Stakeholder Engagement: Clinical Research Cases by R. Edward Freeman Johanna Kujala & Sybille Sachs

Author:R. Edward Freeman, Johanna Kujala & Sybille Sachs
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham

Methods

This chapter relies on a combination of three methodological approaches. First, as one of the authors (Luis Perera Aldama) created the reporting model used by the firm (the FFS) and took part in its initial implementation at Industrias Peñoles, we use an autoethnographical approach. According to Ellis et al. (2011), autoethnography “acknowledges and accommodates…the researcher’s influence on research.” In this methodological approach, the researcher elaborates on previous experiences. This relatively new method has been proposed by Vesam and Vaara (2014), who contend that “immersion within an organization ensures access to privileged knowledge,” while Malsch and Tessier (2015) have recently used this method for accounting studies. Thus, we rely on Luis’ memories and professional documents (i.e., notes, working documents, auditing firm’s publications). We find this approach particularly useful to understand the history of the FFS reporting model and how it was initially implemented by Industrias Peñoles.

Second, we also took inspiration from the “insider-outsider” approach proposed by Gioia et al. (2010). In this approach, the research team is composed at least of one insider and an outsider. While the insider remains a key main source of information, the outsider reads documents independently, conducts the interviews alone, and aims to compensate for any bias on the part of the insider. In this case, the outsider researcher is a professor at a European business school with no previous relationship with the firm. This outsider researcher conducted two interviews and analyzed public data from Industrias Peñoles’ FFS reports. The interviews included two high-level managers in the area of sustainability, the current planning and sustainable development manager (as of September 2014) and the corporate sustainable development manager, when the first FFS report was produced (2005). Both interviews were conducted in Spanish, one in September 2014 and the other in April 2016. Notes were taken during both interviews; they were then translated and verified by each interviewee for accuracy. Both interviews were conducted with an aim to understand the company’s situation and the viewpoints of its management, 10 years ago and now.

Third, nine FFS reports (from 2005 to 2013) were analyzed, with a particular focus on how the participation of each stakeholder has evolved over time. As Choi and Wang (2009) emphasize, the dimension of time is important in stakeholder relations. Thus, this longitudinal study allows a deeper understanding of how Industrias Peñoles has been sharing economic value information with its stakeholders. Harrison and Wicks (2013: 102) discourage an excessive focus on “the allocation of a fixed pie of resources at a given point in time”, while Choi and Wang (2009) emphasize the importance of the dimension of time in stakeholder relations and note that positive stakeholder relations are built over time. The construction of a strong relation with stakeholders can be considered as a competitive advantage that is difficult to imitate over a short period and that can explain superior financial performance (Choi and Wang 2009). This notion is consistent with the emphasis placed by Harrison et al. (2010: 62) on a “history of fair distribution of value” among primary stakeholders.

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