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Managing Outside Your Organisation

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Sustainable Supply Chain Management

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Learning Goals

By reading this chapter you will:

  • Know who your supply chain external stakeholders are

  • Understand their potential impacts on your supply chain

  • Understand the action fields for SC stakeholder management

  • Understand the need for “dedicated” SC stakeholder management

  • Apply effective definitions and classifications of supply chain stakeholders

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Notes

  1. 1.

    Freeman (1994), p. 46.

  2. 2.

    Epstein (2008), p. 24.

  3. 3.

    Esty and Winston (2009), p. 154.

  4. 4.

    Thomlison (1992), Freeman et al. (2007), p. 7.

  5. 5.

    Esty and Winston (2009), p. 290.

  6. 6.

    Waters (2007), p. 245.

  7. 7.

    Business and Poverty (2008), p. 176.

  8. 8.

    An initiative by the partnership between the World Resources Institute (WRI) and the World Business Council for Sustainable Development (WBCSD).

  9. 9.

    Esty and Winston (2009), p. 154.

  10. 10.

    Hall (2006), p. 236.

  11. 11.

    Porter and van der Linde (2008).

  12. 12.

    Epstein (2008), p. 178.

  13. 13.

    Porter and van der Linde (2008), p. 132.

  14. 14.

    Epstein (2008), p. 178.

  15. 15.

    The four axes in the figure are not connected. For example: good access to knowledge does not necessarily correlate with good access to infrastructure. The figure just summarises the relations of the four axes with the importance of a supply chain stakeholder.

  16. 16.

    One stakeholder may have different stakes in some issues; according to Polonsky (1995), p. 35.

  17. 17.

    Remember the “scenario planning” concept in Chap. 2.

  18. 18.

    Too much communication with certain stakeholder groups may be counterproductive, given the risk of issues ultimately gaining public attention.

  19. 19.

    See, Chap. 2.

  20. 20.

    Savage et al. (1991), p. 63.

  21. 21.

    Savage et al. (1991), p. 63.

  22. 22.

    Savage et al. (1991), p. 63.

  23. 23.

    Two further stakeholder attributes allow you to refine your stakeholder classification in this regard: Legitimacy: “A generalised perception or assumption that the actions of an entity are desirable, proper, or appropriate within some socially constructed system of norms, values, beliefs, definitions” (Suchman 1995); and Urgency: “The degree to which stakeholder claims call for immediate attention.” (Mitchell 1997).

  24. 24.

    See Chap. 2.

  25. 25.

    Regarding general typology see also Savage et al. (1991), p. 67.

  26. 26.

    See also Savage et al. (1991), p. 66.

  27. 27.

    Freeman (1994), p. 43.

  28. 28.

    Freeman (1994), p. 43.

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Authors and Affiliations

  1. Department of Technology and Management Chair of Logistics, Berlin Institute of Technology (TU-Berlin), Strasse des 17. Juni 135, 10623, Berlin, Germany

    Balkan Cetinkaya

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  1. Balkan Cetinkaya
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Correspondence to Balkan Cetinkaya .

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Cetinkaya, B. (2010). Managing Outside Your Organisation. In: Sustainable Supply Chain Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-12023-7_5

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