Мүдделі тараптар: ұйымның тірегі

Member of groups without whose support the organization would cease to exist

In a corporation, a stakeholder is a member of "groups without whose support the organization would cease to exist", as defined in the first usage of the word in a 1963 internal memorandum at the Stanford Research Institute. The theory was later developed and championed by R. Edward Freeman in the 1980s. Since then it has gained wide acceptance in business practice and in theorizing relating to strategic management, corporate governance, business purpose and corporate social responsibility (CSR). The definition of corporate responsibilities through a classification of stakeholders to consider has been criticized as creating a false dichotomy between the "shareholder model" and the "stakeholder model", or a false analogy of the obligations towards shareholders and other interested parties.

In the field of corporate governance and corporate responsibility, a debate is ongoing about whether the firm or company should be managed primarily for stakeholders, stockholders (shareholders), customers, or others. Proponents in favor of stakeholders may base their arguments on the following four key assertions:
Value can best be created by trying to maximize joint outcomes. For example, according to this thinking, programs that satisfy both employees' needs and stockholders' wants are doubly valuable because they address two legitimate sets of stakeholders at the same time. There is evidence that the combined effects of such a policy are not only additive but even multiplicative. For instance, by simultaneously addressing customer wishes in addition to employee and stockholder interests, both of the latter two groups also benefit from increased sales. Supporters also take issue with the preeminent role given to stockholders by many business thinkers, especially in the past. The argument is that debt holders, employees, and suppliers also make contributions and thus also take risks in creating a successful firm. These normative arguments would matter little if stockholders (shareholders) had complete control in guiding the firm. However, many believe that due to certain kinds of board of directors structures, top managers like CEOs are mostly in control of the firm. The greatest value of a company is its image and brand. By attempting to fulfill the needs and wants of many different people ranging from the local population and customers to their own employees and owners, companies can prevent damage to their image and brand, prevent losing large amounts of sales and disgruntled customers, and prevent costly legal expenses. While the stakeholder view has an increased cost, many firms have decided that the concept improves their image, increases sales, reduces the risks of liability for corporate negligence, and makes them less likely to be targeted by pressure groups, campaigning groups and NGOs. A corporate stakeholder can affect or be affected by the actions of a business as a whole. Whereas shareholders are often the party with the most direct and obvious interest at stake in business decisions, they are one of various subsets of stakeholders, as customers and employees also have stakes in the outcome. In the most developed sense of stakeholders in terms of real corporate responsibility, the bearers of externalities are included in stakeholdership.

Stakeholders: Stakeholder's concerns: Government taxation, VAT, legislation, employment, truthful reporting, legalities, externalities Employees rates of pay, job security, compensation, respect, truthful communication, appreciation, acknowledgement, recognition. Customers value, quality, customer care, ethical products. Suppliers providers of products and services used in the end product for the customer, equitable business opportunities. Creditors credit score, new contracts, liquidity. Community jobs, involvement, environmental protection, shares, truthful communication. Trade unions quality, worker protection, jobs. Owner(s) profitability, longevity, market share, market standing, succession planning, raising capital, growth, social goals. Investors return on investment, income.