Dear friends
and colleagues

Last month I met with a group of business leaders in Calgary to discuss sustainability and stakeholder engagement. They told me how hard it was to find time to read or think about these critical issues. How could they keep up with this rapidly developing field? Where could they find short, practical and reliable information about strategies for involving and building the support of their key stakeholders?

We hope that our quarterly newsletter will be of value to business and government decision-makers around the world. Our focus this quarter is on the business case for stakeholder engagement. In the coming months we will cover essentials for successful stakeholder engagement, strategies for creating an engaged organization and measurement and reporting. We will feature case studies of leading organizations, tools and techniques, articles from CIM associates, as well as upcoming events.

I invite you to stay in touch. We are always glad to hear about what you are doing and your suggestions for staying at the 'leading edge' of stakeholder engagement.

 

Measuring the Business Value
of Stakeholder Relationships

Trust, shared values and strong relationships aren't typical financial indicators but perhaps they should be. A joint study by CIM and the Schulich School of Business is examining the link between high trust stakeholder relationships and business value creation. The study is sponsored by the Canadian Institute of Chartered Accountants (CICA).

The research team is looking at how social capital can be applied to business. The aim of this project is to better understand corporate social capital, measure the quality of relationships, and provide the business community with ways to improve those relationships and in turn improve their bottom line.

Because stakeholder relationships all have common features, direct comparisons of the quality of relationships can be made across diverse stakeholder groups, companies and industries.

Social capital is “the stock of active connections among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible” (Cohen and Prusak, 2000).

So far the research suggests that trust, a cooperative spirit and shared understanding between a company and its stakeholders creates greater coherence of action, better knowledge sharing, lower transaction costs, lower turnover rates and organizational stability. In the bigger picture, social capital appears to minimize shareholder risk, promote innovation, enhance reputation and deepen brand loyalty.

Preliminary results show that high levels of social capital in a relationship can build upon themselves. For example, as a company builds reputation among its peers for fair dealing and reliability in keeping promises, that reputation itself becomes a prized asset useful for sustaining its current alliances and forming future ones.

The first phase of the research is now complete and the study moves into its second phase involving detailed case studies with six companies that have earned a competitive business advantage through their stakeholder relationships. Click here for a full report

 

Ann Svendsen, Executive Director
svendsen@sfu.ca