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Cited by 257Marketing and Advertising StrategiesCorporate Social Responsibility and SustainabilityCorporate Social Responsibility Reporting

Stakeholder marketing: theoretical foundations and required capabilities

Open access
Hillebrand, Bas, Driessen, Paul H., Koll, Oliver·2015·Journal of the Academy of Marketing Science
DOI 10.1007/s11747-015-0424-y
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Abstract

This conceptual paper argues that the marketing discipline should move away from its rather restrictive focus on customers toward a view of marketing that acknowledges the interrelatedness of stakeholders. Building on multiplicity theory, this paper presents stakeholder marketing as a revised perspective on marketing that views stakeholder networks as continuous instead of discrete multiplicities. This revised perspective offers a better understanding of stakeholder networks where (1) value exchange has become complex rather than dyadic, (2) tension between stakeholder interests has become explicit rather than implicit, and (3) control over marketing activities has become dispersed rather than centralized. The paper conceptualizes capabilities required by firms for dealing with each of these three transitions: systems thinking, paradoxical thinking, and democratic thinking. The paper discusses implications for firm performance, marketing theory, empirical research, and marketing practice and argues that embracing stakeholder marketing helps to reclaim territory for marketing in academia and business.

AI snapshot

Written from the paper’s full text.

TL;DR

This conceptual paper argues that marketing should move beyond a customer-centric hub-and-spokes view toward stakeholder marketing, treating stakeholder networks as continuous rather than discrete multiplicities. It proposes systems thinking, paradoxical thinking, and democratic thinking as the capabilities firms need for complex value exchange, explicit stakeholder tension, and dispersed control.

Key findings

  • Stakeholder marketing is founded on viewing stakeholder networks as continuous multiplicities, in which stakeholder interests are interrelated, multiple value perceptions matter, and value is co-created across the network; traditional marketing treats them as discrete multiplicities.
  • Three transitions make the traditional perspective increasingly inappropriate: dyadic to complex value exchange, implicit to explicit tension between stakeholder interests, and centralized to dispersed control over marketing activities.
  • The required capabilities are systems thinking (understanding the whole stakeholder value system), paradoxical thinking (accepting and learning from tension between stakeholder interests), and democratic thinking (sharing control over marketing decisions with a multitude of stakeholders).
  • Expected performance effects are long-term and indirect, operating through stronger stakeholder relationships such as identification, reputation, and perceived fairness, rather than short-term profits, sales, or market share; no empirical numbers are reported.

Methods

  • Conceptual/theoretical paper; no sample, data collection, or empirical analysis is reported. It builds on multiplicity theory, stakeholder theory, social network theory, paradox theory, and democracy theory.
  • Develops seven formal premises (P1–P7) and tables contrasting traditional marketing with stakeholder marketing, mapping transitions to required capabilities, suggesting operationalizations, and listing capability-building actions.
  • Uses illustrative examples—such as Amazon versus Sony e-readers, SOS-Children’s Villages, Apple’s mobile phone strategy, and pharmaceutical launches—to explain complex exchange, tension, and dispersed control.

Limitations

  • Stated: the new perspective and capabilities may not be equally important for every industry, firm, marketing executive, or marketing activity; in some cases focusing on customers only may be appropriate. The suggested actions are not exhaustive, their effectiveness is a topic for further investigation, and closing capability gaps is likely a trial-and-error process.
  • Evident: as a conceptual paper, it does not empirically test the premises, capabilities, or performance consequences; the examples are illustrative rather than systematic evidence. No numerical results are reported.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1007/s11747-015-0424-y

Cites

140 of 140 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

0 of 81 cited sources checked · 0 supported · 0 flagged

  • Interpretationreasoning

    Stakeholder marketing provides a better understanding of stakeholder networks with high complexity of value exchange.

    “P2: Stakeholder marketing provides a better understanding of stakeholder networks with high complexity of value exchange, which is the degree to which firm-stakeholder exchange relationships in the firm's stakeholder network influence or require the support of other stakeholders.”
    Quote in the paperNot a substantial claim
  • Interpretationreasoning

    A central capability of stakeholder marketing is systems thinking.

