A critique of stake‐holder theory: management science or a sophisticated ideology of control?

Abstract

In this article a critique of stakeholder theory is presented. The analysis highlights several concerns regarding the scientific rigor of this body of knowledge revealing the assumptions and inconsistencies that underpin its main propositions. The discussion shows in particular some of the internal contradictions between, on the one hand, the ideology of social good, and on the other hand, the ideology of control which we argue is not fully accounted for in the way stakeholder theory was popularized in recent years. Our critique opens up more possibilities for engaging with stakeholder theory acknowledging the underlying values that are at stake, thus, revealing the political and value‐laden nature of the concept of stake‐holder. What we seek to draw particular attention to is the way stake‐holder analysis reveals the challenges when not only subjectivities but identities are at stake. This latter point we hope will encourage greater reflexivity among theorists and researchers in this field, recognizing that their personal biases and partialities influence their scholarship, and the way they shape the ideologies stakeholder theory is presented by.

Citation

Antonacopoulou, E.P. and Méric, J. (2005), "A critique of stake‐holder theory: management science or a sophisticated ideology of control?", Corporate Governance, Vol. 5 No. 2, pp. 22-33. https://doi.org/10.1108/14720700510562631