Stakeholder prioritization and reporting: Evidence from Italy and the US

This study investigates the considerations that might be made by managers when choosing between mutually exclusive stakeholder and reaching and engaging in a dialogue with them. In addition, the study also examines if there are systematic across countries (Italy and the US) in the decision to address the concerns of various stakeholder groups. Data was from 244 managers and 72 companies simultaneously in two different national business contexts, Italy and the US. The of the study provide some evidence that managerial perception of three stakeholder group characteristics – power, legitimacy, and urgency – form a parsimonious group of variables that explain the process of stakeholder prioritization. However, only limited support was found for the relationship between salience accorded to a stakeholder group and engagement efforts directed toward the group. The results of the study also show that the managerial decision as to which of the stakeholder groups’ demands to address will be influenced by society-specific expectations. The significance of this study lies in investigating the stakeholder prioritization and engagement process, as it is being practiced, which, one could argue, would help in developing guidelines for effective stakeholder management that stands a realistic chance of being adapted and followed.