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Looking to rent a book? Rent Stakeholders Matter: A New Paradigm for Strategy in Society [ISBN: 9780521196390] for the semester, quarter, and short term or search our site for other textbooks by Sybille Sachs , Edwin Rühli. Renting a textbook can save you up to 90% from the cost of buying.
| List of figures | p. xii |
| List of tables | p. xiv |
| foreword | p. xv |
| Acknowledgments | p. xvii |
| Challenges for a new paradigm in strategic management | p. 1 |
| The future of business in society: social and economic changes | p. 1 |
| Requirements for a new paradigm in strategic management | p. 3 |
| Historic nature of paradigms | p. 3 |
| Origin of the economic paradigm | p. 4 |
| Post-Enlightenment Capitalism | p. 4 |
| Multi-paradigm concepts to reflect reality | p. 6 |
| Our contribution to the stakeholder paradigm | p. 6 |
| Path toward a new stakeholder paradigm | p. 8 |
| Development of the basic assumptions of a new stakeholder paradigm | p. 11 |
| The economic paradigm and its basic assumptions | p. 13 |
| The economic paradigm of the theory of the firm | p. 13 |
| What is the purpose of the firm and its underlying principle of value creation? | p. 14 |
| Who are the actors and who are the owners? | p. 15 |
| What are the main attributes of actors and their behavior? | p. 15 |
| What are the conditions of the environment? | p. 16 |
| Final remarks | p. 16 |
| The strategy theory: general remarks | p. 18 |
| The strategy theory: the "Industry Structure View of Strategy" (ISV) | p. 19 |
| What is the purpose of the firm and its underlying principle of value creation? | p. 20 |
| Who are the actors and who are the owners? | p. 21 |
| What are the main attributes of actors and their behavior? | p. 22 |
| What are the conditions of the environment? | p. 23 |
| Final remarks on the ISV | p. 24 |
| The strategy theory: the "Resource-based View of Strategy" (RbV) | p. 26 |
| What is the purpose of the firm and its underlying | |
| principle of value creation? | p. 27 |
| Who are the actors and who are the owners? | p. 29 |
| What are the main attributes of actors and their behavior? | p. 29 |
| What are the conditions of the environment? | p. 30 |
| Final remarks on the RbV | p. 30 |
| The economic paradigm revisited | p. 32 |
| Contribution of stakeholder theory to our understanding of the stakeholder paradigm | p. 35 |
| Descriptive dimension | p. 35 |
| Who are the stakeholders? | p. 35 |
| What is the interaction between the firm and its stakeholders? | p. 38 |
| Our understanding from a descriptive perspective | p. 40 |
| Instrumental dimension | p. 41 |
| Stakeholders impact value creation | p. 42 |
| Stakeholders create competitive advantage | p. 42 |
| Stakeholder relations pay off | p. 42 |
| Our understanding from an instrumental perspective | p. 43 |
| Normative stakeholder dimension | p. 43 |
| Economic normative foundation | p. 44 |
| Social/philosophical, normative foundation | p. 45 |
| Our understanding from a normative perspective | p. 45 |
| Final remarks | p. 46 |
| The stakeholder paradigm | p. 48 |
| The stakeholder theory of the firm | p. 48 |
| What is the purpose of the firm and its underlying principles of value creation? | p. 48 |
| Who are the actors and who are the owners? | p. 50 |
| What are the main attributes of actors and their behavior? | p. 51 |
| What are the conditions of the environment? | p. 52 |
| Final remarks | p. 53 |
| Stakeholder Capitalism | p. 53 |
| What is the purpose of the firm and its underlying principles of value creation? | p. 54 |
| Who are the actors and who are the owners? | p. 54 |
| What are the main attributes of actors and their behavior? | p. 55 |
| What are the conditions of the environment?' | p. 56 |
| Final remarks | p. 56 |
| The basic assumptions for our understanding of the stakeholder paradigm | p. 57 |
| What is the purpose of the firm and its underlying | |
| principles of value creation? | p. 57 |
| Who are the actors and who are the owners? | p. 59 |
| What are the main attributes of actors and their behavior? | p. 60 |
| What are the conditions of the environment? | p. 62 |
| The assumptions of different paradigms | p. 63 |
| Our understanding of the stakeholder paradigm and its operationalization | p. 71 |
| Our understanding of the stakeholder paradigm operationalized in the three licenses | p. 73 |
| Our claim for the stakeholder paradigm | p. 73 |
