Stakeholder salience

stakeholder salience T academy of management review 1997, vol 22, no 4, 853-886 toward a theory of stakeholder identification and salience: defining the principle of who and what really counts.

The salience model for project stakeholders was developed by mitchell, agle, and wood to help managers identify and analyze project stakeholder needs unlike, the power/interest or power/influence grids, the salience model uses three parameters to categorize stakeholders: power, legitimacy and urgency. Urgency: urgency is the salience framework is defined as “the degree to which stakeholder claims call for immediate attention” [1] in general, there are two dimensions of urgency, a timeliness factor and an importance factor.

Salience model brings clarity in prominence and importance of the different stakeholders the stakeholder salience is decided by the assessment of their power, legitimacy and urgency in the organization power – is the ability of a stakeholder to impose their will urgency – is the need for immediate action.

The phenomena of balancing the three criteria that make up stakeholder salience (power, legitimacy and urgency) can also confer that by having only two of the three criteria, specifically power and legitimacy, can bestow stakeholder statue (hurrell, 2013. From this stakeholder typology the authors introduce managers’ perceptions to develop a theory of stakeholder salience they define 'salience' as 'the degree to which managers give priority to competing stakeholder claims' ( mitchell et al, 1997, p854 .

The salience model for project stakeholders was developed by mitchell, agle, and wood to help managers identify and analyze project stakeholder needs unlike, the the salience model for project stakeholders is graphically depicted as a venn diagram. Level 1 (low priority) stakeholders can increase their salience by coalition building, politics, or media influence power alone is insufficient to classify a stakeholder high priority but some times it does, for example – ceo’s favorite project. The salience model for stakeholder analysis and classification helps to identify the prominence of project stakeholders according to 3 attributes - power, legitimacy, and urgency it provides the project managers a systematic approach to managing stakeholder relationships.

Stakeholder salience

Unlike the power interest, or power influence grids, the salience model uses three parameters to categorize stakeholders: power, legitimacy, and urgency the power parameter is defined as the ability a project stakeholder has to impose their will or influence the outcome of the project deliverables.

Stakeholder salience is the extent to which the stakeholders are vocal, visible and important to a project it is a key aspect of stakeholder management as it is common for highly vocal stakeholders to try to define requirements and make decisions beyond their expertise and authority resulting in issues. Who is a stakeholder simply anyone with a stake in the project either direct or indirect pmbok says that stakeholders for a project are persons or organizations - who are actively involved whose interests may be positively or negatively affected by the performance or completion of it stakeholder analysis is a process of systematically gathering.

Stakeholder salience joy r kidd gcu: org-807 stakeholders role in organizations december 24, 2014 stakeholder salience introduction developing a relationship between and across organizations and its stakeholders can be counterproductive and interdependent to decision making.

stakeholder salience T academy of management review 1997, vol 22, no 4, 853-886 toward a theory of stakeholder identification and salience: defining the principle of who and what really counts. stakeholder salience T academy of management review 1997, vol 22, no 4, 853-886 toward a theory of stakeholder identification and salience: defining the principle of who and what really counts. stakeholder salience T academy of management review 1997, vol 22, no 4, 853-886 toward a theory of stakeholder identification and salience: defining the principle of who and what really counts. stakeholder salience T academy of management review 1997, vol 22, no 4, 853-886 toward a theory of stakeholder identification and salience: defining the principle of who and what really counts.
Stakeholder salience
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