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The relationship between stakeholders and organizations has been gaining more focus in strategic organizational management. The scenario of increased accountability required by society and by the competitive business environment itself demands ethical, fair, and sustainable practices from companies. In this sense, effective and fair stakeholder management becomes relevant. Thus, stakeholder theory proves to be a valid theoretical perspective for this challenge. In its conceptualization, stakeholder theory has pointed out different issues for strategic management practices, and how to treat the stakeholder fairly has been one of the concerns of the proponents of the theory (Bosse, Phillips, & Harrison, 2009). In this regard, principles of organizational justice have been incorporated into stakeholder management models. The authors argue that organizational justice, including its basic dimensions of distributive justice, procedural justice, and interactional justice, can positively impact the bottom line of organizations through synergy in value creation and by encouraging reciprocal behavior between the firm and stakeholders.

Chance models – mechanisms that explain empirical regularities through unsystematic variance – have a long tradition in the sciences but have been historically marginalized in management scholarship, relative to an agentic worldview about the role of managers and organizations. An exception is the work of James G. March and his coauthors, who proposed a variety of chance models that explain important management phenomena, including the careers of top executives, managerial risk taking, and organizational anarchy, learning, and adaptation. This paper serves as a tribute to the beauty of these “little ideas” and demonstrates how they can be recombined to generate novel implications. In particular, we focus on the example of an inverted V-shaped performance association centering around the year when executives were featured in a prominent listing, Barron’s annual list of Top 30 chief executive officers. Our recombination of several chance models developed by March and his coauthors provides a novel explanation for why many of the executives’ exceptional performances did not persist. In contrast to the common accounts of complacency, hubris, and statistical regression, the results show that declines from high performance may result from the way luck interacts with these executives’ slow adaptation, incompetence, and self-reinforced risk taking. We conclude by elaborating on the normative implications of chance models, which address many current management and societal challenges. We further encourage the continued development of chance models to help explain performance differences, shifting from accounts that favor heroic stories of corporate leaders toward accounts that favor their changing fortunes.

This chapter describes the redevelopment of the Open Language Chief Executive Personality Tool (OLCPT), a language-based machine learning (ML) tool for assessing executives' traits along the five factor model (FFM) of personality (openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism). Whereas the initial release of the OLCPT demonstrated the viability of using supervised machine learning to unobtrusively assess executives' personality traits, recent advances in artificial intelligence (AI) related to large language models (LLMs) warranted revisiting its development. After applying LLM embeddings and performing other updates, including expanding the training sample, the redeveloped tool (available at https://zenodo.org/records/10800801) achieved substantially higher convergent validity than the initial release. The updated tool also demonstrates strong discriminant validity and reliability, and it can measure traits not included in the initial version (narcissism and humility). These improvements demonstrate the potential value of continuously updating existing, computer-aided measures in strategy and management research. Yet, such efforts may not always be feasible or even necessary. Thus, we also use this chapter to offer guidelines for determining when updating similar measures is worthwhile, urging scholars to carefully consider how existing tools perform and the relevance of advancements to the technologies underlying them. We conclude with additional suggestions for advancing measurement in our field, including keeping up with emerging technologies, encouraging complementary approaches to enable triangulation, avoiding the use of advanced techniques without carefully considering their applicability in a given context, and being realistic about what we ask for during the review process and what we consider a meaningful contribution in our field.

Justice appears as an important strategic concept for promoting sustainability. Among the sustainable development goals established by the United Nations (UN), Goal 16 is about providing access to justice for all and building effective, accountable, and inclusive institutions. In the stakeholder theory perspective, the perception of fair treatment in the stakeholder management allows the organization to value fairness, impartiality, and morality among all stakeholders. The purpose of this chapter is to analyze the influence of justice in the organizational processes of a network of solidarity economy cooperatives. We used semi-structured interviews and desk research on documents made available by the network. The results point to a series of values and processes based on justice throughout the production and managerial chain, providing relationships understood as fair, which can be replicated in organizations that pursue the same ideals.

We investigate the relationship among the Dark Triad personality traits, ethical fading, and unethical behavior. Our findings suggest that Machiavellianism and psychopathy have a significant relationship with ethical fading such that individuals with high Machiavellianism are more likely to exhibit ethical fading, and individuals with high psychopathy are less likely to exhibit ethical fading. We do not find a significant association between narcissism and ethical fading. In the supplemental analyses, we investigate whether ethical fading leads to more unethical behavior (i.e., fraudulent reporting) and if it mediates the effect of Machiavellianism and psychopathy on unethical behavior. Our findings suggest that, while all the dark traits have a direct effect on unethical behavior, only Machiavellianism has an indirect effect that flows through ethical fading.

Sustainable development in support of cultural heritage has become one of the major issues on UNESCO’s agenda. As policy documents are issued, heritage environmental sustainability, local stakeholders’ development and participation and heritage in cases of interregional conflict are the situations they analyze. As such, policy documents will be employed as guidelines for past and future UNESCO World Heritage site registrations. They have been used for the present study of sustainable development within mostly Thai cultural heritage context, with a few cases relating to Cambodia due the lack of research on this topic in the region. Employing qualitative method analysis, most of the heritage sites studied here suffer from a lack of protection against encroachment, natural elements and, more rarely, overuse. Furthermore, the implementation of heritage management plans sees local stakeholders excluded from any participation in the heritage they live in, which may cause conflicts in Southeast Asia.

