Multiple stakeholder orientation in UK companies and the implications for company performance

Article Abstract:

Orientation to the diverse interests of stakeholder groups is central to strategic planning, and failure to address the interests of multiple stakeholder groups may be detrimental to company performance. However, some companies may be unable to address all these interests, owing to a scarcity of resources, and the impact of multiple stakeholder orientation may be influenced by the environment. Despite calls by leading writers in the literature, there is no empirical evidence about the potential association of orientation to multiple stakeholders with company performance. The results of a study of UK companies designed to elucidate this association are reported in this paper. Although the results give some support to the proposition that orientation to multiple stakeholders is positively associated with performance, such associations are contingent on the external environment, as they are moderated by competitive hostility, after controlling for the intervening effects of market growth. (Reprinted by permission of the publisher.)

Organizational Methods NEC, Stockholder Relations, Planning, Stockholders, Organizational change, Investor relations

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Strategic orientation, strategic planning system characteristics and performance

Article Abstract:

This article examines the differences in strategic planning system characteristics such as planning implementation, market research competence, key personnel involvement, degree of assistance provided by the planning staff and innovativeness of strategies between the Prospector and Defender strategic archetypes. The study also tests whether deviations from a defined ideal profile of strategic planning system characteristics has implications for performance within each strategic archetype. The findings reveal significant differences in strategic planning system characteristics between Prospectors and Defenders, as well as suggest negative performance system implications for deviating from a defined ideal profile of strategic planning system characteristics among Prospector organizations. (Reprinted by permission of the publisher.)

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