Stakeholder management in complex product systems

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Lehtinen, Jere
dc.contributor.author Aaltonen, Kirsi
dc.contributor.author Rajala, Risto
dc.date.accessioned 2018-12-21T10:32:11Z
dc.date.available 2018-12-21T10:32:11Z
dc.date.issued 2019-05
dc.identifier.citation Lehtinen , J , Aaltonen , K & Rajala , R 2019 , ' Stakeholder management in complex product systems : Practices and rationales for engagement and disengagement ' Industrial Marketing Management , vol. 79 , pp. 58-70 . https://doi.org/10.1016/j.indmarman.2018.08.011 en
dc.identifier.issn 0019-8501
dc.identifier.other PURE UUID: 974dad0b-c64a-4147-8557-c91af441e93b
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/stakeholder-management-in-complex-product-systems(974dad0b-c64a-4147-8557-c91af441e93b).html
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/30377215/1_s2.0_S0019850117308994_main.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/35690
dc.description.abstract Collaboration with stakeholders has become a cornerstone of contemporary business; however, absolute collaboration is not trouble-free. The present study explores how and why firms engage and disengage external stakeholders in their value-creating activities in complex product systems over time. From the existing research on stakeholder management, we know that actor roles, strategies, reasons and challenges of engaging external stakeholders in innovation and business activities vary across contexts. However, additional research is needed to construct a more comprehensive understanding of the practices as well as their rationales by which firms engage or disengage external stakeholders in complex product systems. Our empirical study of a European district development megaproject improves the current understanding of stakeholder management in complex product systems contexts. We derive nine practices and four rationales that timely describe the engagement and disengagement of external stakeholders. The study develops a processual model of stakeholder management in complex product systems with implications for both stakeholder management literature and managerial practice.  en
dc.format.extent 13
dc.format.mimetype application/pdf
dc.language.iso en en
dc.relation.ispartofseries Industrial Marketing Management en
dc.rights openAccess en
dc.subject.other Strategy and Management en
dc.subject.other 512 Business and management en
dc.subject.other Industrial management en
dc.title Stakeholder management in complex product systems en
dc.type A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.contributor.department Department of Industrial Engineering and Management
dc.contributor.department University of Oulu
dc.subject.keyword Stakeholder engagement Stakeholder disengagement Complex product system Megaproject Practice Rationale Systemic perspective
dc.subject.keyword Stakeholder disegagement
dc.subject.keyword Complex product system
dc.subject.keyword Megaproject
dc.subject.keyword Practice
dc.subject.keyword Rationale
dc.subject.keyword Systemic perspective
dc.subject.keyword Strategy and Management
dc.subject.keyword 512 Business and management
dc.subject.keyword Industrial management
dc.identifier.urn URN:NBN:fi:aalto-201812216699
dc.identifier.doi 10.1016/j.indmarman.2018.08.011
dc.type.version proof


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