    “P3: A central capability of stakeholder marketing is systems thinking, which is the degree to which the firm is capable of understanding the whole stakeholder value system.”
    Quote in the paperSubstantial claim
  • Premisereasoning

    Stakeholder theory suggests that paying attention to multiple stakeholders secures tangible and intangible resources that may ultimately create organizational wealth or value for shareholders.

    “Stakeholder theory not only provides a framework for how organizations ought to do business but also suggests that paying attention to multiple stakeholders secures tangible and intangible resources (including knowledge and reputation) that may ultimately create organizational wealth or value for shareholders.”
    Quote in the paperSubstantial claim
  • Interpretationcitation

    Embracing stakeholder marketing and developing associated capabilities may help overcome the declining influence of marketing in firms.

    “Embracing a stakeholder marketing perspective and developing the associated capabilities may be a promising avenue to overcome the declining influence of marketing in firms that several marketing academics have noted (e.g., Verhoef and Leeflang 2009;Webster and Lusch 2013).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Verhoef and Leeflang 2009 source

      Not checked in the free run.

    • cites Webster and Lusch 2013 source

      Not checked in the free run.

  • Interpretationreasoning

    Control over marketing activities has become dispersed rather than centralized.

    “control over marketing activities has become dispersed rather than centralized”
    • Also stated in: § Multiplicity theory and stakeholder marketing · plain
      “the control over marketing activities, which used to be centralized in the firm, is becoming dispersed across stakeholders”
    Quote in the paperSubstantial claim
  • Classified as probably not a substantial claim. 52
  • May combine two claims. 32

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    There is a need for a new perspective on the marketing discipline that recognizes that stakeholders are interrelated.

    “there is a need for a new perspective on the marketing discipline that recognizes that stakeholders are interrelated.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    The marketing discipline has predominantly focused on customers and has not fully embraced multiple stakeholders.

    “Despite this and other calls for a broader perspective in marketing (see, e.g., Bagozzi 1975;Day and Wensley 1983;Gummesson 2008;Hult et al. 2011;Lusch and Webster 2011), for a long time most marketing research has remained focused on customer relationships.”
    • Also stated in: § Introduction · plain
      “most of the marketing discipline has not fully embraced this notion and has kept the customer in the focus of attention.”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Bagozzi 1975

      Not checked in the free run.

    • cites Day and Wensley 1983

      Not checked in the free run.

    • cites Gummesson 2008

      Not checked in the free run.

  • May combine two claims.

    Interpretationcitation

    The pervasiveness of internet and transparency, and growing importance of service constellations, have increased the interrelatedness of stakeholders in many industries.

    “the pervasiveness of internet and the transparency it brings (Van Bruggen et al. 2010), as well as the growing importance of service constellations (Edvardsson et al. 2011;Tax et al. 2013), have increased the interrelatedness of stakeholders in many industries.”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Van Bruggen et al. 2010

      Not checked in the free run.

    • cites Edvardsson et al. 2011

      Not checked in the free run.

    • cites Tax et al. 2013

      Not checked in the free run.

  • May combine two claims.

    Interpretationreasoning

    Stakeholder marketing requires systems thinking, paradoxical thinking, and democratic thinking.

    “We show that stakeholder marketing requires the following capabilities: systems thinking, paradoxical thinking, and democratic thinking.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    Marketing literature on stakeholders has predominantly treated stakeholder networks as discrete multiplicities.

    “Marketing literature on stakeholders has predominantly treated stakeholder networks as discrete multiplicities.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    This fundamentally different perspective provides a better understanding of marketing practice in many industries.

    “We argue that this fundamentally different perspective provides a better understanding of marketing practice in many industries.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    In stakeholder networks with high complexity of value exchange, more stakeholders are required to achieve balance in terms of value than in stakeholder networks with low complexity of value exchange.

