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This paper investigates specific organizational capabilities related to stakeholder relationship capability and the effect of the latter on value creation.

The authors propose and test whether organizational capabilities related to knowledge, engagement, moral and adaptation are positively related to stakeholder relationship capability. The authors then test the effect of stakeholder relationship capability on the creation of greater value for stakeholders. The study tests the hypotheses with paneled data composed of a sample of 116 publicly traded companies in Brazil for a total of 275 observations taken over three years.

The findings show that there is a positive and significant relationship between knowledge, engagement, moral and adaptation capabilities and stakeholder relationship capability. Stakeholder relationship capability has been shown to have a positive and significant effect on greater value creation for stakeholders.

Analysis of the processes and practices that serve as the basis for each capability is meaningful for managerial practices, as it offers a more detailed understanding of the routines pertaining to each capability. Practical discussions on operational procedure levels are a meaningful and attainable way for managers to apply stakeholder theory.

The investigation of the specific capabilities enabling value creation between the company and its stakeholders contributes to the discussion of the connections between stakeholder theory and the resource-based view (RBV).

Few studies have analysed how to actively manage strategic networks (SNs) to achieve individual and collective goals and create value. This paper aims to examine the influence of network management on the value created by SNs and the mediation role of resources and relationship quality.

The authors distributed a survey to 126 companies linked to SNs in the Brazilian information and communication technology sector. This study tested the hypothesized relationships using partial least squares structural equation modelling.

This study found that network management directly influences value creation. Furthermore, the exchange and combination of resources mediate the relationship between the two constructs. Surprisingly, the quality of the relationships does not mediate the relationship between management and the value created. However, it positively impacts the exchange and combination of complementary resources.

This study provides a new interpretation of the determinants of value creation in SNs. The results contribute to the theory by demonstrating that the relationship between network management and value creation is strengthened when the exchange and combination of resources between network participants occur. In turn, these are positively influenced by the quality of relationships established in the network, thus providing a new interpretation of the determinants of value creation in SNs.

This paper aims to empirically verify whether the development of improved relationships between higher education institutions (HEIs) and their stakeholders based on the principles of stakeholder theory creates more value.

The methods involve a quantitative approach, with the data collection being carried out through a survey of 88 heads of HEIs in Brazil. The paper uses the Spearman’s correlation coefficient to analyze the data and test the hypotheses.

The findings reinforce the arguments found in the stakeholder theory literature, in which relationships are based on the following principles: knowledge and information sharing, mutual trust, involvement in the decision-makin g process and alignment of stakeholders’ interests in the strategic planning process, all of which create more value for organizations.

This study seeks to improve the knowledge of stakeholder theory in relation to HEIs. It identifies the stakeholder relationships that create the most value and have the potential to generate a sustainable competitive advantage. The results can help managers to improve their relationships with stakeholders and may encourage the implementation of practices and policies that consider stakeholders’ influence on the strategic direction of HEIs.

The studies present a social contribution by evidencing the importance of the development of best practices, processes and strategies in the management of educational institutions, which are important actors in the development of society.

The originality of this paper is that it empirically tests the principles of stakeholder theory and their relationships with value creation for organizations in the higher education context. Whilst stakeholder theory has been explored in multiples contexts, there is a lack of studies addressing stakeholder management in HEIs.

This review aims to identify the determinants of voluntary disclosure of corporate social performance (CSP) and to analyze and consolidate previous quantitative studies to identify the theoretical perspectives and the variables used in measuring the determinants of CSP disclosure (CSP-D).

A literature review of articles published from 1987 to 2015 was conducted using the three databases, Ebsco, ISI and Jstor, with CSP-D as the dependent variable. The goal was to identify the theoretical perspectives underlying the studies and the independent variables.

The literature revealed a set of variables and their general measures, but the consensus confirmed that there was no single explanation for what determined CSP-D. The published theories that support a relationship between CSP-D and its determinants are legitimacy, institutional, stakeholder, agency and voluntary disclosure theory.

The results allowed us to identify the perspectives underlying the major theories and disclosed a set of factors considered by the literature as the ones that influence CSP-D. This information will be useful for researchers interested in developing their own studies on CSP-D because it presents the evolution of CSP-D factors over time and organizes the findings of multiple studies developed since the emergence of the theme.

The purpose of this paper is to examine the association between corporate social responsibility (CSR) and employee satisfaction. The study proposes and empirically tests two hypotheses: that CSR is positively associated with employee satisfaction, and that organizational image mediates the relationship between CSR and employee satisfaction.

The hypotheses were tested through regression analyses, using data from 85,167 questionnaires completed by employees at 381 Brazilian companies, as well as data pertaining to the “breadth” of CSR engagement of those same companies.

The results of this study provide evidence that CSR-oriented actions undertaken by companies will lead to a better organizational image, and this, in turn, will lead to greater employee satisfaction.

Because employee behaviour influences organizational outcomes and higher job satisfaction may lead to greater employee commitment to organizational goals and values, understanding the impact of CSR on employee satisfaction is relevant to corporate performance.

The study contributes to the body of empirical research on CSR by investigating the underlying mechanisms linking CSR with employee behaviour. Scholars in the area of CSR regularly explore the outcomes and impacts of CSR actions on internal and external stakeholders. However, the impacts of CSR for a critical group of stakeholders – namely, employees – and its underlying mechanisms are understudied in the CSR literature.

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.

