منوی کاربری
  • پشتیبانی: ۴۲۲۷۳۷۸۱ - ۰۴۱
  • سبد خرید

دانلود رایگان مقاله انقلاب رسانه های اجتماعی و اثر ذینفعان ثانویه

عنوان فارسی
انقلاب رسانه های اجتماعی: تاثیر ذینفعان ثانویه
عنوان انگلیسی
Social media revolutions: The influence of secondary stakeholders
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
8
سال انتشار
2016
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
کد محصول
E2560
رشته های مرتبط با این مقاله
مدیریت و مهندسی فناوری اطلاعات
گرایش های مرتبط با این مقاله
مدیریت کسب و کار
مجله
افق کسب و کار - Business Horizons
دانشگاه
دانشکده کسب و کار Questrom، دانشگاه بوستون، امریکا
کلمات کلیدی
ثانوی، سهامداران، رسانه های اجتماعی، اقدام جمعی، فوق العاده اتصال، اطلاعات محیط، نفوذ سازمان
۰.۰ (بدون امتیاز)
امتیاز دهید
چکیده

Abstract


Traditionally, firms have tried to listen to primary stakeholders (e.g., customers, suppliers, creditors, employees) but have paid little attention to the concerns of secondary stakeholders (e.g., the general public, communities, activist groups). This is because primary stakeholders were perceived to have power, legitimacy, and urgency behind their requests, while secondary stakeholders had little or no leverage. With the coming of the Internet and social media this asymmetry of influence has changed. Today, secondary stakeholders have to be managed as adroitly as primary stakeholders. In this installment of Marketing & Technology, we show managers how social media and the Internet have amplified the influence ofsecondary stakeholders, and offer guidance on how to manage these groups effectively.

برخورد با قدرت های ذینفع ثانویه بیشتر: آیا واقعا چیز بدی است؟

4. Dealing with greater secondary stakeholder power: Is it really a bad thing? We suggestthatthe new reality of greatersecondary stakeholder power is actually good news. Having a strong, active, and vigilant secondary stakeholder community offers a number of advantages. They include: Acting as a counterweight to overly demanding primary stakeholders. Primary stakeholders often use direct approaches to the firm for their more delicate requests, conveyed via private conversations and behind-closed-doors discussions. Their influence can be detrimentalto otherstakeholders and potentially to the long-term interest of the firm. Strong, publicly active secondary stakeholders can serve as an effective counterweight to the privately communicated demands of primary stakeholders.


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