    “in stakeholder networks with high complexity of value exchange more stakeholders are required to achieve balance in terms of value than in stakeholder networks with low complexity of value exchange.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationnone given

    More and more firms are facing stakeholder networks that are characterized by complex exchange rather than dyadic exchange.

    “More and more firms are facing stakeholder networks that are characterized by complex exchange rather than dyadic exchange.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationcitation

    By embracing stakeholder tension, firms become more receptive to new ideas, obtain a deeper understanding of opposing viewpoints, and question longheld assumptions, which results in better decisions that are understood and accepted by stakeholders.

    “In line with insights from strategic decision making (Amason 1996), we suggest that by embracing stakeholder tension, firms become more receptive to new ideas, obtain a deeper understanding of opposing viewpoints, and question longheld assumptions, which results in better decisions that are understood and accepted by stakeholders.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Amason 1996 source

      Not checked in the free run.

  • May combine two claims.

    Premisecitation

    Traditional marketing isolates one stakeholder group, customers, and posits that the interests and value perceptions of this stakeholder group take primacy.

    “Traditional marketing isolates one stakeholder group, customers, and posits that the interests and value perceptions of this stakeholder group take primacy (Drucker 1954).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Drucker 1954

      Not checked in the free run.

  • May combine two claims.

    Interpretationcitation

    Dealing with complex value exchange is difficult and requires systems thinking.

    “However, dealing with complex value exchange is difficult (Senge 1990) and requires systems thinking, the capability of understanding the whole stakeholder value system.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Senge 1990

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    A larger variety of stakeholder interests has come to the surface, to such an extent that they cannot be ignored anymore.

    “As a result, a larger variety of stakeholder interests has come to the surface, to such an extent that they cannot be ignored anymore.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Stakeholder marketing requires paradoxical thinking, defined as a capability to accept and learn from the tension between stakeholder interests, rather than to ignore or suppress the tension.

    “Stakeholder marketing thus requires paradoxical thinking, defined as a capability to accept and learn from the tension between stakeholder interests, rather than to ignore or suppress the tension.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    Viewing stakeholder networks as continuous multiplicities acknowledges that stakeholders have opposing interests.

    “by viewing stakeholder networks as continuous multiplicities the stakeholder marketing perspective acknowledges that stakeholders have opposing interests (and thus different perceptions of value).”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    A perspective is needed that recognizes the importance of the value perceptions of multiple stakeholders.

    “Therefore, a perspective is needed that recognizes the importance of the value perceptions of multiple stakeholders, a perspective that leaves room for multiple interpretations of value in parallel.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    Traditionally, many stakeholders did not have the opportunity to organize themselves and make themselves heard.

    “Traditionally, many stakeholders did not have the opportunity to organize themselves and make themselves heard.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationnone given

    Systems thinking includes understanding the structure of the system, i.e., how the stakeholders are linked to each other.

    “Systems thinking also includes understanding the structure of the system, i.e., how the stakeholders are linked to each other.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    Systems thinking starts with identifying all stakeholders within the system.

    “Systems thinking starts with identifying all stakeholders within the system.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Stakeholders have started to organize themselves and make themselves heard.

    “Armed with this information and aided by technological developments, stakeholders have started to organize themselves and make themselves heard.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    The paper revitalizes insights from the systems perspective on marketing from the 1950s and furthers these insights by taking the complexities of networks seriously.

    “The third implication of our paper for marketing theory is that it revitalizes insights from the systems perspective on marketing from the 1950s and furthers these insights by taking the complexities of networks seriously.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationcitation

    By viewing stakeholder networks as continuous multiplicities, stakeholder marketing not only consists of employing specific stakeholder marketing activities but also requires a fundamentally different way of thinking about marketing in its environment.

    “By viewing stakeholder networks as continuous multiplicities, we show that stakeholder marketing not only consists of employing specific stakeholder marketing activities (Hult et al. 2011) but also requires a fundamentally different way of thinking about marketing in its environment.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Hult et al. 2011

      Not checked in the free run.

  • May combine two claims.

