Engagement Strategies for Stakeholder Management in New Technology Development in the Fertilizer Industry – A Conceptual Framework
Communication is becoming a significant tool to engage stakeholders since half of the century ago. In the recent years, there has been rapid growth of new technology developments. In tandem with such developments, there has been growing emphasis in communication strategies and management especially in determining the level of influence and management strategies among the said stakeholders on particular field. This paper presents a research conceptual framework focusing on stakeholder theories, communication and management strategies to be implied on the engagement of stakeholders of new technology developments of fertilizer industry in Malaysia. Framework espoused in this paper will provide insights into the various stakeholder theories and engagement strategies from different principal necessary for a successful introduction of new technology development in the above stated industry. The proposed framework has theoretical significance in filling the gap of the body of knowledge in the implementation of communication strategies in Malaysian fertilizer industry.
[1] FAO (2011). The State of Food Insecurity in the World How does international price volatility affect domestic economies and food
security?. Rome.FAO Publisher. Retrieved June 8, 2012, from
http://www.fao.org/docrep/014/i2330e/i2330e.pdf.
[2] Forrester Research, Inc. (n.d.). US Interactive Marketing Forecast 2009
to 2014. Retrieved March 19, 2012, from
http://www.forrester.com/US+Interactive+Marketing+Forecast+By+Industry+2009+To+2014/fulltext/-/E-RES55668.
[3] A.Iannuzzi (2012). Greener products: The making and marketing of
sustainable brands. New York. CRC Press
[4] Zainal, A.M., (2008). "The Malaysian Fertilizer Market", IFA Crossroads Asia-Pacific 2008, Melbourne, Australia, 16-18 December.
[5] Chemical Company Malaysia, Berhad. (2011). 2010 summary annual
report. Retrieved from
http://www.ccmberhad.com/investor_relations/Annual%20Reports/2010
/Annual_Report.pdf
[6] Collantes, G.O.(2006). Incorporating stakeholders' perspectives into
models of new technology diffusion: The case of fuel-cell vehicles.
Technological Forecasting & Social Change74, 267-280.
[7] Richards, C., Blackstock, K.L., Carter, C.E. (2004). Practical
Approaches to Participation SERG Policy Brief No. 1. Macauley Land
Use Research Institute, Aberdeen.
[8] Tippett, J., Handley, J.F., Ravetz, J.(2007). Meeting the challenges of
sustainable development - A conceptual appraial of a new methodology for participatory ecological planning. Progress in Planning, 67: 9-98.
[9] Freeman, R. E. (1984). Strategic management: A stakeholder approach.
Boston: Pitman.
[10] Deegan, C. (2002). The Legitimizing Effects of Social and
Environmental Disclosures - A Theoretical Foundation. Accounting,
Auditing & Accountability Journal, 15(3), 282-311.
[11] Livesey, S. M. & K. Kearins.(2002). Transparent and Caring Corporations? A Study of Sustainability Reports by The Body Shop and Royal Dutch/Shell. Organization & Environment, 15(3), 233-258.
[12] Laplume, A., Sonpar, K., & Litz, R. (2008).Stakeholder theory: A longitudinal review of a theory that moves us. Journal of Management,
24(6): 1152-1189.
[13] Jensen, M. C. (2002). Value maximization, stakeholder theory and the
corporate objective function. Business Ethics Quarterly, 12(2): 235-256.
[14] Hinings, C. R., & Greenwood, R. (2003).Disconnects and consequences
in organization theory? Administrative Science Quarterly, 47: 411-422.
[15] Stern. R. N. & Barley. S. R. (1995). Organizations and social systems:
Organization theory’s neglected mandate. Administrative Science
Quarterly, 41(1): 146-162.
[16] Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of
ethics and economics. Academy of Management Review, 20(2): 404-437.
