Institut für Betriebswirtschaftslehre Business & Society Stakeholder Management

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1 Business & Society Stakeholder Management Einführung in das Stakeholder Management Prof. Dr. Sybille Sachs

2 Business & Society Einführung und Fallbeispiel Stakeholder Management Einführung in das Stakeholder Management Stakeholder View Teil I Stakeholder View Teil II Stakeholder Management und Performance Normatives Stakeholder Management Issue-basiertes Stakeholder Management Business Ethics Grundfragen Unternehmensethik I & II & Glaubwürdigkeit I III / / Implementierung (Fallstudie)

3 Agenda Einführung in das Stakeholder Management (Kapitel 3, Sachs, Rühli 2011) Gastreferent: Dr. Irene Perrin, Sustainability Consultant Seite 3

4 Entwicklungsphasen der Stakeholder Theorie (in Anlehnung an Laplume et al.2008) Stakeholder Theory I: Incubation phase : Hub-and-spoke-model (Freeman 1984): Folie 6 Stakeholder Theory II: Incremental growth: Justification of stakeholder management (Donaldson, Preston 1995): Folien 7-15 Stakeholder Theory III: Maturity nach 1999 Major themes in stakeholder theory (Laplume et al. 2008): Folien Seite 4

5 Stakeholder Theory Quelle: Laplume, Sonpar, Litz (2008, 1157) Seite 5

6 Stakeholder Theory I: Hub-and-Spoke-Model1984 Government Political Groups Owners Financial Community Activist Groups Stakeholders are any group or individual who can affect or is affected by the achievement of the organization objectives. Quelle: Freeman (1984, 25) Suppliers F I R M Customers Competitors Trade Associations Unions Customer Advocate Groups Employees Seite 6

7 Partnerarbeit: SBB Nun macht SBB-Chef Andreas Meyer ernst. Wie ein Damoklesschwert hängen die ständig steigenden Aufwendungen für Betrieb, Erhalt und Erneuerung der Bahninfrastruktur über seinem Kopf, welche der forcierte Ausbau des Bahnangebots nach sich zieht. Mit weiter wachsenden Zuschüssen der öffentlichen Hand dürfen die Bundesbahnen aber kaum mehr rechnen. Und ihre Tarife können sie auch nicht mehr stetig weiter erhöhen, wenn sie im Wettbewerb mit der Strasse und andern Anbietern bestehen und sich die Kundengunst nicht verscherzen wollen. Diskutieren Sie, welche Stakeholder sind betroffen? Seite 7

8 Stakeholder Theory II: Incremental growth Thesis 1: The stakeholder theory is unarguably descriptive=> how firms behave (Folien 7-10) Thesis 2: The stakeholder theory is also instrumental=> how behavior affects performance (Folien 11 und 12) Thesis 3: The stakeholder theory is normative => how firms should behave (Foline 13 und 14) Thesis 4: The stakeholder theory is managerial (Folie 15) Quelle: Donaldson & Preston (1995) Seite 8

9 Thesis 1: descriptive The stakeholder theory is unarguably descriptive. It presents a model describing what the corporation is. It describes the corporation as a constellation of cooperative and competitive interests possessing intrinsic value. Aspects of this model may be tested for descriptive accuracy: Is this model more descriptively accurate than rival models? Moreover, do observers and participants, in fact, see the corporation this way? Quelle: Donaldson & Preston (1995, p. 66) Seite 9

10 Vom hub-and spoke-model zum Stakeholdernetzwerk Unternehmung im Zentrum Einbettung der Unternehmung in ein Stakeholdernetzwerk UG UG Seite 10

11 Stakeholder mapping of a Pharmaceutical corporation concerning the issues drog approval and specialty list Seite 11

12 Thesis 2: instrumental The stakeholder theory is also instrumental. It establishes a framework for examining the connections,if any, between the practice of stakeholder management and the achievement of various corporate performance goals. The principal focus of interest here has been the proposition that corporations practicing stakeholder management will, other things being equal, be relatively successful in conventional performance terms (profitability, stability, growth, etc.). Quelle: Donaldson & Preston (1995, pp ) Seite 12

13 Vom Finanzmodell zum Stakeholder Modell Finanzmodell Eigentumskonzept Eigenkapitalengagement Residualrisiko (Kapitalverlust; Gewinnausfall) EK: nur Residualgewinnberechtigt Engagement in der Ug Stakeholder Modell Firmenspezifisches Engagement der Stakeholder Residualrisiko des Verlustes der spezifischen Investitionen Spezifische Investitionen; Residualgewinnberechtigung Interesse: Effizienzorientierte Steuerung im Sinne des EK bzw. Kapitalmarktes Max. Shareholder Value = Max. Wohlstand für die Gesellschaft Kontrolle der Unternehmung Interesse: Effizienzorientierte Steuerung im Sinne der Gesamtgesellschaft Max. Stakeholder Value = Max. Wohlstand für die Gesellschaft In Anlehnung an: Blair (1995) Seite 13