    Interpretationreasoning

    Stakeholder marketing links the micro level (the firm) to the macro level (the stakeholder network) and inherently implies a systems approach.

    “It links the micro level (the firm) to the macro level (the stakeholder network) and inherently implies a systems approach, which has been present in recent marketing literature only as an undercurrent.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    A central capability of stakeholder marketing is democratic thinking, which is the degree to which the firm is capable of sharing control over marketing decisions with a multitude of stakeholders.

    “P7: A central capability of stakeholder marketing is democratic thinking, which is the degree to which the firm is capable of sharing control over marketing decisions with a multitude of stakeholders.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationnone given

    The first step consists of diagnosing the gap between required and actual stakeholder marketing capabilities.

    “The first step consists of diagnosing the gap between required and actual stakeholder marketing capabilities (see Fig. 2).”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    The stakeholder marketing perspective holds that customers cannot be viewed in separation of the rest of the stakeholder network and that the value perceptions and interests of other stakeholders may sometimes carry an equal or greater weight.

    “Instead, the stakeholder marketing perspective holds that customers cannot be viewed in separation of the rest of the stakeholder network and that the value perceptions and interests of other stakeholders may sometimes carry an equal or greater weight.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Marketing practice should develop three additional capabilities to deal with stakeholder networks that show transitions from dyadic to complex exchange, from implicit to explicit tension, and from centralized to dispersed control.

    “This paper suggests that marketing practice should develop three additional capabilities to deal with stakeholder networks that show transitions from dyadic to complex exchange, from implicit to explicit tension, and from centralized to dispersed control.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    The move towards dispersed control calls for a new capability.

    “This move towards dispersed control calls for a new capability.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationcitation

    Developing stakeholder marketing capabilities follows a process.

    “We suggest that developing stakeholder marketing capabilities follows a process (see Fig. 2), much in line with the steps suggested by Day (2011).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Day 2011

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    The continuous multiplicity perspective provides a better understanding of the nature of value creation, a concept lying at the core of the marketing discipline.

    “In doing so, our continuous multiplicity perspective provides a better understanding of the nature of value creation, a concept lying at the core of the marketing discipline.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Stakeholder relationships constitute a source of competitive advantage that not only generate financial rents but also protect the firm against hostility (such as product harm crises) and contribute to firm survival.

    “Stakeholder relationships constitute a source of competitive advantage (Surroca et al. 2010) that not only generate financial rents but also protect the firm against hostility (such as product harm crises) and contribute to firm survival (Choi and Wang 2009).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Surroca et al. 2010

      Not checked in the free run.

    • cites Choi and Wang 2009

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Interpretationreasoning

    Firms viewing such stakeholder networks as discrete multiplicities are less likely to recognize that strong stakeholder marketing capabilities are required and as a result are more likely to have weak stakeholder marketing capabilities.

    “Firms viewing such stakeholder networks as discrete multiplicities are less likely to recognize that strong stakeholder marketing capabilities are required and as a result are more likely to have weak stakeholder marketing capabilities.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    The contribution of the paper to the relational perspective on marketing is that it highlights the interdependence between multiple relationships with a diverse set of stakeholders.

    “The contribution of our paper to the relational perspective on marketing is that it highlights the interdependence between multiple relationships with a diverse set of stakeholders.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    Because of this inability, marketing's territory within businesses has often been reduced to tactical decision making.

    “Because of this inability, marketing's territory within businesses has often been reduced to tactical decision making.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given

    Paradoxical thinking implies that marketing professionals need to focus more on analyzing tensions in the stakeholder network and negotiate between stakeholders.

    “Paradoxical thinking implies that marketing professionals need to focus more on analyzing the tensions in the stakeholder network and negotiate between stakeholders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Closing the stakeholder marketing capability gap is likely to be a trial and error process.

    “It is important to recognize that closing the stakeholder marketing capability gap is likely to be a trial and error process (hence the feedback loop in Fig. 2).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    If stakeholders that are crucial for value creation threaten to withdraw participation, improvement of the democratic thinking capability seems urgent.

