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Stakeholder Engagement

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The Dynamism of Stakeholder Engagement

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

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Abstract

Whereas stakeholder theory deals with determining which stakeholders are to be involved in issues, e.g., airport planning, stakeholder engagement deals with determining which tools can be chosen to optimize interaction with the stakeholders. To date, little effort has been made to specify the link between stakeholder salience (as discussed in the previous chapter) and stakeholder engagement, which will be discussed in this chapter. Either subject is often treated separately from the other, even though most authors recognize the apparent link between the two. For example, Carroll (1989) used the principle of stakeholder engagement as a final step in the stakeholder analysis framework, thereby showing the importance of the link between the classification or differentiation of stakeholders and the resulting different engagement strategies.

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Notes

  1. 1.

    For example, in 2004, there were more than 50,000 international NGOs compared to less than 20,000 only a decade before (Hart and Sharma 2004).

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Authors and Affiliations

  1. School of Strategy and Leadership, Coventry University, Coventry, UK

    Robbert Kivits

  2. Faculty of Business and Law, Coventry University, Coventry, UK

    Sukanlaya Sawang

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  1. Robbert Kivits
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  2. Sukanlaya Sawang
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Kivits, R., Sawang, S. (2021). Stakeholder Engagement. In: The Dynamism of Stakeholder Engagement. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-70428-5_2

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