Volume 25, 2014
Proceedings of the Twenty-Fifth Annual Meeting
Robert Mitchell, Ben Wooliscroft, James Higham
Investigating the Place of Stakeholder Relationship Management in an Institutional Sustainability Orientation
Academic research into the application of sustainable development principles in organisation management has concentrated on how environmental responsibility advances competitiveness, economic efficiency and profitability. There has been comparatively little assessment of the value of managed social relationships as part of an institutional sustainability orientation. This paper draws on exploratory research investigating the value of a sustainable market orientation in strategy management. The research context is organisations operating in the economically important New Zealand tourism sector. In-depth interviews were conducted providing rich data from business, government and community stakeholders. Findings indicate that synergies occur through formal
integration of a social orientation with economic and environmental management. This suggests that improved outcomes would result from using a management model such as sustainable market orientation (SMO). Implications include: planning and implementing constructive and principled coordination of institutional of social relationships to assure resources for socially and economically important enterprises, applying equity in business and government
responsiveness to stakeholder needs and the imperative to adopting effective international performance and reporting frameworks for sustainability oriented management. The research provides a valuable foundation for further study in this domain.