| The economic paradigm in an endless series of constraints | p. 73 |
| Challenging the dominance of self-interest | p. 74 |
| The fundamental shift to mutuality in a network view | p. 74 |
| Putting the paradigm into dperation: the three licenses | p. 76 |
| License as entitlement | p. 76 |
| Licenses stimulate value creation | p. 78 |
| Take another look at the Matterhorn | p. 78 |
| Embeddedness in networks | p. 82 |
| Stakeholder licenses | p. 86 |
| Multiple roles of stakeholders | p. 88 |
| Common dimensions of the three licenses | p. 88 |
| Content of the licenses | p. 89 |
| The cast of relevant stakeholders | p. 89 |
| Contributions to value creation | p. 89 |
| Value distribution | p. 90 |
| Firm and stakeholder strategies | p. 90 |
| Evaluation of mutual value creation | p. 91 |
| License to operate | p. 95 |
| The content of the license to operate | p. 95 |
| The cast of stakeholders: society as an end and value contributor, not as a constraint | p. 98 |
| Mutual value creation with and for social and political stakeholders | p. 102 |
| Corporation perspective | p. 102 |
| Stakeholder perspective | p. 104 |
| Important benefit and risk potentials from the perspective of the license to operate | p. 105 |
| Value distribution to social and political stakeholders | p. 109 |
| Strategies from the perspective of the license to operate | p. 110 |
| Evaluation from the perspective of the license to operate | p. 111 |
| Concluding remarks to the license to operate | p. 113 |
| License to innovate | p. 114 |
| The content of the license to innovate | p. 14 |
| The cast of stakeholders: from the resource-based view to the resource owner view | p. 115 |
| Stakeholders as resource contributors | p. 115 |
| Stakeholders as providers of non-limited resources | p. 118 |
| Stakeholders as direct and indirect resource contributors | p. 120 |
| Stakeholders as voluntary and involuntary resource | |
| contributors | p. 21 |
| Mutual value creation | p. 123 |
| The motivation of stakeholders to contribute resources | p. 123 |
| The dynamics of resource contribution | p. 125 |
| Value distribution to stakeholders from the perspective of the license to innovate | p. 128 |
| Strategy and core competencies from the perspective of the license to innovate | p. 129 |
| Evaluation from the perspective of the license to innovate | p. 130 |
| Concluding remarks to the license to innovate | p. 131 |
| License to compete | p. 133 |
| Content of the license to compete | p. 133 |
| The cast of stakeholders: from the industry structure view to the dynamic network structure view | p. 133 |
| The nature of stakeholder networks | p. 133 |
| The attractiveness of stakeholder networks | p. 135 |
| Dynamics of stakeholder networks | p. 138 |
| Mutual value creation: positioning in and among stakeholder networks | p. 139 |
| Forms of positioning | p. 139 |
| Benefit and risk potentials in stakeholder networks | p. 140 |
| Multiple roles of stakeholders | p. 141 |
| Positioning on the continuum between cooperation and confrontation | p. 144 |
| Value distribution to stakeholders from the perspective of the license to compete | p. 145 |
| Generic strategies from the perspective of the license to compete | p. 147 |
| Evaluation from the perspective of the license to compete | p. 149 |
| Concluding remarks on the license to compete | p. 151 |
| Challenges resulting from a paradigm shift | p. 54 |
| What are the main challenges for the required change? | p. 154 |
| What are basic change patterns and processes? | p. 155 |
| General principle of change | p. 155 |
| Gradual change | p. 156 |
| Fundamental changes | p. 157 |
| Three basic learning processes | p. 158 |
| Economic impacts | p. 162 |
| Requirements in the perspective of the license to operate | p. 162 |
| Requirements in the perspective of the license to innovate | p. 163 |
| Requirements in the perspective of the license to compete | p. 163 |
| Cultural impacts | p. 164 |
| Different levels of culture | p. 165 |
| Role of leaders | p. 167 |
| Structural and legal impacts | p. 171 |
| Structures and processes of firms and stakeholders | p. 171 |
| Distinctiveness and complexity of network structures | p. 172 |
| Governance systems and legal impacts | p. 173 |
| Epilogue | p. 179 |
| Appendix: Methodological considerations | p. 181 |
| Glossary | p. 194 |
| Notes | p. 201 |
| Bibliography | p. 224 |
| Index | p. 269 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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