This paper considers the use of the stakeholder concept in the information systems literature and compares it with current concerns in the strategic management literature, where the concept originates. In information systems, the notion of stakeholder has been used in many different ways, which, however, tend to reflect a primarily descriptive or instrumental perspective. The paper reviews these approaches and argues for a more thorough understanding of the stakeholder concept as information systems development has become more complex. In particular, the case for a more holistic view of stakeholders in information systems is made, reflecting the current multi-faceted concerns of information systems development. This holistic view, more evident in some recent approaches to the study of information systems stakeholders, is expected to contribute not only in addressing organizational and cultural issues of information systems projects, but also to encourage a more ethical approach to information systems development.

and holistic perspectives on corporate sustainability*

www.nottingham.ac.uk/business/ICCSR Corporate Citizenship: Towards an extended theoretical conceptualization

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This paper documents a case study that explores the influence an initiative of the World Wide Fund for Nature (WWF) environmental conservation organisation had on the environmental reporting practices of the Australian Minerals Industry. In May of 1999 the WWF independently produced a Mining Company Environmental Report Scorecard, in which it evaluated the environmental reports of eleven Australian minerals companies. These eleven companies are voluntary signatories to the Australian Minerals Industry Code for Environmental Management, a code developed and maintained by the Minerals Council of Australia (MCA). As part of the corporations ’ obligations under the Code, they are required to produce an environmental report within two years of signing the Code. All companies had been signatories for at least two years. The objective of this study is to consider whether the WWF, through the Scorecard, had an influence on the reporting policies of the Australian Minerals Industry, in terms of the MCA, the Code, and the individual minerals companies which were the subjects of the WWF's Scorecard. Another objective is to investigate WWF’s views about how effective the Scorecard is in creating change in the environmental reporting practices of Australian mining companies. The study contributes to the limited amount of research that has been conducted to date with regard to the influence that lobby groups have on corporations. In this study the evidence suggests that the views of WWF influenced revisions to the Code, as well as the reporting behaviour of individual mining companies. 2

Opportunity exploitation is a necessary step in creating a successful business in the entrepreneurial process, yet there has been little conceptual and empirical development of this issue in the literature. This study examines the decisions of entrepreneurs to begin exploiting business opportunitiesfrom a resource-based viewv. Our analysis of a sample of entrepreneurs whose businesses are located in incubators suggests that entrepreneurs are more likely to exploit opportunities when they perceive more knowledge of customer demand for the new product, more fully developed necessary technologies, greater managerial capability and greater stakeholder support. Moreover thefindings of this study shed a light on a less emplhasized aspect of the resource-based view: the new product's anticipated lead time acts as an enhancing moderator in entrepreneurs ' exploitation decision policies. bInplicationsforfuture research on opportunity exploitation are discussed. © 2003 Elsevier Itnc. All rights reserved. Entrepreneurship involves phenomena and processes related to discovering, evaluating, and exploiting opportunities to create future goods and services (Shane & Venkataraman, 2000). The outcome of this process is new products or services or both. Newness, however,

A necessary precursor to strategic choice is the selection of a strategic choice evaluation method — metachoice. Unfortunately, managers are unlikely to find much guidance on how to conduct metachoice analysis in the strategy literature. In light of this problem, a template is presented based on two questions that must be addressed by those engaged in strategic analysis generally and metachoice specifically: (1) what are the organization’s strategic goals? (2) how willing are they to monetize their predictions and valuations? Four resulting choice methods are presented and discussed: Discounted Cash Flow Analysis (including variants based on real options), Profitability Analysis,

This paper provides a multi-level theoretical model to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives, and thereby exhibiting the potential to exert positive social change. Our model integrates theories of micro-level organizational justice, meso-level corporate governance, and macro-level varieties of capitalisms. Using a theoretical framework presented in the justice literature, we argue that organizations are pressured to engage in CSR by many different actors, each driven by instrumental, relational and moral motives. These actors are situated within four “levels ” of analysis: individual, organizational, national and transnational. After discussing the motives affecting actors at each level and the mechanisms used at each level to exercise influence, as well as the interactions of motives within levels, we examine forces across levels to propose the complex web of factors, which both facilitate and impede social change by organizations. Ultimately, this proposed framework can be used to systematize our understanding of the complex social phenomenon of increasing CSR engagement, and to develop testable hypotheses. We conclude by highlighting some empirical questions for future research, and discussing a number of managerial implications.

In this paper I examine the case of the highly controversial Jabiluka uranium mine which was recently given the green signal by the John Howard government. The mine, to be constructed in the heart of the Kakadu National Park (home to the Mirrar people and a World Heritage site) has been the topic of public debate and controversy involving Aboriginal communities, political parties, the mining industry, and environmentalists. By examining the colonial and anti-colonial discourses that inform the mining project with a particular focus on the colonialist, capitalist discourse inherent in the construction of Australian nationhood and the management of Aboriginal identity, I argue that contemporary postcolonial theory can be problematic in accounting for anticolonialist struggles or the struggles of the colonized to negotiate with and survive colonial conditions. I also examine the differential power dynamics among the different stakeholders in this process. I conclude by discussing implications of this case for stakeholder theory and for critical management studies. 2 Whose Mine is it Anyway? National Interest, Indigenous Stakeholders and Colonial Discourses: The Case of the Jabiluka Uranium Mine. 1 “When the missionaries first came to Africa, they had the Bible and we had the land. They said, ‘Let us pray’. We closed our eyes. When we opened them, the tables had been turned: we had the Bible and they had the land”.