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2005
- handle: 10670/1.soffui
- isbn: 978-1-349-54296-3
- hal: hal-02089098
- doi: 10.1057/9780230524224_8
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info:eu-repo/semantics/altIdentifier/doi/10.1057/9780230524224_8
Mots-clés
Social Capital Stakeholder Theory Contractual Relation Stakeholder Relationship Stakeholder View M - Business Administration and Business Economics • Marketing • Accounting • Personnel EconomicsSujets proches
Relations--Foreign countries Relations (Canon law)Citer ce document
Jérôme Méric et al., « From power to knowledge relationships: Stakeholder interactions as learning partnerships », HAL-SHS : droit et gestion, ID : 10.1057/9780230524224_8
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Résumé
Since it progressively became a major topic in Management Science from the late 1980s, the word ‘tradition’ can be used today to best describe stakeholder theory. Relations between the firm and stakeholders are ‘traditionally’ conceived on a single opposition axis introducing two main patterns of relations. On the one hand, stakeholders can intensify pressure over the firm thus, creating conflict. On the other hand, dialogue and partnership can be set through different methods, like the participation of NGOs in decision processes and strategic actions. In both cases, the patterns of relations are assumed to take place in the context of conflicting interests. This mode of conceptualizing stakeholder relations places power as a core dimension shaping stakeholder relationships. It could be argued that power relations seem to be the only imaginable relationships between the firm and those with whom it interacts — its ‘interactors’. In such a context, institutionalizing ‘fair contracts’ seems to be the only solution to overcome conflicting power relations. However, if such contracts are to be defined, it seems necessary to consider their possible content and the stakeholder relations they imply.