Intrinsic Stakeholder Commitment[内部相关者认同]
The Normative Approach[规范性方法]

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内部相关者认同理论（Intrinsic Stakeholder Commitment）是由Berman、Wicks、Kotha、Jones等人最先阐述的，并发表于1999年10月刊的《管理学会杂志》（Academy of Management Journal， 42卷第5期）， 在理论研究过程中，他们运用了Edward Freeman的规范性方法（The Normative Approach）。

什么是内部相关者认同？

这个理论模型之所以称之为内部相关者（或规范性相关者）认同模型，是因为相关者利益自有其内在价值。 这些利息进入做在战略考虑之前的公司的决定，并且他们形成一个道德基础为公司策略。

就利益相关者理论而言，规范性方法认为，

管理人员必须处理好与利益相关者的关系。

据此，公司对于利益相关者的管理关系就必须建立在规范的、道德认同之上， 而不是建立在一种单纯利用、利益压榨的动机之上。 简而言之，公司必须建立一些基本的道德原则。 这些原则将指导公司如何开展经营活动，尤其处理与利益相关者的关系。 公司将视这些原则为其战略决策的基础。

规范化模型起源于这样的事实——公司的任何决策必然会对利益相关者造成影响。 一般而言，当个人或组织的行为决策对他人产生影响时，伦理就会介入，对其责任义务进行规范。 且不论一个伦理的、道德的决策应该精确包含哪些内容，一个对他人影响不作考量的决策通常被认为是不道德的。 Donaldson 和 Preston准确地把握了利益相关者管理中的这一基本思想，他们在1995年发表的一篇著作中写道，利益相关者利益自有其内在价值。 也就是说，利益相关者的一些要求主张应该成为公司伦理原则的基础。 尽管对一个公司来说，尽管它们与利益相关者的工具性价值并不相关。 任何公司都不能对这些要求主张置若罔闻，仅仅因为它们与公司战略无补，甚至还带来麻烦。 事实上，这些诉求凌驾于公司战略之上，应优先考量， 从而成为公司战略的基础。 它们包含着这样的信息，“我们是一个公司，那么公司又什么？我们要做些什么？什么对我们来说才是最重要的？”

如此从利益相关者出发，公司战略就能够充分融入道德义务的考量。 对此，康德哲学的一种态度（Bowie，1994；Evan & Freeman，1983）， 女权主义的一种观点（Wicks、Gilbert、Freeman，1994），以及公平契约的一种方法（Freeman，1994；Phillips，1997） 都是利益相关者管理中形成规范性基础的道德原则的典型例子。 Freeman 和 Gilbert对这一观点所作的阐释说明：

除非我们能够在所持有的伦理、价值与企业经营活动之间找到交点（也就是说，企业的活动要能够印证这些伦理、价值）， 我们是很难将伦理道德与公司战略联系起来的。 要将公司战略建立在伦理之上，使公司业务流程避免落入于后设理性（Post Hoc Rationalization）巢臼，我们需要问自己：“我们代表谁？” 并将此融入我们的战略决策过程。 (1988)

基于道德原则的规范化模型的另一起源与这样一个观点有关：对道德的战略认同不仅在概念上是错误的，在实践中也是无效的。 只有在道德原则成为优点、优势的情况下，公司才会对其进行战略考量。 很显然，这种认识与道德原则的初衷根本就是南辕北辙。 此外，Quinn 和 Jones 在1995年发表的一篇文章中还驳斥道，如果道德行为的目的就是为了追名逐利，那么公司何不直截了当地博取名声，为什么还得假道德之名？ 尽管，在很多情况下公司行为与道德规范相符，但在另一些情况下，它们可能又不相符。 如果一个人做事效率很高，又极富建设性，在考虑与不考虑伦理道德的两种情况下，会有什么不同？

Jones（1995）认为，从实践角度来看，利益相关者管理即便只是为了追求务实的工具利益（Instrumental Benefits），也只能来源于不计利益的、对道德原则的真正认同，尽管这听起来有些前后矛盾。 他说，公司如果能够在互信、合作的基础上与利益相关者建立、保持关系，那么较之那些没有这么做的公司，它就有了竞争优势（比较：Barney & Hansen，1994）。 如果一个公司仅仅将互信、合作视为战略需要，而不是内在认同，那么对它来说想要长久保持这么一种诚挚作风与诚信声誉是困难的（Frank，1988）。 换句话说，信用、诚实及正直是很难伪装的。 所以，要想从利益相关者管理中获益，公司就必须与利益相关者建立互为认同的道德关系， 而不要预期任何利益。 战略性地运用道德原则，不是真正的道德认同， 而且，也不可能产生期待的战略结果。

