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Stakeholder salience and collaboration decisions in microfinance organizations: Evidence from developing Islamic country's context
Author(s) -
Khurram Shahzad,
Khurram Anjeela,
Memon Mumtaz Ali
Publication year - 2019
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2300
Subject(s) - microfinance , legitimacy , salience (neuroscience) , salient , stakeholder , business , embeddedness , context (archaeology) , marketing , public relations , economics , economic growth , political science , sociology , psychology , paleontology , politics , anthropology , law , cognitive psychology , biology
Abstract Studies mutually disagree on which stakeholders matter to the managers. Based on a finer differentiation of salience attributes—power, legitimacy, urgency, and proximity—this study finds that stakeholders that possess four attributes' types—that is, structural legitimacy, utilitarian power, organized proximity, and criticality—are considered salient by managers of microfinance organizations. Collaboration with salient stakeholders is considered indispensable by microfinance managers.