[17] Driscoll, C. and M. Starik (2004). The Primordial Stakeholder:
Advancing the Conceptual Consideration of Stakeholder Status for the
Natural Environment. Journal of Business Ethics 49, 55–73.
[18] Phillips, R. A., &Reichart, J. (2000).The environment as a stakeholder?
A fairness-based approach. Journal of Business Ethics, 23: 185-197.
[19] Starik.M. (1995). Should trees have managerial standing? Toward
stakeholder status for non-human nature. Journal of Business Ethics, 14:
207-217.
[20] Schwartz, M. S. (2006). God as a managerial stakeholder? Journal of
Business Ethics, 66: 291-306.
[21] Pajunen, K. (2006). Stakeholder influences in organizational survival.
Journal of Management Studies, 43(6): 1261-1288.
[22] Ryan, L. V., & Schneider, M. (2003).Institutional investor power and
heterogeneity. Business & Society, 42(4), 398-429.
[23] Brickson, S. L. (2007). Organizational identity orientation: The genesis
of the role of the firm and distinct forms of social value. Academy of
Management Review, 32, 864-888.
[24] Jawahar, I. M., & McLaughlin, G. L. (2001).Toward a descriptive theory
of stakeholder theory: An organizational life-cycle approach. Academy
of Management Journal, 26(3): 397-414.
[25] Kaler,J. (2006). Evaluating stakeholder theory. Journal of Business
Ethics, 69: 249-268.
[26] Beekun, R. &Badawi, J. (2005).Balancing Ethical Responsibility among
Multiple Organizational Stakeholders: The Islamic Perspective. Journal
of Business Ethics, 60, 131 - 145.
[27] Hosseini, J. C., & Brenner, S. B. (1992).The stakeholder theory of the
firm: A methodology to generate value matrix weights. Business Ethics
Quarterly, 2(2): 99-119.
[28] Schwarzkopf, D. L. (2006). Stakeholder perspectives and business risk
perception. Journal of Business Ethics, 64: 327-342.
[29] Bendheim, C. L., Waddock, S. A., & Graves, S. B. (1998).Determining
best practices in corporate-stakeholder relations using data envelopment
analysis. Business & Society, 37(3): 305-338.
[30] Burton, B. K., & Dunn, C. P. (1996).Feminist ethics as moral grounding
for stakeholder theory. Business Ethics Quarterly, 6, 133-147.
[31] Lampe, M. (2001). Mediation as an ethical adjunct of stakeholder
theory. Journal of Business Ethics, 31: 165-173.
[32] Reynolds, S. J., Shultz, F. C., &Hekman, G. R. (2006). Stakeholder
theory and managerial decision-making:Constraints and implications of
balancing stakeholder interests. Journal of Business Ethics, 64: 285-301.
[33] Smudde, P. M., &Courtright, J. L. (2011).A holistic approach to
stakeholder management: A rhetorical foundation. Public Relations
Review, 37, 137-144.
[34] Ds Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory
of stakeholder identification and salience: Defining the principle of who
and what really counts. Academy of Management Journal, 22(4): 853-
886.
[35] Savage, G. T., Timothy W. N., Carlton J. W., & John D. B.
(1991).Strategies for Assessing and Managing Organisational
Stakeholders. Academy of Management Executive 5(2), 61-75.
[36] Hillman. A. J. & G. D. Keim. (2001). Shareholder Value, Stakeholder
Management, and Social Issues: What's The Bottom Line. Strategic
Management Journal, 22(2), 125–139.
[37] Stevens. J. M., H. K. Steensma. D. A. Harrison and P. L. Cochran.
(2005). Symbolic or Substantive Document? The Influence of Ethics
Codes on Financial Executives Decisions, Strategic Management
Journal, 26: 181–195.
[38] Hill, C. W., & Jones, T. M. 1992.Stakeholder-agency theory. Journal of
Management Studies, 29(2), 131-154.
