Online citations, reference lists, and bibliographies.
← Back to Search

Strategic Planning Differences Among Different Multiple Stakeholder Orientation Profiles

Gordon E. Greenley, G. Hooley, A. Broderick, J. Rudd
Published 2004 · Business

Cite This
Download PDF
Analyze on Scholarcy
Share
Despite being a significant topic in the literature, research into stakeholder interests is at an early stage. Although a company has an orientation to each stakeholder group these orientations exist simultaneously, giving a multiple stakeholder orientation profile (MSOP). We theorize that firms with different MSOPs will approach their strategic planning in different ways. We tested our predictions in UK companies, and found that indeed there are many strategic planning differences among different MSOPs. The most striking differences are in learning and innovative management, but there are also differences in objectives, competitive positioning and sustainable competitive advantage. Implications for theory and practice are presented.
This paper references
Estimating non-response from mailed surveys
S. J. Addison-Wesley. Armstrong (1977)
10.1016/S0377-2217(99)00077-6
An empirical study of isolating mechanisms in UK companies
Mehmet Oktemgil (2000)
Measuring market oreintation: a multi-factor approach
J. Dart (1994)
10.1023/A:1009719615327
Measuring Market Orientation: Generalization and Synthesis
R. Deshpandé (1998)
10.5465/AMR.1995.9503271992
The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications
T. Donaldson (1995)
10.1002/SMJ.4250130803
The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration
Theresa K. Lant (1992)
10.1016/B978-0-7506-7088-3.50011-5
Chapter 8 – Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration
R. Grant (1999)
unidimensionality and its assessment
R. M. Blackwell. Grant (1995)
10.1007/978-3-319-13248-8_90
Sustainable competitive advantage in service industries: A conceptual model and research
Sundar G. Bharadwaj (1993)
An analysis of MKTOR and MARKOR measures of market
M.A (1997)
10.1108/EUM0000000005728
Prioritising customers and other stakeholders using the AHP
J. Jackson (2001)
10.1002/(SICI)1097-0266(199802)19:2<181::AID-SMJ945>3.0.CO;2-Z
A measurement model of strategic planning
B. Boyd (1998)
10.1111/J.1467-6486.1991.TB00274.X
DETERMINANTS OF STRATEGIC PLANNING SYSTEMS IN LARGE ORGANIZATIONS: A CONTINGENCY APPROACH*
Sal Kukalis (1991)
10.1016/0167-8116(91)90027-5
The use of LISREL in validating marketing constructs.
Jan-Benedict E. M. Steenkamp (1991)
10.2307/40183951
Organizational Learning: A Theory Of Action Perspective
D. Schön (1978)
10.1108/08858629510096201
A stakeholder theory approach to designing environmental marketing strategy
M. Polonsky (1995)
10.1086/209327
Assessing the Cross-National Applicability of Consumer Behavior Models: A Model of Attitude toward Advertising in General
S. Durvasula (1993)
10.1287/mnsc.32.5.590
Central problems in the management of innovation
A. V. D. Ven (1986)
10.1016/0022-5428(93)90045-Q
The Fifth Discipline: The Art and Practice of the Learning Organization
Gustavo Stubrich (1993)
10.1590/S0034-75901970000300014
Bureaucracy and innovation
Richard S. Hillman (1970)
10.1177/014920638601200408
Self-Reports in Organizational Research: Problems and Prospects
P. M. Podsakoff (1986)
10.1037/0021-9010.81.6.680
Innovation in top management teams
M. West (1996)
Towards a Strategic Theory of the Firm
R. Rumelt (1981)
10.1287/ORSC.2.1.88
Organizational Learning: The Contributing Processes and the Literatures
G. Huber (1991)
10.1287/MNSC.31.6.773
The Art and Science of Planning at the Business Unit Level
Paul Miesing (1985)
Strategic management of organizations and stakeholders
J. S. Harrison (1994)
10.2307/256406
Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators
F. Damanpour (1991)
Strategic Management, 4th Edn, London: Thomson Learning
J. L. Thompson (2001)
10.2307/2393553
ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION
W. Cohen (1990)
10.1016/0024-6301(91)90002-6
Creating a sense of mission.
