Stakeholder management and path dependence in organizational transitions

doi:10.1108/00251740810882635

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Management Decision

ISSN: 0025-1747
Incorporates: Journal of Management History (Archive)

Online from: 1967

Subject Area: Management Science/Management Studies

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Stakeholder management and path dependence in organizational transitions

Document Information:
Title:	Stakeholder management and path dependence in organizational transitions
Author(s):	Juha-Antti Lamberg, (Department of Industrial Management, Helsinki University of Technology, Espoo, Finland), Kalle Pajunen, (Department of Management Studies, University of Tampere, Tampere, Finland), Petri Parvinen, (Department of Management and Marketing, Helsinki School of Economics, Helsinki, Finland), Grant T. Savage, (Department of Health Management & Informatics, University of Missouri, Columbia, Missouri, USA)
Citation:	Juha-Antti Lamberg, Kalle Pajunen, Petri Parvinen, Grant T. Savage, (2008) "Stakeholder management and path dependence in organizational transitions", Management Decision, Vol. 46 Iss: 6, pp.846 - 863
Keywords:	Acquisitions and mergers, Airlines, Case studies, Stakeholder analysis
Article type:	Research paper
DOI:	10.1108/00251740810882635 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Acknowledgements:	The authors would like to thank the participants of the Ronald Coase Institute's 2001 Workshop, the 2002 European Academy of Management Conference, and the 2005 Academy of Management BPS reviewers for their comments and insights. The authors are especially indebted to Mr Timo Partanen for assistance in the collection of the interview data.An abstracted version of the paper was included in the 2005 Academy of Management Conference Best Paper Proceeding.Authors' names appear in alphabetical order.
Abstract:	Purpose – The purpose of this paper is to offer an explanatory process model of stakeholder management. The model shows how and why path dependence is manifested in stakeholder management issues. Design/methodology/approach – The paper integrates stakeholder theory with key ideas from path dependence literature. The resulting propositions are examined in the context of a longitudinal case study of the United Airlines and US Airways abandoned merger in 2000-2001 Findings – The paper's analysis demonstrates that initial conditions are accentuated by the sequence of actions, offering a plausible explanation for process outcomes. Practical implications – On the practical side, the paper provides a problem-solving tool for stakeholder management to analyze the stakeholder linkages during strategic initiatives. Originality/value – The paper addresses an important research gap, exploring how stakeholder-related path dependencies influence the process of conflict escalation.