    “If stakeholders that are crucial for value creation threaten to withdraw participation, improvement of the democratic thinking capability seems urgent.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

    Interpretationreasoning

    Setting up democratic arrangements may include making decisions about which stakeholders to include in specific decision making areas, which information to provide them with, and how to achieve a common purpose within the stakeholder network.

    “This may include making decisions about which stakeholders to include in specific decision making areas, which information to provide them with, and how to achieve a common purpose within the stakeholder network.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationnone given

    The performance measures suggested in Table 3 may provide a first indication of to what degree the new capabilities have helped the organization.

    “The performance measures suggested in Table 3 may provide a first indication of to what degree the new capabilities have helped the organization.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationcitation

    Building paradoxical thinking may require installing stakeholder advocates within the firm to keep stakeholder issues on the agenda and ensure tensions are not ignored.

    “Similarly, building paradoxical thinking may require installing stakeholder advocates within the firm, i.e., people with the designated role to keep stakeholder issues on the agenda and thus to ensure that tensions are not ignored (Driessen and Hillebrand 2013).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Driessen and Hillebrand 2013

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationnone given

    To stimulate democratic thinking, marketing professionals may need to focus on providing the conditions for co-creation of value by setting up appropriate democratic arrangements.

    “To stimulate democratic thinking marketing professionals may need to focus on providing the conditions for co-creation of value by setting up the appropriate democratic arrangements.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationreasoning

    Building stakeholder marketing capabilities may require a firm to redesign the role of marketing professionals and their typical tasks.

    “Building stakeholder marketing capabilities may also require a firm to redesign the role of marketing professionals (including brand managers, product managers, and sales employees) and their typical tasks.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    As a result of marketing academics not fully embracing stakeholders, the academic field of study has become unnecessarily limited in scope and influence.

    “As a result, the academic field of study has become unnecessarily limited in scope and influence.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    Negotiating between stakeholders involves making stakeholders understand trade-offs and explaining solutions to them, especially when they do not receive what they initially wanted.

    “Doing so involves making stakeholders understand the trade-offs and explaining solutions to them especially when they do not receive what they initially wanted.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Interpretationnone given

    Embracing stakeholder marketing forces marketing professionals to adjust their customer-centric views.

    “Embracing stakeholder marketing means that marketing professionals are forced to adjust their customer-centric views (which were long regarded as defining marketing professionals).”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Marketing has in whole or in part conceded topics of study to other disciplines: supply chain issues to operations and logistics management, value creating strategies to strategic management, and service delivery to operations management.

    “Marketing has in whole or in part conceded topics of study to other disciplines: supply chain issues to operations and logistics management, value creating strategies to strategic management, and service delivery to operations management (Lehmann 2005).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Lehmann 2005 source

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    The most critical stakeholder marketing capability is determined by the size of the gap and the urgency of closing the gap.

    “The most critical stakeholder marketing capability is determined by the size of the gap and the urgency of closing the gap.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationnone given

    Implementing the capabilities and observing how well they work in the stakeholder network spurs a continuous learning process about stakeholder marketing capabilities.

    “Doing so spurs a continuous learning process about stakeholder marketing capabilities.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning

    The capability of systems thinking implies that marketing professionals have to continuously monitor and map the stakeholder network when reflecting on past and future decisions, irrespective of their focal task.

    “Irrespective of the focal task of marketing professionals-whether in sales, product marketing, service delivery, or brand management-the capability of systems thinking implies that they have to continuously monitor and map the stakeholder network when reflecting on past and future decisions.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Premisecitation

    A firm's structure needs to adjust to its strategy.

    “The strategic management literature argues that a firm's structure needs to adjust to its strategy (e.g., Miles et al. 1978).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Miles et al. 1978 source

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    By explicitly recognizing the role of multiple stakeholders in the creation of value, stakeholder marketing puts these topics firmly back into the marketing domain, which provides the marketing discipline the opportunity to reclaim its lost territory.

