메뉴 건너뛰기




Volumn 10, Issue 2, 2008, Pages 263-275

Who is supposed to be regarded as a stakeholder for public organizations in developing countries? Evidence from an empirical investigation in Brazilian municipalities

Author keywords

Brazil; Decision making; Local government; Stateholder analysis; Surveys

Indexed keywords


EID: 41449104546     PISSN: 14719037     EISSN: 14719045     Source Type: Journal    
DOI: 10.1080/14719030801928714     Document Type: Article
Times cited : (8)

References (20)
  • 2
    • 0030295123 scopus 로고    scopus 로고
    • Scale, performance and the new public management: An empirical analysis of local authorities' services
    • Boyne, G. (1996) Scale, performance and the new public management: An empirical analysis of local authorities' services. Journal of Management Studies, 33:6, pp. 809-826.
    • (1996) Journal of Management Studies , vol.33 , Issue.6 , pp. 809-826
    • Boyne, G.1
  • 7
    • 21844463321 scopus 로고
    • The stakeholder theory of the corporation: Concepts, evidences, and implications
    • Donaldson, T. and Preston, L. E. (1995) The stakeholder theory of the corporation: Concepts, evidences, and implications. Academy of Management Review, 20:1, pp. 65-91.
    • (1995) Academy of Management Review , vol.20 , Issue.1 , pp. 65-91
    • Donaldson, T.1    Preston, L.E.2
  • 9
    • 84970761048 scopus 로고
    • Contemporary public management: A new paradigm?
    • Hood, C. (1995) Contemporary public management: A new paradigm?. Public Policy and Administration, 10:2, pp. 104-117.
    • (1995) Public Policy and Administration , vol.10 , Issue.2 , pp. 104-117
    • Hood, C.1
  • 10
    • 58149210840 scopus 로고
    • The 'new public management' in the 1980s: Variations on a theme
    • Hood, C. (1995) The 'new public management' in the 1980s: Variations on a theme. Accounting, Organizations and Society, 20:23, pp. 93-109.
    • (1995) Accounting, Organizations and Society , vol.20 , Issue.23 , pp. 93-109
    • Hood, C.1
  • 11
    • 0347372775 scopus 로고    scopus 로고
    • Coping with ambiguity: Reconciling external legitimacy and organizational implementation in performance measurement
    • Lawton, A., McKevitt, D. and Millar, M. (2000) Coping with ambiguity: reconciling external legitimacy and organizational implementation in performance measurement. Public Money & Management, 20:3, pp. 13-19.
    • (2000) Public Money & Management , vol.20 , Issue.3 , pp. 13-19
    • Lawton, A.1    McKevitt, D.2    Millar, M.3
  • 12
    • 0031529953 scopus 로고    scopus 로고
    • Toward a theory of stakeholder identification and salience: Defining the principle of the who and what really counts
    • Mitchell, R. K., Agle, B. R. and Wood, D. J. (1997) Toward a theory of stakeholder identification and salience: Defining the principle of the who and what really counts. Academy of Management Review, 22:4, pp. 853-886.
    • (1997) Academy of Management Review , vol.22 , Issue.4 , pp. 853-886
    • Mitchell, R.K.1    Agle, B.R.2    Wood, D.J.3
  • 13
    • 1542629804 scopus 로고    scopus 로고
    • Performance management model: A systems-based approach to public service quality
    • Mwita, J. I. (2000) Performance management model: A systems-based approach to public service quality. International Journal of Public Sector Management, 13:1, pp. 19-37.
    • (2000) International Journal of Public Sector Management , vol.13 , Issue.1 , pp. 19-37
    • Mwita, J.I.1
  • 16
    • 84887309282 scopus 로고    scopus 로고
    • A comparative study of TQM practice and organisation performance of SMEs with and without ISO 9000 certification
    • Rahman, S. (2001) A comparative study of TQM practice and organisation performance of SMEs with and without ISO 9000 certification. International Journal of Quality and Reliability Management, 18:1, pp. 35-49.
    • (2001) International Journal of Quality and Reliability Management , vol.18 , Issue.1 , pp. 35-49
    • Rahman, S.1
  • 17
    • 0031488230 scopus 로고    scopus 로고
    • Moving beyond dyadic ties: A network theory of stakeholder influences
    • Rowley, T. (1997) Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22:4, pp. 887-910.
    • (1997) Academy of Management Review , vol.22 , Issue.4 , pp. 887-910
    • Rowley, T.1
  • 19
    • 33847331145 scopus 로고    scopus 로고
    • A longitudinal study of significant change in stakeholder management
    • Shropshire, C. and Hillman, A. J. (2007) A longitudinal study of significant change in stakeholder management. Business & Society, 46:1, pp. 63-87.
    • (2007) Business & Society , vol.46 , Issue.1 , pp. 63-87
    • Shropshire, C.1    Hillman, A.J.2
  • 20
    • 21844502204 scopus 로고
    • When the pieces don't fit: A stakeholder power matrix to analyse public sector restructuring
    • Winstanley, D., Sorabji, D. and Dawson, S. (1995) When the pieces don't fit: A stakeholder power matrix to analyse public sector restructuring. Public Money and Management, 15:2, pp. 19-26.
    • (1995) Public Money and Management , vol.15 , Issue.2 , pp. 19-26
    • Winstanley, D.1    Sorabji, D.2    Dawson, S.3


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.