[39] Agle, B. R., Mitchell, R. K., and Sonnenfeld, J. A. (1999), Who matters
to CEOS?”An investigation of stakeholder attributes and salience.
Corporate performance and CEO values, Academy of Management
Journal, Vol. 42, No. 5, 507 – 525.
[40] Polonsky, M.J. & Scott.D. (2005). An empirical examination of the
stakeholder strategy matrix. European Journal of Marketing, 39 (9/10),
1199-1215.
[41] Kimery, K.M. and Rinehart, S.M. (1998), Markets and constituencies: an
alternative view of the marketing concept, Journal of Business Research,
Vol. 43 No. 3, pp. 117-24.
[42] Polonsky, M. J. (1996). Stakeholder Management and the Stakeholder
Matrix: Potential Strategic Marketing Tools. Journal of Market Focused
Management;1(3): 209-229.
[43] Sharma, S. H. Vredenburg, & F.Westley. (1994). Strategic Bridging: A
Role for the Multinational Corporation in Third World Development.
Journal of Applied Behavioral Science 30(4): 458-476.
[44] Lamb, L. F. & McKee, K. B. (2005).Applied public relations: Cases in
stakeholder management. Mahwah, New Jersey: Lawrence Erlbaum.
[45] Barney, J.B. & Hansen, M.H. (1994).Trustworthiness as a source of
competitive advantage”, Strategic Management Journal, Vol. 15, 175-
190.
[46] Harrison, J. D. Bosse & R. Phillips, Managing for Stakeholders,
Stakeholder Utility Functions and Competitive Advantage, Strategic
Management Journal, 31(1), 58–74.
[47] Porter M. E. & C. van der Linde (1995). Toward a new conception of the
environment-competitiveness relationship. Journal of Economic
Perspectives, 9(4), 97–118.
[48] Menon, A., & Menon, A. (1997).Enviroprenerial marketing strategy: the
emergence of corporate environmentalism as market strategy. Journal of
Marketing, 61(1), 51 – 67.
[49] Polonsky, M.J. and Ottman, J. (1998), Stakeholders’ contribution to the
green new product development process. Journal of Marketing
Management, Vol. 14 No. 6, pp. 533-58.
[50] Spence.L., A. Coles, & L. Harris.(2001). The forgotten stakeholder?
Ethics and social responsibility in relation to competitors. Business and
Society Review 106(4): 331–52.
[51] Hillebrand.B. &Driessen P. H. (2010).Integrating Multiple Stakeholder
Issues in New Product Development: An Exploration, Journal of
Product Innovation Management. Advance online publication. Retrieved
fromhttp://ssrn.com/abstract=1935455.
[52] Mendleson, N., & M. J. Polonsky. (1995). Using Strategic Alliances to
Develop Credible Green Marketing. Journal of Consumer Marketing
12(2), 4-18.
[53] Harrison, J. S., 1996, Managing and partnering with external
stakeholders, Academy of Management Executive 10, 46.
[54] D Meznar, M. B., Nigh, D., & Kwok, C. C. Y. (1994). Effects of
announcement of withdrawal from South Africa on shareholder wealth.
Academy of Management Review, 37(6): 1633-1648.
[55] R. Boutilier (2011). A Stakeholder Approach to Issues Management.
New York. Business Expert Press
[56] Charter and polonsky Charter, M., & Polonsky, M.J. 1999. Greener
Marketing. A global perspective on greening marketing practice.
Sheffield, UK. Greenleaf Publishing Ltd.
[57] Perdaman Chemical Fertilizer. (2009).Stakeholder and Community
Consultation Report: Collie Urea Plant. Retrieved from
http://www.perdaman.com.au/media/7580/appendix%20l%20-
%20community%20consultation.pdf.
[1] FAO (2011). The State of Food Insecurity in the World How does international price volatility affect domestic economies and food
security?. Rome.FAO Publisher. Retrieved June 8, 2012, from
http://www.fao.org/docrep/014/i2330e/i2330e.pdf.