    “By explicitly recognizing the role of multiple stakeholders in the creation of value, stakeholder marketing puts these topics firmly back into the marketing domain, which provides the marketing discipline the opportunity to reclaim its lost territory.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    The marketing concept has put the customer at the center of business, leading to customer value perceptions taking primacy over other stakeholders' value perceptions.

    “Rooting back to Drucker (1954) and Levitt (1960), the marketing concept has put the customer at the center of business which has led to the value perception of customers taking primacy over other stakeholders' value perceptions.”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Drucker 1954

      Not checked in the free run.

    • cites Levitt 1960

      Not checked in the free run.

  • May combine two claims.

    Premisereasoning

    Traditional marketing tends to deal with stakeholder interests one by one as if they were independent, while stakeholder marketing views them as interrelated.

    “However, while traditional marketing tends to deal with these interests one by one as if they were independent, stakeholder marketing views them as interrelated.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    In such situations, stakeholder networks can be accurately viewed as discrete multiplicities; the interests of stakeholders can be understood one at a time and dealt with by prioritizing stakeholders.

    “In such situations, stakeholder networks can be accurately viewed as discrete multiplicities; the interests of stakeholders can be understood one at a time and dealt with by prioritizing stakeholders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given

    Embracing stakeholder marketing helps to reclaim territory for marketing in academia and business.

    “argues that embracing stakeholder marketing helps to reclaim territory for marketing in academia and business.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Premisenone given

    The expectations of various stakeholders are considered independent from each other and addressed sequentially in traditional marketing.

    “The expectations of various stakeholders are considered independent from each other and addressed sequentially.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Premisereasoning

    In the traditional perspective, the stakeholder network is the sum of all dyadic relationships.

    “In this perspective, the stakeholder network is the sum of all dyadic relationships, assuming that the stakeholder network can be understood by breaking it down to individual stakeholder relationships.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    In some cases, marketing managers may do well by focusing on customers only.

    “In some cases, marketing managers may do well by focusing on customers only, which can be very challenging in itself.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Armed with this information and aided by technological developments, stakeholders have started to organize themselves and make themselves heard.

    “Armed with this information and aided by technological developments, stakeholders have started to organize themselves and make themselves heard.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationcitation

    Customers are not necessarily considered as the single most important stakeholder group; the value perceptions of multiple stakeholders must be taken into account.

    “Hence, customers are not necessarily considered as the single most important stakeholder group (Hult et al. 2011): the value perceptions of multiple stakeholders must be taken into account.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Hult et al. 2011

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    In traditional marketing, value is created by the firm offering something of value to the customer.

    “Third, in traditional marketing value is created by the firm offering something of value to the customer.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning

    Stakeholder marketing takes the view that generation of revenues depends on other stakeholders and thus acknowledges that multiple stakeholders may be critical for success.

    “Stakeholder marketing takes the view that generation of revenues depends on other stakeholders and thus acknowledges that multiple stakeholders may be critical for success.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    As a result, a larger variety of stakeholder interests has come to the surface, to such an extent that they cannot be ignored anymore.

    “As a result, a larger variety of stakeholder interests has come to the surface, to such an extent that they cannot be ignored anymore.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Traditional marketing isolates customers and posits that their interests and value perceptions take primacy.

    “Traditional marketing isolates one stakeholder group, customers, and posits that the interests and value perceptions of this stakeholder group take primacy (Drucker 1954).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Drucker 1954

      Not checked in the free run.

  • May combine two claims.

    Interpretationreasoning

    These tools provide firms insight in who influences whom in what way and who depends on whom, thus providing a better understanding of the stakeholder value system and how to operate in it.

    “These tools provide firms insight in who influences whom in what way and who depends on whom, thus providing a better understanding of the stakeholder value system and how to operate in it.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    Stakeholder networks vary in the degree of complexity of value exchange and require a different perspective on marketing.

    “Thus, we posit that stakeholder networks vary in the degree of complexity of value exchange and that these stakeholder networks require a different perspective on marketing.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Premisecitation

    Traditional marketing ignores or suppresses tension and focuses on customer issues as the single most important criterion for solving problems.