14 Thesis 3: normative The stakeholder theory is normative and involves acceptance of the following ideas: (a) Stakeholders are persons or groups with legitimate interests in procedural and/or substantive aspects of corporate activity. Stakeholders are identified by their interests in the corporation, whether the corporation has any corresponding functional interest in them. (b) The interests of all stakeholders are of intrinsic value. That is, each group of stakeholders merits consideration for its own sake and not merely because of its ability to further the interests of some other group, such as the shareowners. Quelle: Donaldson & Preston (1995, p. 67) Seite 14

15 Humanistic Commitment Levels and Implementation Issues Stakeholders Micro Level Intermediate (Meso) Level Investors Share price Dividend reinvestment Employees (and employee families) Compensation Wage patterns / gender equity Customers Quality and service Warranty policies / practices Macro level Accounting standards Minimum living wage Consumer protection programs and laws Communities and society Community projects Community relations policies Human rights standards Quelle: Post, Preston & Sachs (2002) Seite 15

16 Thesis 4: managerial The stakeholder theory is managerial in the broad sense of that term. It does not simply describe existing situations or predict cause-effect relationships: it also recommends attitudes, structures, and practices that, taken together, constitute stakeholder management. Quelle: Donaldson & Preston (1995, p. 67) Seite 16

17 Partnerarbeit Welche Art von Thesen nach Donaldson & Preston 1995 bringt folgende Aussage zum Ausdruck: Engage in intensive communication and dialogue with stakeholders not just those who are friendly. Begründen Sie Ihren Entscheid. Seite 17

18 Stakeholder Theory III: Maturity Major Themes (Laplume et al. 2008) Theme 1: definition and salience of stakeholders (vgl. Folien 18 22) Theme 2: stakeholder actions and responses (vgl. Vorlesung Stakeholder View /5.10.) Theme 3: firms actions and responses (vgl. Vorlesung Stakeholder View /5.10.) Theme 4: firm performances (vgl. Vorlesung Stakeholder Management und Perfomance ) Theme 5: theory debates (vgl. Vorlesung normatives Stakeholder Management ) Seite 18

19 Primary and Secondary Stakeholders Quelle: Freeman et al. (2010, p. 24) Seite 19

20 Primary and Secondary Stakeholder Groups A primary stakeholder group is one without whose continuing participation the corporation cannot survive as a going concern. Primary stakeholder groups typically are comprised of shareholders and investors, employees, customers, and suppliers, together with what is defined as the public stakeholder group: the governments and communities that provide infrastructure and markets, whose laws and regulations must be obeyed, and to whom taxes and other obligations may be due. There is a high level of interdependence between the corporation and its primary stakeholder groups. Quelle: Clarkson (1995, p. 106) Seite 20

21 Primary and Secondary Stakeholder Groups Secondary stakeholder groups are defined as those who influence or affect, or are influenced or affected by, the corporation, but they are not engaged in transactions with the corporation and are not essential for its survival. The media and a wide range of special interst groups are considered as secondary stakeholders under this definition Quelle: Clarkson (1995, p. 107). Seite 21

22 A Model of Stakeholder Attributes Power Legitimacy Urgency Quelle: Mitchell, Agle & Wood (1997) Seite 22

23 Stakeholders Possessing Two or Three Key Attributes Definitive: Long-Term Core Stakeholders Power Dominant: Core Stakeholders Legitimacy Dangerous: Violent or Coercive Stakeholders Urgency Dependent: Needy Stakeholders Seite 23

24 Partnerarbeit Bestimmen Sie die wichtigsten langfristige Kernstakeholder für SBB anhand des model of stakeholder attributes. Seite 24

25 Literatur Clarkson, Max, B.E. (1995): A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review 20(1): Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review, 20(1), Freeman, R. E. (1984): Strategic Management: A Stakeholder Approach. Boston: Pittman Laplume, A. O., Sonpar, K., & Litz, R. A Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34: 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), Post, J. E., Preston, L. E., & Sachs, S. (2002): Redefining the Corporation: Stakeholder Management and Organizational Wealth. Stanford: University Press Sachs, S. & Rühli, E. (2011): Stakeholders Matter: Cambridge: Cambridge University Press. Seite 25