[2] Forrester Research, Inc. (n.d.). US Interactive Marketing Forecast 2009
to 2014. Retrieved March 19, 2012, from
http://www.forrester.com/US+Interactive+Marketing+Forecast+By+Industry+2009+To+2014/fulltext/-/E-RES55668.
[3] A.Iannuzzi (2012). Greener products: The making and marketing of
sustainable brands. New York. CRC Press
[4] Zainal, A.M., (2008). "The Malaysian Fertilizer Market", IFA Crossroads Asia-Pacific 2008, Melbourne, Australia, 16-18 December.
[5] Chemical Company Malaysia, Berhad. (2011). 2010 summary annual
report. Retrieved from
http://www.ccmberhad.com/investor_relations/Annual%20Reports/2010
/Annual_Report.pdf
[6] Collantes, G.O.(2006). Incorporating stakeholders' perspectives into
models of new technology diffusion: The case of fuel-cell vehicles.
Technological Forecasting & Social Change74, 267-280.
[7] Richards, C., Blackstock, K.L., Carter, C.E. (2004). Practical
Approaches to Participation SERG Policy Brief No. 1. Macauley Land
Use Research Institute, Aberdeen.
[8] Tippett, J., Handley, J.F., Ravetz, J.(2007). Meeting the challenges of
sustainable development - A conceptual appraial of a new methodology for participatory ecological planning. Progress in Planning, 67: 9-98.
[9] Freeman, R. E. (1984). Strategic management: A stakeholder approach.
Boston: Pitman.
[10] Deegan, C. (2002). The Legitimizing Effects of Social and
Environmental Disclosures - A Theoretical Foundation. Accounting,
Auditing & Accountability Journal, 15(3), 282-311.
[11] Livesey, S. M. & K. Kearins.(2002). Transparent and Caring Corporations? A Study of Sustainability Reports by The Body Shop and Royal Dutch/Shell. Organization & Environment, 15(3), 233-258.
[12] Laplume, A., Sonpar, K., & Litz, R. (2008).Stakeholder theory: A longitudinal review of a theory that moves us. Journal of Management,
24(6): 1152-1189.
[13] Jensen, M. C. (2002). Value maximization, stakeholder theory and the
corporate objective function. Business Ethics Quarterly, 12(2): 235-256.
[14] Hinings, C. R., & Greenwood, R. (2003).Disconnects and consequences
in organization theory? Administrative Science Quarterly, 47: 411-422.
[15] Stern. R. N. & Barley. S. R. (1995). Organizations and social systems:
Organization theory’s neglected mandate. Administrative Science
Quarterly, 41(1): 146-162.
[16] Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of
ethics and economics. Academy of Management Review, 20(2): 404-437.
[17] Driscoll, C. and M. Starik (2004). The Primordial Stakeholder:
Advancing the Conceptual Consideration of Stakeholder Status for the
Natural Environment. Journal of Business Ethics 49, 55–73.
[18] Phillips, R. A., &Reichart, J. (2000).The environment as a stakeholder?
A fairness-based approach. Journal of Business Ethics, 23: 185-197.
[19] Starik.M. (1995). Should trees have managerial standing? Toward
stakeholder status for non-human nature. Journal of Business Ethics, 14:
207-217.
[20] Schwartz, M. S. (2006). God as a managerial stakeholder? Journal of
Business Ethics, 66: 291-306.
[21] Pajunen, K. (2006). Stakeholder influences in organizational survival.
Journal of Management Studies, 43(6): 1261-1288.
[22] Ryan, L. V., & Schneider, M. (2003).Institutional investor power and
heterogeneity. Business & Society, 42(4), 398-429.
[23] Brickson, S. L. (2007). Organizational identity orientation: The genesis
of the role of the firm and distinct forms of social value. Academy of
Management Review, 32, 864-888.