    “Traditional marketing draws on this line of reasoning by ignoring or suppressing tension and focusing on customer issues as the single most important criterion for solving problems.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Westenholz 1993 source

      Not checked in the free run.

  • May combine two claims.

    Premisecitation

    Stakeholder relationships constitute a source of competitive advantage that generates financial rents, protects the firm against hostility, and contributes to firm survival.

    “Stakeholder relationships constitute a source of competitive advantage (Surroca et al. 2010) that not only generate financial rents but also protect the firm against hostility (such as product harm crises) and contribute to firm survival (Choi and Wang 2009).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Surroca et al. 2010 source

      Not checked in the free run.

    • cites Choi and Wang 2009 source

      Not checked in the free run.

  • May combine two claims.

    Interpretationcitation

    Stakeholder marketing not only consists of employing specific stakeholder marketing activities but also requires a fundamentally different way of thinking about marketing in its environment.

    “By viewing stakeholder networks as continuous multiplicities, we show that stakeholder marketing not only consists of employing specific stakeholder marketing activities (Hult et al. 2011) but also requires a fundamentally different way of thinking about marketing in its environment.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Hult et al. 2011

      Not checked in the free run.

  • May combine two claims.

    Premisecitation

    Firms that think paradoxically constantly re-examine the various stakeholder interests and the tension between them, which stimulates creativity and learning.

    “Rather than avoiding the tension, firms that think paradoxically constantly re-examine the various stakeholder interests and the tension between them, which stimulates creativity and learning (Leonard-Barton 1995).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Leonard-Barton 1995

      Not checked in the free run.

  • May combine two claims.

    Premisecitation

    Value is created by and exchanged within the whole stakeholder network, which inherently constitutes a marketing issue.

    “Value is created by and exchanged within the whole stakeholder network, which inherently constitutes a marketing issue (Bagozzi 1975;Jurgens et al. 2010).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Bagozzi 1975 source

      Not checked in the free run.

    • cites Jurgens et al. 2010 source

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    The academic field of study has become unnecessarily limited in scope and influence.

    “As a result, the academic field of study has become unnecessarily limited in scope and influence.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: Marketing academics have not yet embraced stakeholders fully in their field of inquiry.

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given

    Managerial tools for each stakeholder marketing capability are plentiful, including network analysis and value blueprinting for systems thinking and ideation contests and online community empowerment for democratic thinking.

    “Managerial tools for each stakeholder marketing capability are plentiful, varying from network analysis and value blueprinting to enhance systems thinking to experimenting with ideation contests and online community empowerment to foster democratic thinking.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    Systems thinking capability implies that marketing professionals must continuously monitor and map the stakeholder network when reflecting on past and future decisions.

    “Irrespective of the focal task of marketing professionals-whether in sales, product marketing, service delivery, or brand management-the capability of systems thinking implies that they have to continuously monitor and map the stakeholder network when reflecting on past and future decisions.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Stakeholder marketing provides the marketing discipline the opportunity to reclaim its lost territory.

    “which provides the marketing discipline the opportunity to reclaim its lost territory.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    By explicitly recognizing the role of multiple stakeholders in the creation of value, stakeholder marketing puts these topics firmly back into the marketing domain.

    “By explicitly recognizing the role of multiple stakeholders in the creation of value, stakeholder marketing puts these topics firmly back into the marketing domain”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationnone given

    Implementing stakeholder marketing capabilities and observing how well they work spurs a continuous learning process about those capabilities.

    “Doing so spurs a continuous learning process about stakeholder marketing capabilities.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationnone given

    Democratic thinking may be fostered by recruiting people that are not afraid to give up control and by rewarding employees based on perceived justice among stakeholder groups.

    “Similarly, democratic thinking may be fostered by recruiting people that are not afraid to give up control (i.e., that score low on a desirability of control scale) and by rewarding employees based on the perceived justice among the various stakeholder groups.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationnone given

    To stimulate democratic thinking, marketing professionals may need to focus on providing conditions for co-creation of value by setting up appropriate democratic arrangements.

