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Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice

Author

Listed:
  • Michael O. Erdiaw-Kwasie

    (University of Southern Queensland)

  • Khorshed Alam

    (University of Southern Queensland)

  • Md. Shahiduzzaman

    (University of Southern Queensland)

Abstract

Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.

Suggested Citation

  • Michael O. Erdiaw-Kwasie & Khorshed Alam & Md. Shahiduzzaman, 2017. "Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice," Journal of Business Ethics, Springer, vol. 144(1), pages 85-101, August.
    • Handle: RePEc:kap:jbuset:v:144:y:2017:i:1:d:10.1007_s10551-015-2805-z
    DOI: 10.1007/s10551-015-2805-z
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    Cited by:

    1. Figueira, Sandra & Gauthier, Caroline & Torres de Oliveira, Rui, 2023. "CSR and stakeholder salience in MNE subsidiaries in emerging markets," International Business Review, Elsevier, vol. 32(5).
    2. Peter Ansu-Mensah & Emmanuel Opoku Marfo & Lyon Salia Awuah & Kwame Oduro Amoako, 2021. "Corporate social responsibility and stakeholder engagement in Ghana’s mining sector: a case study of Newmont Ahafo mines," International Journal of Corporate Social Responsibility, Springer, vol. 6(1), pages 1-22, December.
    3. Anabella Davila & Carlos Rodriguez-Lluesma & Marta M. Elvira, 2018. "Engaging Stakeholders in Emerging Economies: The Case of Multilatinas," Journal of Business Ethics, Springer, vol. 152(4), pages 949-964, November.
    4. Yakovleva, Natalia & Vazquez-Brust, Diego Alfonso, 2018. "Multinational mining enterprises and artisanal small-scale miners: From confrontation to cooperation," Journal of World Business, Elsevier, vol. 53(1), pages 52-62.
    5. Pablo Rodrigo & Ignacio J. Duran, 2021. "Why Does Context Really Matter? Understanding Companies’ Dialogue with Fringe Communities," Sustainability, MDPI, vol. 13(2), pages 1-26, January.
    6. Varsha Singh & Sakshi Kathuria & Deepika Puri & Bharat Kapoor, 2023. "Corporate social responsibility and behavioral intentions: A mediating mechanism of Brand Recognition," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(4), pages 1698-1711, July.
    7. Tahniyath Fatima & Said Elbanna, 2023. "Corporate Social Responsibility (CSR) Implementation: A Review and a Research Agenda Towards an Integrative Framework," Journal of Business Ethics, Springer, vol. 183(1), pages 105-121, February.

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    More about this item

    Keywords

    Corporate social responsibility; Stakeholder salience; Stakeholder empowerment; Corporate social performance; Business–society partnership;
    All these keywords.

    JEL classification:

    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • H7 - Public Economics - - State and Local Government; Intergovernmental Relations
    • D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory

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