CONTENTS -- PREFACE -- LIST OF FIGURES -- LIST OF TABLES -- LIST OF VIGNETTES -- LIST OF ABBREVIATIONS -- ACKNOWLEDGEMENTS -- 1 Introduction -- 1.1 The stakeholder concept -- 1.2 Context of the stakeholder concept and its popularity -- 1.3 Stakeholder definitions: profusion and some confusion -- 1.3.1 What is a stakeholder? -- 1.3.2 A model of stakeholder definitions -- 1.3.3 Who are stakeholders? -- Questions/Exercises -- PART I: THEORY AND THEORETICAL ISSUES -- 2 History and the nature of stakeholder theorizing -- 2.1 Introduction -- 2.2 The soulless corporation -- 2.3 Early uses of the stakeholder concept (pre-Freeman 1984) -- 2.4 Freeman (1984): the pivotal contribution to the stakeholder literature -- 2.5 Recent popularity of the stakeholder concept -- 2.6 Normative, instrumental, and descriptive stakeholder theory: Donaldson and Preston (1995) -- 2.7 Case 2.1: public use of private property and responsibility to stakeholders: the Berle and Dodd debate -- Questions/Exercises -- 3 Normative stakeholder theorizing -- 3.1 Introduction -- 3.2 Classifying normative stakeholder theories -- 3.3 Normative theories of the first kind -- 3.4 Normative theories of the second kind -- 3.5 Normative theories of the third kind -- Questions/Exercises -- 4 Analytic stakeholder theorizing -- 4.1 Introduction -- 4.2 Strategic/instrumental and organization-centric stakeholder models -- 4.3 Strategic/instrumental and relationship-focused stakeholder models -- 4.4 Descriptive/positive and relationship-focused stakeholder models -- 4.5 Strategic/instrumental and stakeholder-centric stakeholder models -- 4.6 Comparison of strategic stakeholder models -- Questions/Exercises -- 5 General theoretical stakeholder issues -- 5.1 Introduction -- 5.2 Critiques of the stakeholder concept.

5.3 The 1999 convergence debate: normative/instrumental/descriptive distinction revisited -- 5.4 Critical issues for analytical stakeholder theory: finer ontological distinctions -- 5.5 Dynamic organization-stakeholder relations -- 5.6 Revisiting the core of stakeholder theory -- 5.7 Further ways of distinguishing contribution to the stakeholder literature: Stoney and Winstanley (2001) -- Questions/Exercises -- PART II: PRACTICE: MANAGEMENT, STAKEHOLDERS, AND INTERMEDIARIES -- 6 Stakeholder management from the perspective of the organization -- 6.1 Introduction -- 6.2 The principles of stakeholder management -- 6.3 Stakeholder management paradigms -- 6.4 Assessing the quality of engagement -- 6.5 A ladder of stakeholder engagement -- 6.6 Stakeholder management tools -- 6.7 Surveys of stakeholder engagement -- 6.8 Stakeholder management issues -- Questions/Exercises -- 7 Stakeholder strategies and actions -- 7.1 Introduction -- 7.2 Stakeholder mobilization -- 7.3 Stakeholder strategies to influence organizations -- 7.4 Stakeholder withholding strategies -- 7.5 Stakeholder usage strategies -- 7.6 Voice strategies -- 7.7 Damage strategies -- 7.8 Conclusion -- Questions/Exercises -- 8 Intermediaries, the media, and stakeholder mismanagement -- 8.1 Introduction -- 8.2 Intermediaries in the organization-stakeholder relationship -- 8.3 (Mass) media as an intermediary -- 8.4 Stakeholder mismanagement and the role of the media -- 8.5 Case study: suppliers as stakeholders at Marks & Spencer (UK) -- Questions/Exercises -- PART III: POLICY AND MANAGEMENT EDUCATION -- 9 National and international stakeholder policies -- 9.1 Introduction -- 9.2 A framework for assessing national and international policy -- 9.3 Corporate social responsibility guidelines, laws, and regulations -- 9.4 Corporate governance -- 9.5 Corporate environmental, social, and ethical reporting.

9.6 Case 9.1: Enron and Arthur Andersen -- Questions/Exercises -- Appendix 9.1 -- Appendix 9.2 -- 10 The Stakeholder concept and fields of management thought -- 10.1 Introduction -- 10.2 The influence of the stakeholder concept on fields of management thought -- 10.3 Conclusion -- Questions/Exercises -- REFERENCES -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W.