Toward a Theory of Stakeholder Salience in （对利益相关者理论突出）.pdf

Toward a Theory of Stakeholder Salience in Family Firms^ Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman, and Laura J. Spence ABSTRACT: The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institu- tions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise. Q TAKEHOLDER SALIENCE HAS BEEN DEFINED TO BE : the degree to w 3 which managers give priority to competing stakeholder claims (Mitchell, Agle, Wood, 1997: 854). In this article, we argue that when principal institutions intersect, unique stakeholder salience will result. We apply this notion to the family form of business organization, wherein two systems, the business system and the family system, intersect to