Yes / Social media provides a significant avenue for stakeholder engagement which is crucial to ensure loyalty and satisfaction of stakeholders who possess valuable resources that can influence the business outcomes. Container lines – imperative members of global supply chains and facilitators of international trade – utilize social media to engage their stakeholders due to environmental and commercial complexity of their business. However, not all social media posts generate the same amount of stakeholder engagement. This study aims to identify and examine the social media post characteristics that lead to higher stakeholder engagement in the container shipping market. The study applies Chi-Squared Automatic Interaction Detection method to categorize social media posts based on their engagement levels. The analysis is conducted on the tweets of four global container lines which are posted between 1 September 2018 and 31 January 2019. The results demonstrate that social media posts of container lines have varying effects on engagement level. We found that fluency of tweets, tangibility of company resources in the tweet, vividness level, content type, existence of a link, and existence of a call-to-action significantly influence the container lines’ stakeholder engagement rate. This study is the first that finds out social media post classes based on the interaction between their characteristics and engagement rates by employing a decision tree methodology. The results are expected to help container lines in their social media management and stakeholder engagement policies.

Yes / This study aimed to investigate the relationships between blockchain adoption barriers and identified the salient stakeholders for blockchain adoption in containerized international trade. The interpretative structural modelling and Cross-Impact Matrix Multiplication Applied to Classification analyses indicated that the most impactful among the eight barriers are lack of support from influential stakeholders, lack of understanding regarding blockchain, and lack of government regulations. The stakeholder mapping analysis demonstrated that the high salient stakeholders among 11 legitimate stakeholders are container lines, ports, beneficial cargo owners, freight forwarders/third party logistics, and customs authorities. The study is original and contributes to theory and practice as it uncovers both impactful barriers and critical stakeholders by adopting a stakeholder theory perspective and offers significant implications to practice, policy, and theory by combining these two analyses.

Yes / The view that corporations have a wider focus than just maximizing shareholder value has received considerable attention from practitioners, managers, and academics alike. We investigate the Q theory of corporate investment with financial frictions when management maximizes stakeholder value instead of shareholder value. Different objective functions are investigated. We characterize the optimal investment and financial policy of the firm. The results show that stakeholder firms invest more than shareholder firms, i.e., over-investing, and an increase of stakeholder shares increases investment, except when equity issuing firms face severe informational asymmetries or severe cost of external equity. We also discuss different approaches to model investment of stakeholder firms and their implications for empirical analysis.

Yes / In recent years, there has been significant attention given to stakeholder management, which involves the intricate interaction between organisations and individuals, as well as diverse groups that can significantly affect or shape an organisation's decisions. While progress has been made, African countries are seen as the next promising frontier for progress and advancement. Nevertheless, there remains a lack of understanding of this concept, as the continent is undergoing remarkable economic growth. Entrepreneurs operating in such environments face intricate landscapes when it comes to stakeholder management. Consequently, understanding how stakeholders contribute to the growth of entrepreneurial ventures in Africa is crucial to promote sustainable and responsible business practices. This chapter presents insights that can stimulate future research on stakeholder management within the intricate and diverse African setting. The chapter conceptualises the relationship between stakeholders and entrepreneurship in Africa and shows how entrepreneurial firms navigate the challenges associated with weak institutional environments. / The full-text of this book chapter will be released for public view at the end of the publisher embargo on 7 Jun 2025.

By placing host nation support at the center of the study's stakeholder analysis, fifteen stakeholders are identified based on NATO's principles for host nation support. The stakeholders are categorized into four categories, and their mutual interest and resource relationships are analyzed. The study concludes that the main actor for Swedish host nation support, the Swedish Armed Forces, needs to carefully manage core stakeholders, collaborate with primary stakeholders, keep secondary stakeholders integrated, and keep other stakeholders informed. The study's conclusions are that Swedish host nation support benefits from external requirements, that host nation support is the price Sweden has to pay for NATO membership, and that procurement and infrastructure investments need to be exempted from current legislation. The study claims that stakeholder theory analysis is useful in contexts other than the business world and that the process model used is transferable to other stakeholder analyses in other contexts.

