Toward a Theory of Stakeholder Salience in Family Firms. / Mitchell, Ronald K. ; Agle, Bradley R.; Chrisman, James J.; Spence, Laura J.

In: Business Ethics Quarterly, Vol. 21, No. 2, 04.2011, p. 235-255.

Research output: Contribution to journalArticlepeer-review

Published

Standard

Toward a Theory of Stakeholder Salience in Family Firms. / Mitchell, Ronald K. ; Agle, Bradley R.; Chrisman, James J.; Spence, Laura J.

In: Business Ethics Quarterly, Vol. 21, No. 2, 04.2011, p. 235-255.

Research output: Contribution to journalArticlepeer-review

Harvard

Mitchell, RK, Agle, BR, Chrisman, JJ & Spence, LJ 2011, 'Toward a Theory of Stakeholder Salience in Family Firms', Business Ethics Quarterly, vol. 21, no. 2, pp. 235-255. https://doi.org/10.5840/beq201121215

APA

Mitchell, R. K., Agle, B. R., Chrisman, J. J., & Spence, L. J. (2011). Toward a Theory of Stakeholder Salience in Family Firms. Business Ethics Quarterly, 21(2), 235-255. https://doi.org/10.5840/beq201121215

Vancouver

Mitchell RK, Agle BR, Chrisman JJ, Spence LJ. Toward a Theory of Stakeholder Salience in Family Firms. Business Ethics Quarterly. 2011 Apr;21(2):235-255. https://doi.org/10.5840/beq201121215

Author

Mitchell, Ronald K. ; Agle, Bradley R. ; Chrisman, James J. ; Spence, Laura J. / Toward a Theory of Stakeholder Salience in Family Firms. In: Business Ethics Quarterly. 2011 ; Vol. 21, No. 2. pp. 235-255.

BibTeX

@article{503cc78680614919b193adcc611690de,
title = "Toward a Theory of Stakeholder Salience in Family Firms",
abstract = "The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on {"}Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise.{"}",
keywords = "Family Firms, Stakeholder Theory, BUSINESS ETHICS",
author = "Mitchell, {Ronald K.} and Agle, {Bradley R.} and Chrisman, {James J.} and Spence, {Laura J.}",
year = "2011",
month = apr,
doi = "10.5840/beq201121215",
language = "English",
volume = "21",
pages = "235--255",
journal = "Business Ethics Quarterly",
issn = "1052-150X",
publisher = "Philosophy Documentation Center",
number = "2",

}

RIS

TY - JOUR

T1 - Toward a Theory of Stakeholder Salience in Family Firms

AU - Mitchell, Ronald K.

AU - Agle, Bradley R.

AU - Chrisman, James J.

AU - Spence, Laura J.

PY - 2011/4

Y1 - 2011/4

N2 - The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on "Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise."

AB - The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on "Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise."

KW - Family Firms

KW - Stakeholder Theory

KW - BUSINESS ETHICS

U2 - 10.5840/beq201121215

DO - 10.5840/beq201121215

M3 - Article

VL - 21

SP - 235

EP - 255

JO - Business Ethics Quarterly

JF - Business Ethics Quarterly

SN - 1052-150X

IS - 2

ER -