes used in the staging of this major sport event are analyzed.
Exchange and combination of knowledge-based resources in network relationships: A study of software firms in Finland
This study extends the understanding of management in strategic networks, particularly in the software industry, by classifying network relationships by type, describing the potential of these relationships, and indicating the capabilities needed for managing specific types of relationships.
Stakeholder relationships in an international retailing context: an investment bank perspective
In the stakeholder marketing literature, there have been calls by several researchers to expand the stakeholder domain to incorporate a broader array of stakeholders. In developing this argument in this paper the authors aim to explore a set of stakeholder relationships in an international retailing context, notably those which exist between retail firms and investment banks.
Retailers' press release activity: market signals for stakeholder engagement?
This paper increases knowledge of press releases as market communications, and contributes to the literature of market signalling, notably emphasising the press as important signal intermediaries.
An empirical examination of the complex relationships between entrepreneurial orientation and stakeholder support
This paper seeks to integrate stakeholder theory with the entrepreneurial orientation literature to explore relationships between distinct entrepreneurial behaviors and support from stakeholders with divergent interests.
A model for addressing stakeholders' concerns about direct-to-consumer advertising of prescription medicines
This article explores how a “harm chain” analysis could identify and address stakeholders' concerns about direct-to-consumer advertising of prescription medicines (DTCA).
Balanced versus focused responsiveness to core constituencies and organizational effectiveness
This article tests how responsiveness to key organizational stakeholders (owners, customers, employees) is related to organizational effectiveness (OE). Focused versus balanced strategies of responsiveness are compared.
Corporate reputation, stakeholders and the social performance-financial performance relationship
This paper increases the understanding of the role of reputation in the CSP-FP relationship. Owing to its rich pedigree in research in corporate branding and reputation, marketing is uniquely positioned to contribute toward the better understanding of this issue.
An empirical examination of the stakeholder strategy matrix
This paper seeks to examine whether the stakeholder strategy matrix provides useful guidance for managers in dealing with stakeholders. The matrix suggests that strategies for dealing with stakeholders can be determined based on stakeholder ability to cooperate and threaten organisational outcomes.
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