Stakeholder Influence and Radical Change: A Coordination Game Perspective

Klaus Meyer

Asia Pacific Journal of Management, 2004, vol. 21, issue 1_2, 235-253

Abstract: Organizations often find it hard to change their corporate strategy radically, even if the need for change is widely recognized as in the Asian crisis of 1997. Such change requires large numbers of stakeholders to change their individual behavior, yet complex governance structures limit the applicability of agency-based models of governance. Rather, the coordination of stakeholder is at the core of governance during radical environmental change.

Date: 2004
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