Understanding how firms manage multiple stakeholders is an academic and business call. This paper aims to describe a firm’s processes to implement a stakeholder value creation system, defined as the firm’s processes to create appropriate value with multiple stakeholders.

The authors based their investigation on a conceptual framework extracted from a previous literature review. From there, the authors conducted qualitative empirical research designed as a multiple-case study. In-depth interviews with 47 people from 11 different firms are the key source of this study.

This paper proposes a framework demonstrating how a firm can implement a stakeholder value creation system. Results pointed to three processes: value creation, distribution and capture. Value distribution mechanisms are drivers for both value creation and capture processes. The system is a set of multiple flow relationships between the firm and its stakeholders.

This research is limited to the Brazilian context.

The stakeholder value creation system is composed of seven elements: walk-the-talk organizational behavior, stakeholder business model, societal non-attended need, stakeholder preference matrix, stakeholder bargaining power, retention of rents and governance mechanism. Managers may design their firm’s unique processes using these elements as drivers.

The present investigation demonstrates that societal issues matter for firms to formulate strategies that positively impact their economic, social and environmental results.

The authors investigated competitive strategy concepts of value creation and appropriation from a combination of resource-based and stakeholder theories and a system perspective. The framework of this study consolidated both theories’ ideas from a complementary perspective. The authors suggest managers and academics should adopt the power of the “AND” position instead of the “OR” trade-off position.

THE provisional programme of this year's L.A. Conference at Southport on September 20–23 is now in our hands. The theme, the library and the community, is the perennial one for our conferences and, in that, is blameless ; everything will depend on the handling of the subjects. No one who considers what is promised can accuse the Council of the L.A. of a partial view of the field, because whole areas are given representation in general sessions and if, as we expect from such writers as Messrs. R. O. MacKenna, W. S. Haigh, D. J. Foskett and F. C. Francis, the papers have the requisite range, the Proceedings will prove to be a comprehensive Statement of library practice today. All are well‐tried speakers and amongst them we anticipate, for example, a model paper from Mr. Haigh, who was frank in his view of the endurance required of the listeners at Hastings. The gifted Editor of The Assistant Librarian, Mr. A. C. Jones, who, unfortunately for us all, is relinquishing that office, is to occupy the A.A.L. with the assistant librarian in the community, and county libraries are to be represented by papers by Mr. B. Oliph Smith and Mr. H. Thompson at their own Section meetings. University libraries again come into the picture at theirs with a discussion opened by Dr. L. W. Sharp. Mystery is suggested by Mr. B. C. Vickery's “Tower of Babel: the language barrier in science” which seems to indicate some form of Interglossa or, possibly, since he is an enthusiast for Dr. Ranganathan, that teacher's Meta‐language. It certainly would be an achievement if whenever a scientist used a word it could be made to convey the same thing in every reader's mind. The Youth Section will listen to that practical teacher and thinker, Mr. J. F. Wolfenden; and the Annual Lecturer on Wednesday, September 21, will be by Mr. J. L. Longland, the chief education officer of Derbyshire, whose co‐operative sympathy and support was no doubt of great service to Mr. Edgar Osborne in the organizing of the most fully co‐ordinate county service in this country. Five British “internes” will render account of their experiences in America, under the chairmanship of Mr. J. C. Harrison, we hope to the encouragement of others of us “to go and do likewise.” Nothing better for the creation of fresh enthusiasms and for a high international level of library practice in all its variants can be imagined than this prolonged employment in the libraries of other countries ; every librarian should encourage it to the limit of his means and feel, as we do, gratitude to Messrs. Sydney and Harrison for acting as the selection committee so far as British candidate “internes” are concerned.

An aspect of prospect theory posits that decision‐makers, when making decisions in the face of risk, make their decisions with respect to a pre‐existing reference point or ‘frame’ (the statusquo bias). We utilize data from the Australian version of the TV game show, Deal or No Deal, to explore whether risk aversion varies with a change in reference point in a context where stakes are real and high.We achieve this by exploiting a special and unique Australian feature of the Deal or No Deal lottery‐choice setting, namely, the existence of the Chance or the SuperCase rounds (supplementary rounds). These rounds reverse the decision‐frame that was obtained in earlier (normal) rounds. We fit and estimate a complete dynamic decision‐making model to our dataset and find that the risk aversion estimate of contestants who participated in both the normal and the supplementary rounds indeed differs depending on the nature of the round, a result consistent with the operation of the existence of a framing effect.

This chapter elucidates how digital citizenship regimes may be rescaling nation-states. In order to shed light on this phenomenon, the chapter introduces and answers three main research questions to unfold the content of this book as follows: (1) How will nation-states in Europe evolve in the aftermath of the emerging digital citizenship regimes? (2) Against the backdrop of the COVID-19, will the urban age reconfigure the technopolitics of European nation-states through new digital citizenship regimes (Moisio, 2018)? (3) And ultimately, will Europe evolve towards a post-national technopolity from a platform of established nation-states headed for a city-regionalised federal network of nations determined voluntarily and democratically through blockchain (Bauböck & Orgad, 2019; Calzada, 2018a, 2022; Calzada & Bustard, 2022; De Filippi & Lavayssiére, 2020; De Filippi, Mann, & Reijers, 2020; Keating, 2017; Keating, Jordana, Marx, & Wouters, 2019; Orgad & Bauböck, 2018)?