[24] Jawahar, I. M., & McLaughlin, G. L. (2001).Toward a descriptive theory
of stakeholder theory: An organizational life-cycle approach. Academy
of Management Journal, 26(3): 397-414.
[25] Kaler,J. (2006). Evaluating stakeholder theory. Journal of Business
Ethics, 69: 249-268.
[26] Beekun, R. &Badawi, J. (2005).Balancing Ethical Responsibility among
Multiple Organizational Stakeholders: The Islamic Perspective. Journal
of Business Ethics, 60, 131 - 145.
[27] Hosseini, J. C., & Brenner, S. B. (1992).The stakeholder theory of the
firm: A methodology to generate value matrix weights. Business Ethics
Quarterly, 2(2): 99-119.
[28] Schwarzkopf, D. L. (2006). Stakeholder perspectives and business risk
perception. Journal of Business Ethics, 64: 327-342.
[29] Bendheim, C. L., Waddock, S. A., & Graves, S. B. (1998).Determining
best practices in corporate-stakeholder relations using data envelopment
analysis. Business & Society, 37(3): 305-338.
[30] Burton, B. K., & Dunn, C. P. (1996).Feminist ethics as moral grounding
for stakeholder theory. Business Ethics Quarterly, 6, 133-147.
[31] Lampe, M. (2001). Mediation as an ethical adjunct of stakeholder
theory. Journal of Business Ethics, 31: 165-173.
[32] Reynolds, S. J., Shultz, F. C., &Hekman, G. R. (2006). Stakeholder
theory and managerial decision-making:Constraints and implications of
balancing stakeholder interests. Journal of Business Ethics, 64: 285-301.
[33] Smudde, P. M., &Courtright, J. L. (2011).A holistic approach to
stakeholder management: A rhetorical foundation. Public Relations
Review, 37, 137-144.
[34] Ds Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory
of stakeholder identification and salience: Defining the principle of who
and what really counts. Academy of Management Journal, 22(4): 853-
886.
[35] Savage, G. T., Timothy W. N., Carlton J. W., & John D. B.
(1991).Strategies for Assessing and Managing Organisational
Stakeholders. Academy of Management Executive 5(2), 61-75.
[36] Hillman. A. J. & G. D. Keim. (2001). Shareholder Value, Stakeholder
Management, and Social Issues: What's The Bottom Line. Strategic
Management Journal, 22(2), 125–139.
[37] Stevens. J. M., H. K. Steensma. D. A. Harrison and P. L. Cochran.
(2005). Symbolic or Substantive Document? The Influence of Ethics
Codes on Financial Executives Decisions, Strategic Management
Journal, 26: 181–195.
[38] Hill, C. W., & Jones, T. M. 1992.Stakeholder-agency theory. Journal of
Management Studies, 29(2), 131-154.
[39] Agle, B. R., Mitchell, R. K., and Sonnenfeld, J. A. (1999), Who matters
to CEOS?”An investigation of stakeholder attributes and salience.
Corporate performance and CEO values, Academy of Management
Journal, Vol. 42, No. 5, 507 – 525.
[40] Polonsky, M.J. & Scott.D. (2005). An empirical examination of the
stakeholder strategy matrix. European Journal of Marketing, 39 (9/10),
1199-1215.
[41] Kimery, K.M. and Rinehart, S.M. (1998), Markets and constituencies: an
alternative view of the marketing concept, Journal of Business Research,
Vol. 43 No. 3, pp. 117-24.
[42] Polonsky, M. J. (1996). Stakeholder Management and the Stakeholder
Matrix: Potential Strategic Marketing Tools. Journal of Market Focused
Management;1(3): 209-229.
[43] Sharma, S. H. Vredenburg, & F.Westley. (1994). Strategic Bridging: A
Role for the Multinational Corporation in Third World Development.
Journal of Applied Behavioral Science 30(4): 458-476.
