Open Access. Powered by Scholars. Published by Universities.®
Social and Behavioral Sciences Commons™
Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 2 of 2
Full-Text Articles in Social and Behavioral Sciences
Stakeholder Management: A Managerial Perspective, Jeffrey S. Harrison, Andrew C. Wicks
Stakeholder Management: A Managerial Perspective, Jeffrey S. Harrison, Andrew C. Wicks
Management Faculty Publications
Scholars and practitioners have acknowledged the practical relevance of stakeholder theory as it has been applied to management. This chapter provides a brief foundation for understanding the basic principles of stakeholder management and some of its best known tools, including the development of an enterprise strategy, identification and prioritization of stakeholders, and measurement of the value firms create with and for stakeholders. We then share insights about implementation of stakeholder management based on interviews with high-level executives from a variety of well-known companies. We found that stakeholder principles have been applied in a variety of ways and under various labels. …
The Performance Implication Of Obsessive Work Passion: Unpacking The Moderating And Mediating Mechanisms From A Conservation Of Resources Perspective, Dejun Tony Kong, Violet T. Ho
The Performance Implication Of Obsessive Work Passion: Unpacking The Moderating And Mediating Mechanisms From A Conservation Of Resources Perspective, Dejun Tony Kong, Violet T. Ho
Management Faculty Publications
Work passion is an important determinant of work performance. While harmonious work passion (HWP) shows its consistent predictive value, obsessive work passion (OWP) appears to have a mixed relationship with work performance. To address this puzzle, we integrate research on OWP and emotional exhaustion with conservation of resources (COR) theory. Specifically, we argue that OWP determines emotional exhaustion, whose relationship with work performance is attenuated by leader-member exchange (LMX). By conducting a field study with a sample of 262 U.S. employees, we found supportive evidence, even when controlling for psychological detachment from work. The findings somewhat reconcile the inconsistent results …