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Since its inception, Stakeholder Theory has served as an important corporate governance theory, providing an holistic framework for situation analyses and strategic decision-making. Since its conceptualisation, there has been a call to go beyond normative models of stakeholder management to explore the implications of ‘stakeholder conflict management’ and the development of ‘stakeholder management capabilities’. This paper undertakes an analysis of the regional Tasmanian state government’s approach to the management of dissenting stakeholder groups towards a controversial retail development. The paper provides a discussion of the manner in which their governance structure included the use of delay tactics, the abdication of responsibility, and the building of bureaucratic layers that effectively diluted the will of stakeholder groups to continue their dissenting activities.

Item Type:	Refereed Article
Keywords:	Stakeholder Theory; Stakeholder Management Capability; Dissenting stakeholder strategies.
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Corporate governance
Objective Division:	Law, Politics and Community Services
Objective Group:	Government and politics
Objective Field:	Public services policy advice and analysis
UTAS Author:	Wickham, MD (Dr Mark Wickham)
UTAS Author:	Wong, TL (Dr Tommy Wong)
ID Code:	57057
Year Published:	2009
Deposited By:	Management
Deposited On:	2009-06-15
Last Modified:	2010-04-13
Downloads:	740 View Download Statistics