Love Wins: A Love Lens Approach to Cultivation of Organization–Stakeholder Relationships

Abstract

This chapter adds to emerging research exploring the construct of joy by drawing attention to the value of more loving stakeholder relationships. Relationship management research has focussed attention on the antecedents, outcomes and quality of an organization's relationships with various publics and stakeholders and has examined strategies that can nurture these relationships. However, not much of this research has addressed intimacy and passion in these relationships.

Accordingly, this chapter draws on the theory of brand love developed in relationship marketing research and the theory of love from psychological research to build a theoretical framework of organization–stakeholder love (OSL) that can be applied to organizational relationships with publics and stakeholders. An OSL framework switches emphasis from how organizations can attract stakeholder affection (e.g., love) towards organizations to how organizations can and should love their stakeholders. The proposition put forward in this chapter is that OSL can and should become a driving force behind organizations' interactions with stakeholders, thus contributing to ethical public relations practices.

OSL is important because it has the potential to contribute to addressing public relations' image problems (e.g., relating to terms such as spin and corporate greenwashing); it offers a new love orientation that guides organizations towards a focus on the primacy of stakeholder needs and values, which in turn may shape the way organizations initiate and manage relationships with stakeholders. This chapter concludes with practical ways to implement OSL and a research agenda suggesting ways OSL may open up new research opportunities in public relations.

Citation

Badham, M. (2020), "Love Wins: A Love Lens Approach to Cultivation of Organization–Stakeholder Relationships", Verčič, A.T., Tench, R. and Einwiller, S. (Ed.) Joy (Advances in Public Relations and Communication Management, Vol. 5), Emerald Publishing Limited, Leeds, pp. 3-20. https://doi.org/10.1108/S2398-391420200000005003