Beyond uniform approaches: exploring stakeholder heterogeneity, dynamic stakeholder complexity and value creation through dissonance

• Autores: Lena Bischoff
• Directores de la Tesis: Xosé Henrique Vázquez Vicente (dir. tes.)
• Lectura: En la Universidade de Vigo ( España ) en 2025
• Idioma: inglés
• Tribunal Calificador de la Tesis: José Luis Galán González (presid.), Juan Alberto Aragón Correa (secret.), Bárbara Larrañeta (voc.)
• Programa de doctorado: Programa de Doctorado en Análisis Económico y Estrategia Empresarial por la Universidad de A Coruña; la Universidad de Santiago de Compostela y la Universidad de Vigo
• Calificación: Sobresaliente Cum Laude
• Materias:
  • Ciencias económicas
    • Organización y dirección de empresas
• Enlaces
  • Tesis en acceso abierto en: Investigo
• Resumen

  • This dissertation explores the heterogeneous nature of stakeholders, challenging traditional categorisation in stakeholder management. Three interconnected studies offer a comprehensive examination of value creation for firms and the stakeholder network while underscoring the unique contributions and complexities of firm-stakeholder relationships.

    The first two studies focus on value creation for the firm, illustrating how the integration of distinct stakeholder groups - including employees, customers, suppliers, minority shareholders, and communities - yields varying financial impacts. Using stakeholder and transaction cost theories, the first study highlights the importance of stakeholder heterogeneity, showing how stakeholders contribute to firm performance in unique ways over short- and long-term horizons. The second study extends this analysis by introducing dynamic environmental changes through decarbonisation, which further shape the financial outcomes of stakeholder integration. By combining static and dynamic stakeholder complexities, these studies emphasise the need for adaptive strategies that account for the diverse nature of stakeholder groups and shifting contextual influences.

    The final study shifts the perspective from firm-centred value creation to a broader view, encompassing the entire stakeholder network. Drawing inspiration from music theory, it proposes a model for recognising and engaging with value dissonance - stakeholder relationships that may initially appear misaligned with firm values but, if managed strategically, can become sources of innovation and collective value. This theoretical model challenges the assumption that dissonant stakeholders inherently pose risks, instead presenting them as valuable partners within a holistic stakeholder network.

    Together, these studies underscorethat value creation is not a one-size-fits-all process; rather, it requires a deep understanding of each stakeholders individuality and evolving nature. By moving beyond umbrella categories and embracing stakeholder heterogeneity, this dissertation offers a practical foundation for developing stakeholder strategies that embrace heterogeneity, adapt to contextual changes, and leverage dissonance as a catalyst for growth and resilience.