Background: With increasing environmental concerns, green finance has emerged as a key driver for promoting corporate sustainable initiatives. Among these green financing options, green bonds have gained increased popularity. Given the expanding demand for green bonds compared to conventional bonds, a potential yield difference between these two financial instruments is argued, giving rise to the phenomenon known as the Greenium. Similarly, at the corporate level, firms experience a higher propensity to present themselves as environmentally friendly to capitalize on this sustainability preference. This can be achieved through the integration of ESG incentives into their operation.  Purpose: This thesis aims to investigate whether a predictable probability exists between the Greenium and the incentives of U.S. Small Cap companies to adopt an initial ESG score. Such a relationship would imply that the Greenium could serve as a market indicator predicting corporations’ response to increasing sustainability demand. Method: To address the purpose, this thesis uses a quantitative strategy with a positivistic deductive approach and utilizes a panel data logit model with a binary dependent variable. The main data consists of the companies' reported financial performance for each firm-year until it receives the initial ESG score, collected for the period 2015 to 2023 for U.S. Small Cap firms.  Conclusion: The findings advocate a positive effect of the Greenium, serving as a sustainability market indicator, on the probability of Small Cap U.S. firms adopting an initial ESG score; however, its effect is industry related. Certain industries are observed to demonstrate a greater response to increases in the Greenium, with the Consumer Cyclicals industry exhibiting the strongest relationship.

Unternehmen sind mehr und mehr dem globalen Wettbewerb, strengeren gesetzlichen Regelungen und veränderten Kundenbedürfnissen ausgesetzt. Durch eine Neuausrichtung des Unternehmens auf Stakeholder-Management können sich Entscheidungsträger an veränderte Marktbedingungen anpassen. Der vorliegende Beitrag ist ein Leitfaden zum Stakeholder-Management der gemeinsam mit Nachhaltigkeitsexperten von PricewaterhouseCoopers entwickelt wurde. Er besteht aus den Schritten (i) Strategisch Denken, (ii) Analyse und Priorisierung der Stakeholder und ihrer Ansprüche, (iii) Aufbau von Kapazitäten zum Stakeholder-Management, (iv) Stakeholder-Kommunikation sowie (v) Kommunikation und Lernen. Der vorliegende Leitfaden ist der erste, der explizit die Bedürfnisse von kleinen und mittleren Unternehmen und Familienunternehmen einbezieht. Obwohl diese Unternehmen oft explizit oder implizit Stakeholder-Management in ihrer Unternehmensphilosophie verankert haben, fehlen häufig strukturierte Ansätze und Management-Tools hierfür. Dieser Leitfaden gibt Managern in kleinen und mittleren Unternehmen sowie Familienunternehmen eine praktische Handhabe für ihr Stakeholder-Management. / Firms are facing more global competition, more stringent regulation and a faster change of customer needs. Managers can adapt to changed market dynamics with increased stakeholder management. Together with sustainability experts from Pricewaterhouse Coopers we develop a guideline for stakeholder management consisting of the steps (i) think strategically, (ii) analysis and prioritization of stakeholders and their stakes (iii) capacity building for stakeholder management (iv) stakeholder information (v) communication and learning. It builds on Freeman (1984) and defines stakeholder as “any group or individual who can affect or can be affected by the achievement of anorganisation’s objectives”. The proposed stakeholder guideline is the first, which fulfils the needs of small and medium sized enterprises and family owned businesses. While these companies often have explicitly or implicitly embodied stakeholder management corporate philosophy, structured approaches and management tools are still missing. Our guideline givesmanagers in small and medium sized enterprises and family owned businesses a practical tool for stakeholder management.