A. Campbell (1991)
10.1509/jmkr.37.4.449.18786
A Multiple-Layer Model of Market-Oriented Organizational Culture: Measurement Issues and Performance Outcomes
C. Homburg (2000)
The role of technology in influencing the international competitiveness of specific US industries
T W Schlie (1985)
10.1111/1467-6486.00051
Multiple Stakeholder Orientation in UK Companies and the Implications for Company Performance
Gordon E. Greenley (1997)
The relationship between environmental commitment
I. Henriques (1999)
10.2307/2392702
Power in and Around Organizations
H. Mintzberg (1983)
10.5465/AMR.1984.4277347
Strategic Management and Determinism
L. J. Bourgeois (1984)
10.1016/0148-2963(95)00052-6
Consumer and nonconsumer stakeholder orientation in U.K. companies
Gordon E. Greenley (1996)
Management learning organizations: enhancing business education for the 21st century
R H Kilmann (1996)
10.2307/2392182
An examination of need-satisfaction models of job attitudes.
G. R. Salancik (1977)
Uncertain inimitability: an analysis of interfere differences
S. 585–608. Lippman (1982)
The resource base view within the conversation
J. T. Mahoney (1992)
10.1177/002224379303000406
Markor: A Measure of Market Orientation
A. Kohli (1993)
10.1002/SMJ.4250150403
Trading in strategic resources: Necessary conditions, transaction cost problems, and choice of exchange structure
T. Chi (1994)
Power in organizations.
R. Hess (2003)
10.1016/0024-6301(84)90196-1
Competitive industrial marketing strategies
S. S. Mathur (1984)
10.1016/0148-2963(94)00060-R
The management of resources and the resource of management
J. Mahoney (1995)
10.1177/002224378802500207
An Updated Paradigm for Scale Development Incorporating Unidimensionality and Its Assessment
David W. Gerbing (1988)
Strategic Management, 4th Edn
M A Hitt (2001)
10.1016/0377-2217(89)90068-4
Strategic management
A. White (1986)
Innovation and Creativity at Work: Psychological and Organizational
M. A. West (1990)
Organizational legitimacy and stakeholder
D. G. Prentice-Hall. Woodward (1996)
10.1016/0090-5720(90)90023-Z
Stakeholder management and corporate performance
L. Preston (1990)
Strategic Management and Business Policy
Thomas L. Wheelen (1983)
10.5465/AMR.1997.9711022107
Moving Beyond Dyadic Ties: A Network Theory of Stakeholder Influences
Tim J. Rowley (1997)
10.1111/J.1467-8551.1996.TB00123.X
Organizational Legitimacy and Stakeholder Information Provision1
D. Woodward (1996)
Corporate Strategy, 2nd Edn, Harlow: Financial Times
R Lynch (2000)
Assessing the work environment.
K. Nokes (1986)
10.1016/0148-2963(94)00062-J
Product differentiation and market performance in producer goods industries
C. M. Sashi (1995)
10.1177/0092070397254003
A framework for market-based organizational learning: Linking values, knowledge, and behavior
James M. Sinkula (1997)
10.1007/BF00154794
Cluster analysis
B. Everitt (1974)
10.1016/S0167-8116(97)00018-9
External moderation of associations among stakeholder orientations and company performance
Gordon E. Greenley (1998)
10.1111/1467-8551.T01-1-00157
Validation of a Multi-Dimensional Measure of Strategy Development Processes
A. Bailey (2000)
10.1177/002224299005400403
The Effect of a Market Orientation on Business Profitability
John C. Narver (1989)
10.1023/A:1009703717144
Creating a Market Orientation
John C. Narver (1998)
10.1177/002224299505900201
The Comparative Advantage Theory of Competition
S. Hunt (1995)
Adsorptive capacity: A new perspective on learning
W. Cohen (1990)
10.1362/026725798784959444
Market Orientation and Organizational Learning Capabilities
R. E. Morgan (1998)
Contemporary Strategic Analysis
R M Grant (1995)
Multiple stakeholder orientations: measurement issues and performance outcomes
G E Greenley (2004)
10.2307/2232409
An evolutionary theory of economic change
Sidney Winter (1982)
10.1177/002224299405800103
Market Information Processing and Organizational Learning
James M. Sinkula (1994)
10.1017/CBO9781139192675.003
Strategic Management: A Stakeholder Approach
