Toward a Theory of Stakeholder Identification and Salience¶
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review, 22(4), 853-886.
Cited by¶
4 citations across 4 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
Mechanisms¶
- Stakeholder Alignment Session
- … decibel alignment — the session converges on the loudest or most powerful stakeholder's constraints while a quieter but critical party's needs go unstated, so the room feels aligned and the project still fails at their step; formally, it misjudges stakeholder salience, weighting power over legitimacy and urgency.
This sourceDefines stakeholder salience through the combined attributes of power, legitimacy, and urgency rather than power alone.
- … decibel alignment — the session converges on the loudest or most powerful stakeholder's constraints while a quieter but critical party's needs go unstated, so the room feels aligned and the project still fails at their step; formally, it misjudges stakeholder salience, weighting power over legitimacy and urgency.
- Stakeholder Inclusion Review
- Whose omission counts as material is weighed with attention to power, legitimacy, and urgency.
This sourceIdentifies power, legitimacy, and urgency as the attributes that determine stakeholder salience and who receives managerial priority.
- Whose omission counts as material is weighed with attention to power, legitimacy, and urgency.
- Stakeholder Power–Interest Matrix
- Richer stakeholder-salience models exist
This sourceDefines stakeholder salience through the attributes of power, legitimacy, and urgency.
- Richer stakeholder-salience models exist
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