Stakeholder Salience
Stakeholder Salience
Grand Canyon University
ORG 807: Stakeholders in Organizations
Ron McCullough
October 16, 2013
As the push for globalization has demanded coalitions between countries, government organizations, and political party systems, there has been a great impact on the power and legitimacy of each organization that plays a part in this process. Dynamic groups have sprung forward to assess the validity of other groups, and calls for recognition on a global scale have had some countries and political organization demand it be accepted as an entity with a base of power that can negotiate under sovereignty. Group formation gives rise to identity, and by looking through a specific set of lenses, other organizations may adopt a viewpoint of shared acceptance of a nascent group, thereby creating a vested interest as being a stakeholder of the newly formed organization. Salience in such an instance is formed by building coalitions to promote a vested interest in the existence and proliferation of the newly formed group. Weber and Lawrence (2011) defined globalization as “the increasing movement of goods, services, and capital across national borders” (p.125). When applying this definition of globalization to stakeholder salience, it can be determined that interest in other nations can perpetuate the validity of becoming a stakeholder of that nation, and can thrust even more interest in other nations that may also have become a stakeholder as well.
In the past, coalition building at international levels has typically been done with sitting governments of particular nations. However, recent trends in nations being overthrown by factions that did not have a seat at international events are increasingly being given an opportunity to dialogue amongst some of the most powerful nations in the world. Getting super powers to recognize an organization as a government has fueled many militaries and regimes to assume coerced power from within its native borders
Grand Canyon University
ORG 807: Stakeholders in Organizations
Ron McCullough
October 16, 2013
As the push for globalization has demanded coalitions between countries, government organizations, and political party systems, there has been a great impact on the power and legitimacy of each organization that plays a part in this process. Dynamic groups have sprung forward to assess the validity of other groups, and calls for recognition on a global scale have had some countries and political organization demand it be accepted as an entity with a base of power that can negotiate under sovereignty. Group formation gives rise to identity, and by looking through a specific set of lenses, other organizations may adopt a viewpoint of shared acceptance of a nascent group, thereby creating a vested interest as being a stakeholder of the newly formed organization. Salience in such an instance is formed by building coalitions to promote a vested interest in the existence and proliferation of the newly formed group. Weber and Lawrence (2011) defined globalization as “the increasing movement of goods, services, and capital across national borders” (p.125). When applying this definition of globalization to stakeholder salience, it can be determined that interest in other nations can perpetuate the validity of becoming a stakeholder of that nation, and can thrust even more interest in other nations that may also have become a stakeholder as well.
In the past, coalition building at international levels has typically been done with sitting governments of particular nations. However, recent trends in nations being overthrown by factions that did not have a seat at international events are increasingly being given an opportunity to dialogue amongst some of the most powerful nations in the world. Getting super powers to recognize an organization as a government has fueled many militaries and regimes to assume coerced power from within its native borders
References: Haunss, S. (2009). Challenging legitimacy: Repertoires of contention, political claims-making, and collective action frames. Rochester: doi:http://dx.doi.org/10.2139/ssrn.1437613 Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2013). Strategic Management (10th ed.). Mason, OH: Thomson South-Western. Hurrell, A. (2013). Power transitions, global justice, and the virtues of pluralism. Ethics & International Affairs, 27(2), 189-205. doi:http://dx.doi.org/10.1017/S0892679413000087 Lawrence, A., & Weber, J. (2011). Business and society: Stakeholders, ethics, and public policy. (13 ed.). New York, NY: McGraw Hill. Neville, B. A., Bell, S. J., & Whitwell, G. J. (2011). Stakeholder salience revisited: Refining, redefining, and refueling an underdeveloped conceptual tool. Journal of Business Ethics, 102(3), 357-378. doi:http://dx.doi.org/10.1007/s10551-011-0818-9