chapter4expectationsandpurposes(编辑修改稿)

chapter4expectationsandpurposes(编辑修改稿)内容摘要：

nership has fundamental effect on anisational purpose and strategies – Mutual ownership • Customers are owners rather than shareholders – Privatisation • Market forces, customer needs, access to capital Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Stakeholder Expectations • Corporate governance chain – Formal requirements and boundaries within which strategy is developed • Organisational stakeholders – Other groups (internal and external) which have expectations and potential influence Stakeholders are those individuals or groups who depend on the anisation to fulfil their own goals and on whom the anisation depends Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx External Stakeholders Stake holders Examples Influence Market Suppliers, petitors, distributors, shareholders Economic/value creation Social/ political Policy makers, regulators, government agencies Social legitimacy Techno logical Key adopters, standards agencies, owners of petitive technologies Diffusion of new technology/ adoption of industry standards Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Some mon conflicts of expectations Exhibit Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Conflict of Expectations • Shortterm profitability versus growth • Family control versus professional managers • Financial independence versus share/loan funding • Public share ownership demands openness and accountability • Cost efficiency may mean job losses • Mass markets may promise quality • Mass public service provision versus specialist services • Multinational division loyalty versus host country loyalty Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Stakeholder Mapping: the Power/Interest Matrix Exhibit Source: Adapted from A. Mendelow, Proceedings of the Second International Conference on Information Systems, Cambridge, MA, 1991. Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Use of Stakeholder Mapping • Do actual levels of interest and power reflect corporate governance framework? • Who are key blockers and facilitators of a strategy? • Is repositioning of stakeholders desirable/feasible? • Which are the key stakeholder。