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The dialectic perspective on organizational change and development emphasizes “a pluralistic world of colliding events, forces, or contradictory values that compete with each other for domination and control” (Van de Ven and Poole, 1995, p. Van de Ven and Poole (1995) summarize meta- theoretical frameworks on organizational development and change, including dialectic process theory. This is based on the descriptive elements of ST, related to alignment of interests and salience. Based on the characterization of the public sector as involving a variety of stakeholders with different and often conflicting objectives (Boyne, 2002 Bretschneider, 1990 Hood, 1991), we adopt a dialectic process theory perspective on the mechanisms that generate change within e-government development. For example, Scholl (2004) reports the usefulness of applying elements of ST for investigating IT-driven change projects in public sector. Flak and Rose (2005) conclude that an adapted version of ST can provide a promising theoretical contribution to the e-government field in terms of adding descriptive theory to a theory-less field and assisting the development of prescriptive guide- lines to an applied field. Apart from the original profit focus, no serious conceptual mismatch has been identified between ST and a government’s objective of providing policy and services for citizens and organizations – society’s stakeholders (Flak and Rose, 2005 Scholl, 2001). Several have also suggested ST as a useful theory for the e-government domain (Flak and Rose, 2005 Scholl, 2001). Al- though not a leading theory in either of these two examples, ST offers ways to combine ethical issues with complex operational environments and to combine detail with overview. ST has spread to different disciplines like information systems (Pouloudi and Whitley, 1997 Vidgen, 1997) and health care management (Blair and Whitehead, 1988). Here, stakeholder management refers to an alternative approach to strategic management based on the normative and descriptive elements of stakeholder theory. Within this stream of ST, researchers study the actual impact of practical stakeholder management on traditional corporate objectives. According to Donaldson and Preston (1995), the instrumental aspects of stakeholder theory primarily refer to efforts investigating the effectiveness of ST. Relationships between various stakeholders have received less attention. This emphasizes the relationships between the focal organization and its stakeholders. The clas- sic way of modelling stakeholders is by presenting a focal organization or project at the centre of a nexus of stakeholders (e.g., Blair and Whitehead, 1988 Donaldson and Preston, 1995). The models are generally used to enhance perception of complex operational environments and to depict the forces that influence organizations. Such maps can be presented in various ways: networked or firm centric, and general or context specific. Another element of descriptive ST is a number of visual models or stakeholder maps. Both stakeholders and salience represent dynamic phenomena, which should be analyzed regularly. For example, it is possible to imagine that a politician could be more interested in exercising his or her legitimate powers to influence political decisions shortly before an election because of an increased sense of urgency (to be re-elected). A definitive stakeholder would very likely be given attention not only because this person or group would represent a legitimate claim, but the person or group would also be likely to exercise power because of a sense of urgency. Stakeholders possessing all three attributes are more salient towards managers than stakeholders who only possess one or two of the attributes and are thus termed definitive stakeholders in the typology. Figure 1 presents a stakeholder typology comprising eight different combinations of these attributes (Mitchell et al., 1997). (1997), salience is composed of the attributes of power, legitimacy, and urgency. Salience refers to the question of why some stakeholder claims are attended to while others are not.
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Key aspects of descriptive ST involve defini- tion of stakeholders as well as tools to identify them (e.g., stakeholder analysis) and concepts that represent stakeholder salience towards managers.
DIALECTIC PROCESS DEFINITION HOW TO
The descriptive elements of ST are concerned with how to represent and describe organizations and organizational behavior. some stakeholder interests in the governance of the corporations and demanding, i.e., participation for all stakeholders in corporate decision processes (Hendry, 2001).