Stakeholder management and path dependence in organizational transitions

Stakeholder management and path dependence in organizational transitions Purpose – The purpose of this paper is to offer an explanatory process model of stakeholder management. The model shows how and why path dependence is manifested in stakeholder management issues. Design/methodology/approach – The paper integrates stakeholder theory with key ideas from path dependence literature. The resulting propositions are examined in the context of a longitudinal case study of the United Airlines and US Airways abandoned merger in 2000‐2001 Findings – The paper's analysis demonstrates that initial conditions are accentuated by the sequence of actions, offering a plausible explanation for process outcomes. Practical implications – On the practical side, the paper provides a problem‐solving tool for stakeholder management to analyze the stakeholder linkages during strategic initiatives. Originality/value – The paper addresses an important research gap, exploring how stakeholder‐related path dependencies influence the process of conflict escalation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Stakeholder management and path dependence in organizational transitions

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740810882635
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to offer an explanatory process model of stakeholder management. The model shows how and why path dependence is manifested in stakeholder management issues. Design/methodology/approach – The paper integrates stakeholder theory with key ideas from path dependence literature. The resulting propositions are examined in the context of a longitudinal case study of the United Airlines and US Airways abandoned merger in 2000‐2001 Findings – The paper's analysis demonstrates that initial conditions are accentuated by the sequence of actions, offering a plausible explanation for process outcomes. Practical implications – On the practical side, the paper provides a problem‐solving tool for stakeholder management to analyze the stakeholder linkages during strategic initiatives. Originality/value – The paper addresses an important research gap, exploring how stakeholder‐related path dependencies influence the process of conflict escalation.

Journal

Management DecisionEmerald Publishing

Published: Jun 20, 2008

Keywords: Stakeholder analysis; Case studies; Airlines; Acquisitions and mergers

References

  • Let chaos reign, then rein in chaos – repeatedly: managing strategic dynamics for corporate longevity
    Burgelman, R.; Grove, A.S.
  • Organizational disasters: why they happen and how they may be prevented
    Choo, C.W.
  • The confines of stakeholder management: evidence from the Dutch manufacturing sector
    Heugens, P.P.M.A.R.; van Oosterhout, J.
  • Systems competition and network effects
    Katz, M.L.; Shapiro, C.
  • Changing sources of competitive advantage: cognition and path dependence in the Finnish retail industry 1945‐1995
    Lamberg, J‐A.; Tikkanen, H.
  • From stakeholders to institutions, the changing face of social enterprise governance theory
    Mason, C.; Kirkbride, J.; Bryde, D.
  • Stakeholder influences in organizational survival
    Pajunen, K.
  • Path dependence
    Puffert, D.
  • Dynamic capabilities and strategic management
    Teece, D.J.; Pisano, G.; Shuen, A.

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