Whereas stakeholder theory deals with determining which stakeholders are to be involved in issues, e.g., airport planning, stakeholder engagement deals with determining which tools can be chosen to optimize interaction with the stakeholders. To date, little effort has been made to specify the link between stakeholder salience (as discussed in the previous chapter) and stakeholder engagement, which will be discussed in this chapter. Either subject is often treated separately from the other, even though most authors recognize the apparent link between the two. For example, Carroll (1989) used the principle of stakeholder engagement as a final step in the stakeholder analysis framework, thereby showing the importance of the link between the classification or differentiation of stakeholders and the resulting different engagement strategies.
|Title of host publication||The Dynamism of Stakeholder Engagement|
|Subtitle of host publication||A Case Study of the Aviation Industry|
|Editors||Robbert Kivits, Sukanlaya Sawang|
|Number of pages||9|
|ISBN (Print)||978-3-030-70427-8, 978-3-030-70430-8|
|Publication status||E-pub ahead of print - 1 Apr 2021|
|Name||Contributions to Management Science|
Bibliographical notePublisher Copyright:
© 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management
- Management Science and Operations Research
- Management of Technology and Innovation