论坛 关于以下内容的论坛讨论：内部相关者认同。 Transcendent Leadership Transcendent Leadership emerged as a global imperative during the 2007 World Economic Forum held in Davos. It is a strategic leadership that�s redefining success in the modern business world by shifti... 15   7条评论 Net Positive Company In their book "Net Positive" former Unilever CEO Paul Polman and sustainability guru Andrew Winston explain what they learned from their courageous, in-depth application of Intrinsic Stakeholder Commi... 12   Building Trust in your Firm One clear advantage of deploying an intrinsic stakeholder commitment philosophy is that it it is very strong in building trust between the business and the stakeholders / civic society as a whole. Bec... 12   8条评论 Business Ethics and Stakeholder Management Stakeholders' Intrinsic Value Perspective implies that as a manager you should never harm stakeholders in a non-ethical way. For example you should not take advantage of your employees, you should not... 7   Reasons for Adopting a Code of Ethics by a Company What are the motivations for adopting the code of ethics using the normative form and using the instrumental form of stakeholder theory?... 6   1条评论 Stakeholders in Mine Project Development Indigenous community owners of surface lands are no longer passive participants of the mining businesses. At the contrary, nowadays they have become very active stakeholders with a veto right on the p... 4   2条评论 What is Normative Management? What does normative management mean?... 3   1条评论 开始一个新的论坛主题关于内部相关者认同 免费注册

训练课程关于内部相关者认同。 初级课程 进阶课程 专家课程

专家提示 关于Intrinsic Stakeholder Commitment | Normative Approach（英语）的高级见解。在这里，您将找到专家的专业建议。 咨询技巧 教学技巧 实际实施技巧 Stakeholder Capitalism (Freeman) Stakeholder Management Professor Freeman has published a formidable article about this subject in the Journal of Business Ethics (2007-74:303-3... 4 Levers to Pursue a Dual Corporate Purpose CSR, Impact on Society, Balancing Financial and Social Goals, Dual Purpose These is a slow but steadily increasing trend for corporations to diminish their single-minded pursuit of shareholder va... CEOs Time Spent per Stakeholder / Constituency CEO Coaching, CEO Time Management, Stakeholder Management Research by Porter, Nohria and Higgins among 27 CEOs revealed the following interesting data on with whom they spend the... How to Effectively Conduct a Stakeholders Meeting? Stakeholder Meetings, Best Practices Here are a few tips to effectively manage a stakeholders meeting: 1. Try to avoid getting into details and drawn into... The Maturity Stages of Corporate Responsibility Organizational Development, Corporate Responsibility Maturity Simon Zadek provides a useful best practice five-stage maturity model of how organizations deal with Corporate Responsib... Putting Purpose at the Core of Strategy Works Strategy, CSR, Stakeholder Management IMD Professor Malnight A. O. Presented results of 8 years of study on high growth in companies, initially considering 3 ...

信息来源 有关内部相关者认同的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。 The Purpose of Business: Stockholder versus Stakeholder Theories Stakeholder Analysis; Stakeholder Commitment This presentation elaborates on the objectives and purposes of businesses according to different views: those of stockho... Change of Governance in Historic Perspective: The German Experience German Experience Various threads of the insider-controlled and stakeholder-oriented governance system in Germany have started to unravel,... Exceptional Speech by then 13 year-old Severn Suzuki at the UN, 2008 on Environmental and Social Responsibility Environmental Responsibility, Social Responsibility At the United Nations Conference on Environment and Development 2008, a 13 years old child, speaking for ECO, the Enviro... Stakeholder versus Shareholder Satisfaction in Corporate Risk Management Corporate Risk Management Inherent in corporate governance is the conflict between satisfying stakeholders in general versus satisfying shareholde... The Dawn of Conscious Capitalism Conscious Capitalism, Value-driven Consumer, Socially Responsible Investing, Corporate Responsibility This presentation provides an introduction into the concept of conscious capitalism, and includes the following sections... CSR Implementation and Communication Model (Schmeltz) CSR Communication, CSR Implementation, CSR Strategy, Corporate Identity, Corporate Values, CSR Stages, Because Corporate Social Responsibility is a value-based concept, it is highly connected with an organization�s values a... Fundamentals of Business Ethics Business Ethics, Corporate Ethics, Ethical Behavior, Corporate Responsibility, Stakeholder Management Presentation about business ethics, including an explanation of its relation with economics and the law. It also include... Stakeholder Theory and Corporate Governance: The Role of Intangible Assets Stakeholder Theory, Governance This paper by Arturo Capasso, building on the resource based view of the firm, but also on stakeholder approach to strat... Stephen Covey on the Speed of Trust Corporate Strategy, Global Economy, Banking System, Leadership Development, Stakeholder Management Steven Covey hints at some of the reasons why trust is so fundamental for corporations, the banking system, financial in... Introduction to Stakeholder Management Introduction to Stakeholder Management David Butter explains what stakeholders are and their importance for organizations, distinguishing internal from externa... Intrinsic Stakeholder Commitment Diagram Stakeholder Management Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in ...

工具 有关 AABBCC 的有用工具内部相关者认同。 新闻 视频 简报   书比人好 学术的 更多

比较： Strategic Stakeholder Management[利益相关者战略管理]  |  Seven Signs Of Ethical Collapse[伦理的崩溃七个标志]  |  Moral Purpose[道德目的]  |  Value Based Management[价值管理]  |  Clarkson Principles[克拉克森原则]  |  Strategic Intent[战略意图]  |  Shareholder Value Perspective[股东价值观]  |  Stakeholder Value Perspective[利益相关者价值观]  |  Stakeholder Analysis[利益相关者分析]  |  Stakeholder Mapping[利益相关者分析图]

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