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Internal Effects of Stakeholder Management Devices

Sara A. Morris
Journal of Business Ethics
Vol. 16, No. 4 (Mar., 1997), pp. 413-424
Published by: Springer
Stable URL: http://www.jstor.org/stable/25072908
Page Count: 12
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Internal Effects of Stakeholder Management Devices
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Abstract

Stakeholder management devices (SMDs) are the mechanisms through which organizations respond to stakeholder concerns. Given that SMDs serve as organizational control systems for employees and managers, this research investigates the internal rather than the external effects of a firm's SMDs. Unlike most previous research, I examined the effects of these formal structures, processes, and procedures in the aggregate, rather than focusing attention on a single type of device. The study investigates the effects of a firm's stakeholder management devices, in the aggregate, on three factors that influence individual behavior in organizations: expectations, attitudes, and perceived organizational climates. Respondents were managers in 112 for-profit business located throughout the United States. Results suggest that a firm's stakeholder management devices affect the perceived moral climates in the firm, and affect managers' expectations about the consequences of good corporate social performance, but do not affect organization members' attitudes about corporate social responsibility.

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