The 'leadership-stakeholder involvement capacity' nexus in stakeholder management

Waligo, Victoria ORCID: https://orcid.org/0000-0002-6019-4244, Clarke, Jackie and Hawkins, Rebecca (2014) The 'leadership-stakeholder involvement capacity' nexus in stakeholder management. Journal of Business Research, 67 (7) . pp. 1342-1352. ISSN 0148-2963 [Article] (doi:10.1016/j.jbusres.2013.08.019)

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Abstract

It is accepted that stakeholders affect the achievement of organisational plans and that ineffective ‘stakeholder involvement’ in developmental initiatives can hinder the achievement of business objectives. Purposive case study research using the context of sustainability demonstrated that ‘stakeholder involvement’ (how stakeholders become active or inactive) is a complex process influenced by a range of interlinked internally and externally driven factors. Principally, the process is influenced by the type of leadership (leadership quality) and the capability of stakeholders to become involved (stakeholder involvement capacity). These two forces play a significant role in stakeholder involvement and constitute the main part of the ‘Leadership-Stakeholder Involvement Capacity’ (LSIC) nexus that is presented in this paper.

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