Profiles stakeholders in this dedicated issue and stresses that the word really should be used in its original context of business responsibility and managerial decision‐making. Acknowledges the use of the term by the (then) leader of the Labour Party in the UK, Tony Blair, to describe his...

Contends that, on average, US corporations shed half their customers in five years and the same amount of employees in four years, plus 50% of investors in one year, stunting corporate performance by 25% or more. Believes that the cure is to create a self‐enforcing virtuous circle based on...

Compares thinking and research into employee attitudes in the UK, with regard to psychological contracts. States these are the contracts of employment that are the understandings between employees and employers, whether written or unwritten. Chronicles, in depth, the problem, implications,...

Argues the case for developing loyalty among customers, as applied to stakeholders and including investor loyalty. Uses an illustration of a man wagging his finger at a dog as a dig at present thinking, regarding the social contract between employers and employees. Describes how companies...

Chronicles that though suppliers have always been regarded in the past as stakeholders, little has been said of involving them until now. Looks at the Confederation of British Industry's (CBI's) collaboration with the Department of Trade and Industry (DTI), in setting up a not‐for‐profit...

Maintains that, for many companies being socially responsible is a good thing, which can also serve corporate self‐interest. Reckons that the absence of empirical links between a company acting in a responsible way and its bottom‐line profits could mean an argument that social responsibility...

Spotlights Levi Straus, a company which has adopted a strong ethical stakeholder approach — but one which has also met with commercial success. Recounts the story of how, in 1850, Levi Strauss — who was a Bavarian immigrant to the USA — founded the San Francisco Company that still bears...

Chronicles a three‐step performance measurement model based on an organization's most important stakeholders: the problem; the possible solution; and underlying assumption. States that the identification of the most important stakeholders, usually owners, customers and employees, but also...

Suggests ‘stakeholder approach’ has been around for 40 years and looks back in time for key points to show this as different ages: entrepreneurial capitalism — from early 18th to early 20th century; managerial capitalism — early to mid 20th century; professional managerial capitalism —...

Undertakes to identify high performers/excellent companies, who are repeatedly undermined through high failure rates in identified companies. Suggests management needs to understand differing groups' expectations and lists stakeholders tolerance zone as follows: shareholders — have high...