[44] Lamb, L. F. & McKee, K. B. (2005).Applied public relations: Cases in
stakeholder management. Mahwah, New Jersey: Lawrence Erlbaum.
[45] Barney, J.B. & Hansen, M.H. (1994).Trustworthiness as a source of
competitive advantage”, Strategic Management Journal, Vol. 15, 175-
190.
[46] Harrison, J. D. Bosse & R. Phillips, Managing for Stakeholders,
Stakeholder Utility Functions and Competitive Advantage, Strategic
Management Journal, 31(1), 58–74.
[47] Porter M. E. & C. van der Linde (1995). Toward a new conception of the
environment-competitiveness relationship. Journal of Economic
Perspectives, 9(4), 97–118.
[48] Menon, A., & Menon, A. (1997).Enviroprenerial marketing strategy: the
emergence of corporate environmentalism as market strategy. Journal of
Marketing, 61(1), 51 – 67.
[49] Polonsky, M.J. and Ottman, J. (1998), Stakeholders’ contribution to the
green new product development process. Journal of Marketing
Management, Vol. 14 No. 6, pp. 533-58.
[50] Spence.L., A. Coles, & L. Harris.(2001). The forgotten stakeholder?
Ethics and social responsibility in relation to competitors. Business and
Society Review 106(4): 331–52.
[51] Hillebrand.B. &Driessen P. H. (2010).Integrating Multiple Stakeholder
Issues in New Product Development: An Exploration, Journal of
Product Innovation Management. Advance online publication. Retrieved
fromhttp://ssrn.com/abstract=1935455.
[52] Mendleson, N., & M. J. Polonsky. (1995). Using Strategic Alliances to
Develop Credible Green Marketing. Journal of Consumer Marketing
12(2), 4-18.
[53] Harrison, J. S., 1996, Managing and partnering with external
stakeholders, Academy of Management Executive 10, 46.
[54] D Meznar, M. B., Nigh, D., & Kwok, C. C. Y. (1994). Effects of
announcement of withdrawal from South Africa on shareholder wealth.
Academy of Management Review, 37(6): 1633-1648.
[55] R. Boutilier (2011). A Stakeholder Approach to Issues Management.
New York. Business Expert Press
[56] Charter and polonsky Charter, M., & Polonsky, M.J. 1999. Greener
Marketing. A global perspective on greening marketing practice.
Sheffield, UK. Greenleaf Publishing Ltd.
[57] Perdaman Chemical Fertilizer. (2009).Stakeholder and Community
Consultation Report: Collie Urea Plant. Retrieved from
http://www.perdaman.com.au/media/7580/appendix%20l%20-
%20community%20consultation.pdf.
@article{"International Journal of Business, Human and Social Sciences:56315", author = "Ammar Redza Ahmad Rizal and Shahrina Md Nordin and Mohd Shamsuri Saad and Kamariah Ismail", title = "Engagement Strategies for Stakeholder Management in New Technology Development in the Fertilizer Industry – A Conceptual Framework", abstract = "Communication is becoming a significant tool to engage stakeholders since half of the century ago. In the recent years, there has been rapid growth of new technology developments. In tandem with such developments, there has been growing emphasis in communication strategies and management especially in determining the level of influence and management strategies among the said stakeholders on particular field. This paper presents a research conceptual framework focusing on stakeholder theories, communication and management strategies to be implied on the engagement of stakeholders of new technology developments of fertilizer industry in Malaysia. Framework espoused in this paper will provide insights into the various stakeholder theories and engagement strategies from different principal necessary for a successful introduction of new technology development in the above stated industry. The proposed framework has theoretical significance in filling the gap of the body of knowledge in the implementation of communication strategies in Malaysian fertilizer industry.
", keywords = "Communication Strategies, Fertilizer Industry, New Technology Development, Stakeholders Management.", volume = "6", number = "11", pages = "3072-7", }