    “To stimulate democratic thinking marketing professionals may need to focus on providing the conditions for co-creation of value by setting up the appropriate democratic arrangements.”
    Quote in the paperNot a substantial claim
78 of 78

  • The paper relies on this without support.

    An individual or individuals from one organizational function is likely to have insufficient exposure to the whole stakeholder network.

    “as an individual (or individuals from one organizational function) is likely to have insufficient exposure to the whole stakeholder network”

  • The paper relies on this without support.

    Marketing academics have not yet embraced stakeholders fully in their field of inquiry.

    “marketing academics have not yet embraced this fully in their field of inquiry.”
2 of 2

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Hillebrand et al. (2015) used multiplicity theory to revise existing perspectives on stakeholder marketing by viewing stakeholder networks as continuous rather than discrete.

    “Similarly, Hillebrand et al. (2015) used multiplicity theory to revise existing perspectives on stakeholder marketing by viewing stakeholder networks as continuous rather than discrete.”

    From Designing conceptual articles: four approaches (2020) · cites this paper as Hillebrand et al. (2015)

  • Hillebrand et al. (2015) argued that viewing stakeholder networks as continuous rather than discrete provides a more accurate understanding of markets characterized by complex value exchange and dispersed control.

    “They argued that this provides a more accurate understanding of markets characterized by complex value exchange and dispersed control.”

    From Designing conceptual articles: four approaches (2020) · cites this paper as Hillebrand et al. (2015)

Cites

Flagged first, then by citations

Research works printed but not linked: 4

  1. Brandenburger, A. M., & Nalebuff, B. J. (1997). Co-opetition. New York: Currency Doubleday.
  2. Deleuze, G. (1988). Bergsonism. New York: Zone Books.
  3. Levitt, T. (1960). Marketing myopia. Harvard Business Review, 38, 45–56.
  4. Prahalad, C. K. (2004). The cocreation of value. Journal of Marketing, 68, 23.

Cited by

Sorted by citations

Related

Authors
Hillebrand, B., Driessen, P. H., & Koll, O.
Affiliations
  • Radboud University Nijmegen (NL)
  • Universität Innsbruck (AT)
Corresponding author
Hillebrand, Bas
ORCID
Venue
Journal of the Academy of Marketing Science
Publisher
Springer Science and Business Media LLC
Published
2015-01-31
Volume
43
Issue
4
Pages
411-428
ISSN
  • 0092-0703 (ISSN-L)
  • 1552-7824
DOI
10.1007/s11747-015-0424-y
OpenAlex
W2054683942
Semantic Scholar
273ffc98ef5cf8024c027ce8fa91279e14fb96b8
Cited by
257
References
140
Citations by year
2026: 14 · 2025: 20 · 2024: 28 · 2023: 25 · 2022: 32 · 2021: 28 · 2020: 32 · 2019: 21 · 2018: 23 · 2017: 11 · 2016: 19 · 2015: 4
FWCI
47.23
Type
journal article
Language
en
Open access
Licence
Locations
  • Journal of the Academy of Marketing Science (publishedVersion, cc-by)
  • SSRN Electronic Journal (submittedVersion)
  • Data Archiving and Networked Services (DANS) (submittedVersion)
  • Radboud Repository (Radboud University) (submittedVersion)
  • Radboud Repository (Radboud University) (submittedVersion, other-oa)
Funders
  • RWTH Aachen University
  • Universität Innsbruck
Topics
  • Social Sciences › Business, Management and Accounting › Marketing › Marketing and Advertising Strategies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Social Responsibility and Sustainability
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Social Responsibility Reporting
Keywords
stakeholder marketing, stakeholder networks, multiplicity theory, stakeholder interests, value exchange, systems thinking, paradoxical thinking, democratic thinking, organizational capabilities, marketing theory, firm performance

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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-09.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-09.

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