Stakeholder salience in public and private firms: results from Tanzania
2011 (English)In: Journal of African Business, ISSN 1522-8916, E-ISSN 1522-9076, Vol. 12, no 2, 252-267 p.Article in journal (Refereed) Published
It has become evident that Western concepts of business and management must be evaluated within their realms of application. The objective of this research was to analyze the effects of stakeholder attributes of power, legitimacy, and urgency on the stakeholder salience of shareholders, employees, customers, and community in state-owned and privatized firms in Tanzania. In general, the framework developed and used in Western studies proved useful in characterizing Tanzanian management perceptions toward stakeholders. That is, when using a common questionnaire, results were obtained that linked stakeholder saliency with underlying attributes. Nevertheless, the saliency profile for stakeholders was different in the Tanzanian culture from previous studies in the United States and Spain. In a Tanzanian context, employees, customers, and community attained inferior status compared to the results obtained in developed countries for which the theory had been developed. Profiles were also different in comparing state-owned and privatized firms in Tanzania. Results indicated that the effects on salience are similar for shareholders but different for the remaining stakeholder groups in the two categories of firms. Some policy recommendations are made as a consequence of observations, and the need for further work is acknowledged.
Place, publisher, year, edition, pages
Taylor & Francis, 2011. Vol. 12, no 2, 252-267 p.
stakeholder salience, state-owned and privatized comparisons, Tanzania, transitional studies
Research subject Business Studies
IdentifiersURN: urn:nbn:se:umu:diva-47935DOI: 10.1080/15228910903187775OAI: oai:DiVA.org:umu-47935DiVA: diva2:445435