Blending issues and stakeholders: in pursuit of the elusive synergy

Two separate frameworks have existed for the analysis of social predicaments in which businesses play a role: issues management and stakeholder management. In this paper, we argue that the chasm dividing these two literatures is artificial, and potentially obstructive to the advancement of our knowledge of the position of business in contemporary societies. The position we take in the present paper is that all social predicaments have an issues side as well as a stakeholder side and that a dual focus on both issues and stakeholders is therefore essential to understanding the evolution of these predicaments and crucial to managerial dealings with these issues. We present an integrative co-evolutionary framework, explaining the dynamics between issues and stakeholders in all consecutive stages of a predicament's evolution. The framework proposes a new way of thinking about issues and stakeholders, as such facilitates a deeper understanding of how the social environment of business is constituted, and offers new insights for the practical management of issues and stakeholders.     

Aleksandr Solzhenitsyn, <Emphasis Type="Italic">March 1917, Node III,The Red Wheel</Emphasis>. Trans. Marian Schwartz

A review of Aleksandr Solzhenitsyn's March 1917, translated by Marian Schwartz     

Strategies and hybrid dynamics of soy transnational companies in the Southern Cone

Economical liberalization, market globalization and soy expansion stimulated the advance of big transnational companies in the Southern Cone countries (Brazil, Argentina, Paraguay and Uruguay). Currently, the main corporations acting on the last links of the productive chain are ADM (Archer Daniels Midland), Bunge, Cargill and Dreyfus (the ABCD firms), global leaders in the soy trade. The objective of this contribution is to analyze the different strategies these companies articulate in the Southern Cone, and their dynamics in local space through market relations with local producers. The results show the rapid and intense process of denationalization of the firms in the soy productive chain as well as the high level of market internationalization and company concentration. In spite of this, this study shows that all transnational power of ABCD firms, which seems so abstract and intimidating when seen in the global scale, depends on its basis of the formation, maintenance and exploration of relations of proximity, trust and reciprocity with local actors (especially rural producers), including family friendship linkages.     

Book review

Wildavsky, Aaron. Speaking Truth to Power: the art and craft of policy analysis, little, Brown, and Company, Boston and T oronto, 1979, 431 pp. $12.00.     

An end-value theory of charismatic influence

The end-value theory of charismatic influence is premised on the existence of two basic types of values which underlie and primarily determine all influence relations. Charismatic and transactional influence relations are defined by these value types. A values typology is proposed as a general framework for analysis of influence relations, leadership, and related constructs. Predictive models, both primary and extended, are derived and specified. Implications for testing the models, for the study of a set of related constructs, and for management practice are discussed.