In recent years the fashion industry has experienced a high frequency of famous Creative Directors departing the companies for unknown reasons. The same problem does not seem to occur in the Scandinavian fashion industry. This study’s purpose is to explore why Scandinavia does not experience the same problem, contribute a deeper understanding of the leader-designer relationship in the Swedish fashion industry, and to examine how the Scandinavian Cooperative Advantage is applicable in the Swedish fashion industry. Three case studies were conducted at the Swedish fashion companies TRIWA, Baron and Weriseg where both leaders and designers were interviewed. The findings showed that the leaders view their designers as an essential part of the organisation but how they are prioritised depend on the situation. Further more, this study indicates that all of the studied companies have a stakeholder approach, uses a value creating strategy based on cooperation with their stakeholders, are aligned with a typical Swedish organizational culture, and has a Swedish Management Style. Thus this study indicates that the notion of Scandinavian Cooperative Advantage is applicable at the Swedish fashion industry and that this might be a factor for their success.

Corporate social irresponsibility (CSI), as an opposite of corporate social responsibility (CSR), refers to corporation’s failure to act responsibly. To address the actions connected to CSR and CSI, corporations need to overcome the challenges of communicating to their stakeholders and to be transparent. Stakeholders have become more skeptical regarding if the corporations are actually living up to the communicated standards. In other words, if corporations are ‘doing as they say’ and if they are ‘walking the talk’.  Purpose: The purpose of this study is to examine how top-listed corporations communicate CSR, as compared with what is communicated in media.  Method: This study used a qualitative content analysis method, by studying sustainability reports from 12 corporations over a five-year period. The study also examined media reports concerning the chosen corporations in order to get another view of the corporation’s CSR activities.  Findings: The findings showed that most of the corporation’s reports regarding CSR were in line with what media reports. There were some corporations, however, which were more aligned with media than others. This differences might be due to the fact that the corporations are acting in different industries which can affect how the corporations are focusing their CSR activities. Practical Implementations: This study can aid the understanding of how well corporations are communicating its CSR activities. It can help the corporations included in the study to understand how well its communication is perceived, as well as, to help stakeholders see if the corporations are ‘doing as they say’.

La tesi discute l'introduzione della responsabilità d'impresa nella strategia come un'opportunità per cui la creazione di valore per uno stakeholder possa contribuire alla generazione di valore per ognuno degli altri stakeholder. In particolare si sostiene che la possibilità di sviluppare le risorse intangibili mediante le attività di stakeholder management costituisce il principale nesso tra la responsabilità d'impresa e il miglioramento delle performance dell'azienda. La prima parte della tesi è dedicata a presentare i principali concetti a riguardo della responsabilità d'impresa, le conseguenze della responsabilità sulla gestione, della rilevanza strategica degli stakeholder, per concludersi con la trattazione delle relazioni che riuniscono le tre dimensioni del paradigma Stakeholder management-Risorse intangibili-Performance economiche . La seconda parte presenta i risultati delle ricerche condotte sullo svolgersi del paradigma nelle attività realizzate dai corporate responsibility manager italiani, nei sistemi di misurazione e rendicontazione delle performance e nell'utilizzo che le aziende stanno facendo dei canali e degli strumenti di comunicazione. / This thesis proposes that by introducing corporate responsibility into strategy the value created for a single stakeholder ultimately generates value for every other stakeholder. In particular the thesis affirms that the development of intangible resources through stakeholder management activities constitutes the principal link between corporate responsibility and the enhancement of corporate performance. The first part presents the main concepts of corporate responsibility, the consequences of responsibility on business management, the strategic relevance of the stakeholder, and the relations among the three dimensions of the Stakeholder management-Intangible resources-Economic Performance paradigm. The second part offers the results of research regarding the attention to the paradigm shown in the activities realized by Italian corporate responsibility managers, in the measurement tools, accounting systems and in communication channels utilized.