Machine generated contents note: pt. I THE STAKEHOLDER APPROACH -- One."Managing in Turbulent Times" -- Introduction -- Turbulent Times -- Internal Change -- Owners -- Customers -- Employees -- Suppliers -- External Change -- Governments -- Competitors -- Consumer Advocates -- Environmentalists -- Special Interest Groups -- Media -- The Need For A Framework -- The Stakeholder Concept -- Summary And Prologue -- Notes -- Two.The Stakeholder Concept and Strategic Management -- History of "Stakeholder" -- The Corporate Planning Literature -- The Systems Theory Literature -- The Corporate Social Responsibility Literature -- The Organization Theory Literature -- A Stakeholder Approach To Strategic Management -- A Note On Management Theory -- Summary -- Notes -- Three.Stakeholder Management: Framework and Philosophy -- Introduction -- The Stakeholder Framework -- The "Rational" Level: Stakeholder Maps -- The "Process" Level: Environmental Scanning And The Like --

Contents note continued: The "Transactional" Level: Interacting With Stakeholders -- The Stakeholder Philosophy: A Plea For Voluntarism -- Summary -- Notes -- pt. II STRATEGIC MANAGEMENT PROCESSES -- Four.Setting Strategic Direction -- Introduction -- Setting Direction In Organizations -- Enterprise Strategy: What Do We Stand For? -- Stakeholder Analysis -- Values Analysis -- Social Issues Analysis -- A Typology of Enterprise Strategy -- Specific Stakeholder Strategy -- The Necessity of Enterprise Strategy -- Setting Direction At The Corporate Level: The Stakeholder Audit -- Tailor-Making The Stakeholder Audit: Some Examples -- CD Insurance Co -- Major Oil Inc -- Summary -- Notes -- Five.Formulating Strategies for Stakeholders -- Introduction -- A Process for Formulating Strategic Programs For Stakeholders -- Formulating Strategies For Specific Stakeholders: Analysis -- Stakeholder Behavior Analysis -- Stakeholder Behavior Explanation -- Coalition Analysis --

Contents note continued: Stakeholder Analysis Example: The U.S. Supersonic Transport -- Background -- Stakeholder Analysis -- Objectives of PAC and McNamara -- Stakeholder Analysis of PAC and McNamara -- Beliefs About Key Stakeholders -- Coalition Analysis -- Generic Strategies For Stakeholders -- Specific Stakeholder Strategic Programs -- "Changing the Rules" Programs -- Offensive Strategic Programs -- Defensive Strategic Programs -- Holding Programs -- Integrated Strategic Programs For Stakeholders -- Summary -- Notes -- Six.Implementing and Monitoring Stakeholder Strategies -- Introduction -- Implementation Of Strategic Programs -- Allocating Resources -- Gaining Commitment -- Changing the Transaction Processes -- Monitoring Progress With Stakeholders -- Implementation Control -- Control of Strategic Programs -- Control of Strategic Direction -- Control of "What We Stand For" -- Keeping Score With Stakeholders --

Contents note continued: American Services International: A Case Study Of Implementation And Monitoring Progress With Stakeholders -- Some Pitfalls Of Using The Stakeholder Concept -- Openness of the System -- Involvement of Top Management -- Involvement of Lower Levels of Management -- Analysis Paralysis -- The Snail Darter Fallacy -- Summary -- Notes -- pt. III IMPLICATIONS FOR THEORY AND PRACTICE -- Seven.Conflict at the Board Level -- Introduction -- The Role Of The Board Of Directors -- Conflicts Within the Board of Directors -- Outside Attacks on the Board of Directors -- Conflicts Within the Ownership Group -- Implications For The Board And Its Advisors -- The Focal Organization -- The Advisors of the Firm -- Evaluation of Proposals for Reform -- Notes -- Eight.The Functional Disciplines of Management -- Introduction -- "Internal Stakeholders" -- External Affairs: A New Rule For Public Relations And Public Affairs -- Marketing Managers: Links To The Customer --

Contents note continued: Financial Managers -- Personnel -- Manufacturing -- A Stakeholder Structure For Organizations -- Summary -- Notes -- Nine.The Role of the Executive -- Introduction -- The General Manager -- The Role Of The Executive Inside The Corporation -- The External Role Of The Executive -- Leadership Tasks -- Summary And Future Research -- Notes.