Dynamic mapping of stakeholders for dealing with plant closure complexity
Purpose
This paper examines the usefulness of stakeholder theory as a practical tool to assist in the termination of a manufacturing plant.
Approach
This project uses action research to address the gap between management research in stakeholder theory and practice, using a UK based case study of a plant closure situation.
Findings
The strategic stakeholder management tools suggested to management have real practical applications and benefits, including the identification of further stakeholder sub-groups leading to enhanced management cognition, better risk management and the development of strategies more focused on the local requirements of the closing plant.
Implications
Given the current nature of manufacturing plants and the present economic climate, this research should assist similar organisations during future closure or downsizing programs by providing a real-time case example.
Contribution
This paper aims to contribute to both the practical concerns of management in the immediate problematic situation of a UK manufacturing plant undergoing closure, and to the stakeholder literature by exploring the application of stakeholder theory within a new, un-researched context of plant closure.
Limitations
This research has been carried out in a small UK automotive components plant. All closure situations are complex and unique and require a specific understanding of the focal organisation. However it should be possible to derive general recommendations to assist with future plant closures. The data and subsequent analysis is predominantly firm-centric. Further research could also examine stakeholder data and analysis from the stakeholder's perspective.
This paper examines the usefulness of stakeholder theory as a practical tool to assist in the termination of a manufacturing plant.
Approach
This project uses action research to address the gap between management research in stakeholder theory and practice, using a UK based case study of a plant closure situation.
Findings
The strategic stakeholder management tools suggested to management have real practical applications and benefits, including the identification of further stakeholder sub-groups leading to enhanced management cognition, better risk management and the development of strategies more focused on the local requirements of the closing plant.
Implications
Given the current nature of manufacturing plants and the present economic climate, this research should assist similar organisations during future closure or downsizing programs by providing a real-time case example.
Contribution
This paper aims to contribute to both the practical concerns of management in the immediate problematic situation of a UK manufacturing plant undergoing closure, and to the stakeholder literature by exploring the application of stakeholder theory within a new, un-researched context of plant closure.
Limitations
This research has been carried out in a small UK automotive components plant. All closure situations are complex and unique and require a specific understanding of the focal organisation. However it should be possible to derive general recommendations to assist with future plant closures. The data and subsequent analysis is predominantly firm-centric. Further research could also examine stakeholder data and analysis from the stakeholder's perspective.
Keywords: ACTION RESEARCH; CHANGE MANAGEMENT; PLANT CLOSURE; STAKEHOLDER MAPPING; STAKEHOLDER SALIENCE; STAKEHOLDER THEORY; STAKEHOLDERS
Document Type: Research Article
Publication date: 01 June 2012
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