Stakeholder Salience
Stakeholder Salience
Joy R. Kidd
GCU: ORG-807 Stakeholders Role in Organizations
December 24, 2014
Stakeholder Salience
Introduction
Developing a relationship between and across organizations and its stakeholders can be counterproductive and interdependent to decision making. Globalization effects stakeholder’s coalition building and salience in organizations. It is known as an ongoing process or interrelated events of increasing movement of services, goods, and capital across national borders (Lawrence & Weber 2011). Stakeholders across organizations build coalitions as a means of increasing salience. Globalization has affected stakeholder coalition building as well as stakeholder salience. Finding the similarities of interest amongst stakeholder’s can lead to coalition building as a means of increased salience within an organization.
Globalization of coalitions and affected stakeholder salience
Globalization magnifies the salience of key stakeholder’s coalitions whether positive or negative. Globalization of coalition has affected stakeholder salience by attempting to balance various values and opinions of stakeholders. In decision making, this can be very influential and challenging because it could cause decrease productivity and ineffectiveness overall in the organization. Furthermore, salience groups can initially devalue or value issues or claims within the organization and as a result the partnerships across organizations can re-enforce stakeholder interests in decision making.
The article, “New Coalitions for Global Governance: The Changing Dynamics of Multilateralism,” discuss the effects of global governance and the alternative multilateral arrangements set in place to utilizing multi-stakeholder arrangements and establish intergovernmental organizations that focus on change action and flexibility (Forman, & Segaar, 2006). In this case, the globalization of coalition has positively affected stakeholder salience in
Joy R. Kidd
GCU: ORG-807 Stakeholders Role in Organizations
December 24, 2014
Stakeholder Salience
Introduction
Developing a relationship between and across organizations and its stakeholders can be counterproductive and interdependent to decision making. Globalization effects stakeholder’s coalition building and salience in organizations. It is known as an ongoing process or interrelated events of increasing movement of services, goods, and capital across national borders (Lawrence & Weber 2011). Stakeholders across organizations build coalitions as a means of increasing salience. Globalization has affected stakeholder coalition building as well as stakeholder salience. Finding the similarities of interest amongst stakeholder’s can lead to coalition building as a means of increased salience within an organization.
Globalization of coalitions and affected stakeholder salience
Globalization magnifies the salience of key stakeholder’s coalitions whether positive or negative. Globalization of coalition has affected stakeholder salience by attempting to balance various values and opinions of stakeholders. In decision making, this can be very influential and challenging because it could cause decrease productivity and ineffectiveness overall in the organization. Furthermore, salience groups can initially devalue or value issues or claims within the organization and as a result the partnerships across organizations can re-enforce stakeholder interests in decision making.
The article, “New Coalitions for Global Governance: The Changing Dynamics of Multilateralism,” discuss the effects of global governance and the alternative multilateral arrangements set in place to utilizing multi-stakeholder arrangements and establish intergovernmental organizations that focus on change action and flexibility (Forman, & Segaar, 2006). In this case, the globalization of coalition has positively affected stakeholder salience in
References: Alexander, C. S., Miesing, P., & Parsons, A. L. (2005). How important are stakeholder relationships? Academy of Strategic Management Journal, 4, 1-7 Mishra, S., & Suar, D. (2010). Do stakeholder management strategy and salience influence corporate social responsibility in indian companies? Social Responsibility Journal, 6(2),