Cited by 2,522Corporate Social Responsibility ReportingManagement and Organizational StudiesPublic Policy and Administration Research

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Moving beyond Dyadic Ties: A Network Theory of Stakeholder Influences

Rowley, Timothy J.·1997·The Academy of Management Review

DOI 10.5465/amr.1997.9711022107

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Abstract

Stakeholder theory development has increased in recent years, in part because of its emphasis on explaining and predicting how an organization functions with respect to the relationships and influences existing in its environment. Thus far. most researchers have concentrated on dyadic relationships between individual stakeholders and a focal organization. Using social network analysis, I construct in this article a theory of stakeholder influences, which accommodates multiple, interdependent stakeholder demands and predicts how organizations respond to the simultaneous influence of multiple stakeholders.

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Untitled work
Baum (2000) · doi:10.1002/(sici)1097-0266(200003)21:3
Self-citation

Authors: Rowley, T. J.
Venue: The Academy of Management Review
Publisher: Academy of Management
Published: 1997-10
Volume: 22
Issue: 4
Pages: 887
ISSN: 0363-7425 (ISSN-L)
DOI: 10.5465/amr.1997.9711022107
OpenAlex: W2024782191
Cited by: 2,522
References: 56
Citations by year: 2026: 48 · 2025: 79 · 2024: 81 · 2023: 104 · 2022: 111 · 2021: 131 · 2020: 114 · 2019: 125 · 2018: 123 · 2017: 142 · 2016: 117 · 2015: 136 · 2014: 133 · 2013: 120 · 2012: 125
FWCI: 77.43
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Review (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Social Responsibility Reporting
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Social Sciences › Public Administration › Public Policy and Administration Research
Keywords: stakeholder theory, stakeholder influence, stakeholder needs, stakeholder relations

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Moving beyond Dyadic Ties: A Network Theory of Stakeholder Influences

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