SYBILLE SACHS is Professor at the University of Zurich, Switzerland and Head of the Centre for Strategic Management: Stakeholder View at HWZ. She heads the research projects Good Practices of Stakeholder View and ICT-Supported Stakeholder Management as an Entrepreneurial Success Factor which are supported by different national and international academic and research institutions.

EDWIN RHLI is Professor Emeritus for Business Administration at the University of Zurich, Switzerland. In 1970 he founded the Institute for Research in Business Administration, which he headed until 2000. In 1994 he was guest professor at the Columbia University in New York. He has published more than 200 papers on international, strategic and stakeholder management.

ISABELLE KERN first studied English, German and History, and later Business IT. She is senior research assistant at the Centre for Strategic Management: Stakeholder View at HWZ (University of Applied Sciences for Business Administration Zurich, Switzerland), and wrote her dissertation at the University of Zurich on stakeholder and knowledge management.

List of figures	p. viii
List of tables	p. ix
Abbreviations	p. x
Acknowledgements	p. xi
Foreword	p. xii
Introduction	p. 1
Why put all your eggs in only one basket?	p. 9
An appeal for a comprehensive view of management	p. 10
The early birds in stakeholder thinking	p. 13
The era of shareholder value fanatics	p. 15
Stakeholder management-a new horizon	p. 16
Triggers for a stakeholder orientation	p. 16
Who are my fellow stakeholders?	p. 25
Shareholders are everything	p. 25
The grand design model	p. 26
Basics of stakeholderism	p. 29
Stakeholder management at stake	p. 30
Stakeholder mapping	p. 31
A ladder to stakeholder potential	p. 35
Shareholder dice game	p. 44
Shareholders are also stakeholders	p. 47
Can I have your watch?	p. 48
Investing in the future	p. 52
Shareholder engagement	p. 56
Getting to know your customers	p. 65
No two alike	p. 70
Treating them right	p. 71
Listening to the right customers	p. 74
In search of lead users	p. 76
Employees as knowledge partners	p. 79
The who is who of employees	p. 80
The appeal of your company	p. 82
Employees at risk	p. 85
Zero size	p. 88
Using the knowledge of employees	p. 89
The strategic core of your stakeholders	p. 99
Strategic success explained	p. 100
Race for resources	p. 102
Intangible resources	p. 103
Stakeholder contribution	p. 104
Stakeholders as sources of resources	p. 107
Trading core competences?	p. 108
The 'Licence to Innovate'	p. 109
The spider in the web	p. 113
Networking	p. 115
Agents provocateurs	p. 117
Positioning	p. 118
Multi-functionality	p. 120
he 'Licence to Compete'	p. 122
The demands of society	p. 125
The 'Licence to Operate'	p. 125
Societal expectations	p. 125
Laws or soft laws, that is the question	p. 126
The corporation as global institution	p. 128
Interest groups	p. 132
Stakeholder democracy	p. 134
Transparency and sustainability	p. 139
Sustainability	p. 141
General principles of corporations	p. 142
Matching goals and principles	p. 143
Triple bottom line	p. 145
Measure it all	p. 146
Social performance pays off	p. 147
Value transparency	p. 151
Have your cake and eat it	p. 155
The upside-down pyramid	p. 156
We are the owners	p. 159
How responsibility translates into hard currency	p. 164
Take aways	p. 169
Research Project 'Good Practices of Stakeholder View'	p. 173
Information on Case Study Firms	p. 180
References	p. 185
Index	p. 191
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