Dialogue

Arnaud Stimec (), Kevin Levillain (), Blanche Segrestin (), Jacob Dahl Rendtorff and Maria Bonnafous-Boucher
Additional contact information
Arnaud Stimec: Nantes Univ - Nantes Université
Kevin Levillain: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Blanche Segrestin: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Jacob Dahl Rendtorff: Roskilde University
Maria Bonnafous-Boucher: Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres

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Abstract: Negotiation and dialogue appear to be at the very core of stakeholder theory (SHT) (Bonnafous-Boucher and Rendtorff, 2016). But there are some severe issues regarding the matter. First, in most related works, negotiation and dialogue are not precisely defined. Second, their effective implementation seems to depend on considerations that are subject to controversies (to what extent stakeholders [SHs] need to be included). Third, the processes of implementation remain a sort of black box (how a genuine dialogue is attained and what are the effects of specific processes). These three issues contribute to a lack of precision regarding SH dialogue. We believe that the new forms of corporations, which may be named "profit-with-purpose companies" (PPCs), offer new prospects about SH dialogue (and negotiation).

Date: 2023-02
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Published in Encyclopedia of Stakeholder Management, Edward Elgar Publishing, pp.79-83, 2023, 9781800374232

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03940849

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