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Einfluss von Stakeholder-Gruppen auf den Strategieprozess: Kanalisierung von Emergenz am Beispiel externer Stakeholder

Einfluss von Stakeholder-Gruppen auf den Strategieprozess: Kanalisierung von Emergenz am Beispiel externer Stakeholder

          
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About the Book

Shell U.K. erklärt am 20. Juni 1995 um 17:00 Uhr auf die Versenkung der Brent Spar zu verzichten. Dieses hat das Ende eines denkwürdigen Dokuments für den Einfluss von externen Stakeholdern dargestellt. Dabei wurde das Unternehmen durch weltweite Proteste gezwungen die Entsorgung an Land vorzunehmen, und das obwohl die britische Regierung dem Atlantik-Entsorgungsplan bereits schriftlich genehmigt hatte. Dieses geschah einem Unternehmen, das zu der Zeit in vielen US-Managementmagazinen als das bestgemanagte überhaupt galt und zweifelsohne über Markteinfluss und eine ausgezeichnete Unternehmensführung verfügte. Der Vorfall zeigt jedoch die Anfälligkeit, selbst eines Marktführers wie Shell, im Umgang mit Stakeholdern auf. So wurde es versäumt mit der Umweltschutzorganisation Greenpeace, welche schon lange die Landentsorgung forderte, in einen Dialog zu treten, woraufhin diese schließlich die Thematik an die Öffentlichkeit gebracht hat. Der in der Öffentlichkeit noch präsente Fall "Brent Spar" zeigt beispielhaft auf, welchen Einfluss bestimmte Stakeholder, in diesem Fall vor allem die Medien, auf eine Unternehmen nehmen können: Die Strategie der Organisation kann gehemmt oder sogar eliminiert sowie unter glücklicheren Umständen auch gefördert werden. Damit die zwei erstgenannten Fälle nicht eintreten, sollte der Umgang mit den heute in Wissenschaft und Praxis als wichtig anerkannten Stakeholder einer Unternehmung strukturiert erfolgen und nicht durch Nichtbeachtung, einer falschen Einschätzung, oder durch stratgieinkonforme Berücksichtigung von Stakeholder-Interessen dem Zufall überlassen werden. Ausgangspunkt des Buches ist das Konzept so genannter "emergenter Strategien", welche die Möglichkeit der Strategieentstehung, ohne dass selbige explizit formuliert wird, betonen. Emergente Strategien entstehen ohne eine explizite Strategieplanung, meist als Prozess während der Strategieimplementierung. Diese wurden durch die Arbeiten Mintzbergs konzeptionell präzisiert und dur


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Product Details
  • ISBN-13: 9783836676519
  • Publisher: Diplomica Verlag Gmbh
  • Binding: Paperback
  • Language: German
  • Returnable: N
  • Spine Width: 11 mm
  • Weight: 381 gr
  • ISBN-10: 3836676516
  • Publisher Date: 05 Jun 2009
  • Height: 254 mm
  • No of Pages: 214
  • Series Title: German
  • Sub Title: Kanalisierung von Emergenz am Beispiel externer Stakeholder
  • Width: 178 mm


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Einfluss von Stakeholder-Gruppen auf den Strategieprozess: Kanalisierung von Emergenz am Beispiel externer Stakeholder
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Einfluss von Stakeholder-Gruppen auf den Strategieprozess: Kanalisierung von Emergenz am Beispiel externer Stakeholder
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