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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106) 



JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS


A Multiple Case Study to Examine the Complex Multilevel Process of Stakeholder Recognition by Stakeholder-Oriented Firms


Author(s):  Mohammad A. Ali

Citation: Mohammad A. Ali,(2018) "A Multiple Case Study to Examine the Complex Multilevel Process of Stakeholder Recognition by Stakeholder-Oriented Firms," Journal of Leadership, Accountability and Ethics, Vol. 15, Iss.3, pp 11-30

Article Type: Research paper

Publisher: North American Business Press

Abstract:
​This is a qualitative multiple case study attempting to unravel the complex multilevel process of
stakeholder recognition in stakeholder-oriented organizations. The study finds that the stakeholder
recognition is a socially constructed phenomenon in which societal context plays a crucial role. The
actual process of stakeholder recognition is composed of three levels, i.e., micro, meso, and macro. The study finds evidence for stakeholder agency as an important stakeholder feature. It further finds that for stakeholder-oriented firms moral legitimacy is the most important stakeholder feature and normative and instrumental power is more important than coercive power.