This article aims to describe a qualitative, exploratory study with the objective of developing scenarios for the road freight transport industry in Brazil and evaluating the effectiveness of the method applied, which used the stakeholders of said industry as a means to identify the variables of the scenarios.

According to the classification scheme developed by Huss and Honton, the authors' method fits into the intuitive logics approach to scenarios, employing concepts of stakeholder analysis as proposed by Freeman. Primary data collection was conducted through key informant interviews, as outlined by Fetterman. The use of the method of intuitive logics combined with the stakeholder analysis evaluates the consistency of experts' opinions on the characteristics of stakeholders. Four environmental scenarios, distinct but equally plausible, were generated for the road freight transport industry as it was felt that more than four scenarios tends to be too complex.

The method applied produced scenarios distinctive enough to classify them as contrasting, accounting for macroenvironmental variables and variables determined by influential stakeholders in the analyzed industry. Organized and connected, these variables produced precise end states that warrant consideration in the policies and strategies of industry players. The characteristics of the scenarios produced reveal that the method was effective. The authors found the most influential stakeholders in the industry to be the government, shipping clients, end consumers, logistics service providers, and trade associations. The industry's main uncertainties are tied to how the actions of government, shippers, and logistics service providers will unfold.

Some limitations could be identified in the method. One refers to the absence of procedures to govern the chronology of events at the time of preparation of scenario plots. Another shortcoming is the third and final stage of the research; the authors observed some weakness in the method when defining a variable that is independent because it can be independent of the variables selected for the last step but dependent on others considered but not selected.

The results of the study can stimulate reflection of stakeholders on factors that will affect their decision making, stimulate understanding of the conditions for sustainability of the industry, and identify business opportunities and necessary strategic resources for the success of organizations in the future.

The transport industry plays a vital role in factors that are paramount for the economical development of a country, such as exploration of resources and mass production, and, in Brazil, road freight transport is of particular importance. The research can guide public policy in regulating and investing in industry, since the plots facilitate the understanding of the consequences of causal relationships as well as the final states resulting from these. The scenarios reveal causal relationships strongly influenced by the stakeholder “government”, especially regarding investment in infrastructure, regulation and supervision of the industry.

Application of the method proposed by Boaventura and Fischmann to the road freight transport industry generated distinct, but equally plausible scenarios. The method considered the key uncertainties as dichotomous variables. The scenarios were different since combinations of final states of the key uncertainties led to a different logic or rationale. The authors may state that this particular application contributed towards improvement of the method, as it tested the method's logic when applied to a complex environment influenced by many stakeholders.

The purpose of this paper is to deepen the discussion regarding the competitiveness of clusters based on a theoretical and empirical study that compares the level of competitiveness of the Brazilian wine cluster located in Serra Gaúcha with the competitiveness of the Chilean cluster located in Valle del Maule.

A qualitative-descriptive approach was applied to the study, and data collection was conducted through secondary sources.

The analysis employed a competitiveness analysis model consisting of 11 competitiveness factors. The Chilean cluster presented a higher level of competitiveness in four competitiveness factors (“scope of viable and relevant business,” “introduction of new technologies,” “balance with no privileged positions” and “oriented strategy”), while the Brazilian cluster presented a higher level of competitiveness in three competitiveness factors (“concentration,” “cooperation” and “replacement”). For four of the competitiveness factors of the model, both clusters presented similar levels of competitiveness.

By comparing the two wine clusters, it was possible to identify aspects that can be improved to increase competitiveness, especially in the Brazilian cluster. These aspects include, first, the need for bottle manufacturers in Serra Gaúcha, which would have a positive impact on production costs; second, the expansion of the geographical indication registration for the entire Serra Gaúcha region, resulting in an enhanced image of Brazilian wine abroad; and third, greater incentives for exports, which would result in an increase in market share.

The paper proposes an explanation for the superior level of competitiveness of the Chilean cluster regarding the “scope of viable and relevant business,” “balance with no privileged positions,” “introduction of new technologies” and “strategy focussed on cluster development.” In terms of its contribution, the study developed additional metrics for the model adopted, which can be used for the competitive analysis of other agribusiness clusters.

Using Brandenburger and Nalebuff's 1995 co‐opetition model as a reference, the purpose of this paper is to seek to develop a tool that, based on the tenets of classical game theory, would enable scholars and managers to identify which games may be played in response to the different conflict of interest situations faced by companies in their business environments.

The literature on game theory and business strategy are reviewed and a conceptual model, the strategic games matrix (SGM), is developed. Two novel games are described and modeled.

The co‐opetition model is not sufficient to realistically represent most of the conflict of interest situations faced by companies. It seeks to address this problem through development of the SGM, which expands upon Brandenburger and Nalebuff's model by providing a broader perspective, through incorporation of an additional dimension (power ratio between players) and three novel, respectively, (rival, individualistic, and associative).

This proposed model, based on the concepts of game theory, should be used to train decision‐ and policy‐makers to better understand, interpret and formulate conflict management strategies.

A practical and original tool to use game models in conflict of interest situations is generated. Basic classical games, such as Nash, Stackelberg, Pareto, and Minimax, are mapped on the SGM to suggest in which situations they could be useful. Two innovative games are described to fit four different types of conflict situations that so far have no corresponding game in the literature. A test application of the SGM to a classic Intel Corporation strategic management case, in the complex personal computer industry, shows that the proposed method is able to describe, to interpret, to analyze, and to prescribe optimal competitive and/or cooperative strategies for each conflict of interest situation.