R. Freeman (1984)
A stakeholder framework for analyzing and evaluating corporate social responsibility
M B E Clarkson (1995)
10.5465/256995
Assessing the Work Environment for Creativity
T. Amabile (1996)
10.5465/AMR.1997.9711022105
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts
R. Mitchell (1997)
10.5465/AMR.1999.1893929
Convergent Stakeholder Theory
T. Jones (1999)
10.5465/256876
The Relationship Between Environmental Commitment and Managerial Perceptions of Stakeholder Importance
I. Henriques (1999)
Organizational learning - the key to management innovation
R. Stata (1989)
10.1016/S0742-3322(00)17018-4
Firm Resources and Sustained Competitive Advantage
J. Barney (1991)
oreintation: an Australian perspective Marketing Bulletin
C. M. Fiol (1985)
10.1002/SMJ.4250140303
The cornerstones of competitive advantage: A resource‐based view
Margaret A. Peteraf (1993)
10.1016/B978-0-7506-7111-8.50004-4
Understanding Organizations as Learning Systems
Edwin C. Nevis (1995)
An empirical study of isolating mechanisms and their implications for performance
M Oktemgil (2000)
10.1177/1350507696272003
Management Learning Organizations
R. Kilmann (1996)
10.1177/002224378902600302
On the Use of Structural Equation Models in Experimental Designs
R. Bagozzi (1989)
10.1002/SMJ.4250140105
Strategic assets and organizational rent
R. Amit (1993)
10.1111/J.1467-6486.1993.TB00309.X
STRATEGIC ORIENTATION, STRATEGIC PLANNING SYSTEM CHARACTERISTICS AND PERFORMANCE*
R. Veliyath (1993)
10.1002/SMJ.4250150402
How strategy‐making processes can make a difference
S. Hart (1994)
10.4135/9781412950558.n529
Strategic planning.
J. Albers (1983)
10.2307/1251854
Market orientation: Antecedents and consequences
Bernard J. Jaworski (1993)
Assessing the cross-national
S. Durvasula (1993)
10.2307/2393031
Organizational innovation and performance: The problem of "organizational lag."
F. Damanpour (1984)
Market orientation and organizational learning
R. E. 853–86. Morgan (1998)
10.5465/AMR.1999.1893928
Stakeholder Influence Strategies
Jeff Frooman (1999)
10.1080/09652549800000003
Competitive positioning and the resource-based view of the firm
G. Hooley (1998)
10.2307/2393481
Innovation and creativity at work::Psychological and organizational strategies
M. West (1992)
Three Cultures of Management: The Key to Organizational Learning
E. Schein (1996)
Exploring Corporate Strategy, 6th Edn, Harlow: Financial Times
K. Scholes (2002)
Multivariate Data Analysis with Readings, 4th Edn
J F Hair (1995)
An analysis of MKTOR and MARKOR measures of market oreintation: an Australian perspective Marketing Bulletin 8
M A Farrell (1997)
10.5465/256974
Corporate Performance and Stakeholder Management: Balancing Shareholder and Customer Interests in The U.K. Privatized Water Industry
S. Ogden (1999)
10.1002/SMJ.4250130505
The resource-based view within the conversation of strategic management
J. Mahoney (1992)
10.4135/9780857024657.n12
Cluster analysis.
P. Sopp (1996)
10.5465/256971
STAKEHOLDERS, SOCIAL RESPONSIBILITY, AND PERFORMANCE: EMPIRICAL EVIDENCE AND THEORETICAL PERSPECTIVES
J. S. Harrison (1999)
10.1177/002224299205600402
The Changing Role of Marketing in the Corporation
F. Webster (1992)
10.5465/256972
Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Financial Performance
S. Berman (1999)
The role of technology in influencing the international competitiveness of specific US
Review (1985)
Strategic Management and Business Policy, Englewood-Cliffs NJ
Strategies (2002)
10.5465/AMR.1995.9508080331
Managing Legitimacy: Strategic and Institutional Approaches
Mark C. Suchman (1995)
10.5465/AMR.1990.4308277
Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage
R. Reed (1990)



This paper is referenced by
10.3917/G2000.283.0033
Why Firms adopt Green Marketing ? Modelling Stakeholders' Influence in Spanish Firms ?
Jaime Rivera-Camino (2011)
10.3917/MAV.045.0014
La perception de la RSE par les clients : quels enjeux pour la « stakeholder marketing theory »?
