Stakeholder management — especially that of secondary stakeholders — is becoming increasingly important in many industries, although its effects may vary from sector to sector and company to company. Multinationals, particularly in natural resource-based industries such as oil and gas, agriculture, mining and forestry, are increasingly under pressure to manage conflicting or difficult to reconcile stakeholder demands. For example, the efforts of St. Louis, Missouri–based Monsanto Co. in agricultural biotechnology have been aggressively contested by secondary stakeholders such as Greenpeace and Friends of the Earth due to concerns over health, safety and environmental uncertainties (Chataway et al. 2004). In Brazil, concerns have extended to include the impact of biotechnology on farmers’ rights and competencies and the potential domination of an important industrial sector by foreign multinationals (Hall and Matos 2004). Houston-based Shell Oil Co.’s experiences doing business in Nigeria have forced the company to address stakeholder concerns about its relationship with a corrupt and exploitive government. Such thorny issues are now clearly on the minds of many senior managers.
In contrast to primary stakeholders, such as customers, suppliers and shareholders, secondary stakeholders are often difficult to identify beforehand, or they may not be willing or able to engage, negotiate, compromise or clearly articulate their positions — a phenomenon we have referred to asstakeholder ambiguity (Hall and Vredenburg 2003). Although much management literature represents secondary stakeholder... To read the complete article, login or sign-up using the form below.
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