Anne-Sophie Binninger (2011)
10.30958/AJBE.2-1-6
The Rate of Adoption of Strategic Marketing Planning (SMP) by the Libyan Commercial Banks (LCBs). An Exploratory Study
Fthia Ramdan. M. Abusafrita (2015)
Refining the Firm-Stakeholder Engagement Model: An expanded theory of salience and firms' responses to stakeholder influence
Elise Perrault (2012)
10.1016/J.INDMARMAN.2010.09.009
The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms
M. Smirnova (2011)
IS STAKEHOLDER MANAGEMENT A SUSTAINABLE COMPETITIVE ADVANTAGE, REALLY? SOME NOTES ON THE P OTENTIAL AGENCY PROBLEMS
C. Cennamo (2007)
10.1007/S10551-014-2229-1
Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management
J. Cantrell (2015)
10.1080/0965254X.2010.537762
Branding in UK banks and building societies: a relationship approach
Jillian Dawes Farquhar (2011)
What mediates the effects of market orientation on performance? : the case of high technology companies in South Africa
Charlène Heyns-Nell (2009)
Strategic corporate social responsibility practice in private commercial banks in Bangladesh
Ishrat Jahan Tania (2016)
10.1016/j.accfor.2008.07.010
Stakeholder prioritization and reporting: Evidence from Italy and the US
G. Boesso (2009)
1 Corresponding Author
D. Smith (2014)
10.1080/14719037.2019.1635194
Strategic planning activity, middle manager divergent thinking, external stakeholder salience, and organizational performance: a study of English and Welsh police forces
Garry T Elliott (2020)
Climate change-related corporate governance disclosure practices: evidence from Australia
S. Haque (2011)
10.1111/basr.12041
Zombies and Originals: How Cultural Theory Informs Stakeholder Management
Elise Perrault (2014)
10.1504/IJSEI.2013.059318
The strategic planning practices in not-for profit organisations in the Kingdom of Saudi Arabia
Belal Barhem (2013)
10.1057/jors.2010.99
Does the Balanced Scorecard make a difference to the strategy development process?
E. Tapinos (2011)
10.25273/capital.v2i2.3986
PENGUATAN USAHA KECIL MENENGAH MELALUI PROGRAM TANGGUNG JAWAB SOSIAL PERUSAHAAN (Studi pada PT INKA Persero)
T. Mulyati (2019)
Care, Connect, Cure: Constructing Success for Health Consumer Organisations
Dianne Prince (2016)
10.1080/0965254X.2016.1211729
Exploring the locus of internal marketing
Wilson Ozuem (2016)
10.1016/J.IJRESMAR.2006.08.001
Marketing renaissance: How research in emerging markets advances marketing science and practice
S. Burgess (2006)
10.1108/03090560510610743
Stakeholder relationships in an international retailing context: an investment bank perspective
M. Palmer (2005)
10.1007/S10551-016-3194-7
The Relevance of Nationality and Industry for Stakeholder Salience: An Investigation Through Integrated Reports
Cristina Gianfelici (2018)
10.1108/03090560710821198
Developing a scale for stakeholder orientation
O. H. Yau (2007)
STAKEHOLDER SALIENCE AND INFRASTRUCTURE RENEWAL BACKLOG IN LOCAL GOVERNMENT: EVIDENCE FROM AUSTRALIA
P. Siriwardhane (2020)
10.1002/JSC.797
The nature and practice of strategic planning in Egypt
S. Elbanna (2007)
10.4018/978-1-4666-6232-2.CH011
How is Internal Marketing Understood?: An Examination of Stakeholder Perspective
Wilson Ozuem (2014)
HOW DO STRENGTHS AND WEAKNESSES IN CORPORATE SOCIAL PERFORMANCE ACROSS STAKEHOLDER DOMAINS AFFECT COMPANY PERFORMANCE
Kamalesh Kumar (2015)
10.1504/WREMSD.2010.031639
Marketing capabilities: do they matter in INVs?
A. Blesa (2010)
10.1016/J.JFBS.2011.01.001
Familiness and market orientation: A stakeholder approach
M. K. Cabrera-Suárez (2011)
10.1108/JBIM-08-2013-0161
Building in sustainability, social responsibility and value co-creation
Sergio Biggemann (2014)
The Influence of Stakeholder Salience and Engagement on Corporate Social Responsibility (CSR) Disclosure of Companies Listed on the Stock Exchange of Thailand
Lakkanawanit Pankeowta (2012)
See more
Semantic Scholar Logo Some data provided by SemanticScholar