STAKEHOLDER THEORY, CORPORATE GOVERNANCE, AND COGNITIVE MAPPING TECHNIQUES
Keywords:
Stakeholders, organizational apprentissage, corporate governance, cognitive mappingAbstract
The idea of this paper stems from an observation of a series of "stakeholders" definitions from the year 1963”the definition given by Stanford Research Institute” to the definition given by Post in 2002 and Al. Using cognitive mapping tool we seek to bring together all of these definitions and derive the original definition of this concept, which alone represents a core reference for the field of corporate governance. The use of this tool stems from these advantages in terms of subject matter: It is accurate enough to capture perceptual filters and idiosyncratic vision of one person (Langfield-Smith, 1992), If he does not claim to represent the subject's thought processes, beliefs therein are believed to be the cause, especially since the complex choices are evaluated in terms of their consequences for the individual (Montgomery and Svenson, 1989; Axelord, 1976). This makes it an interesting tool to understand the strategic vision of managers, for example (Cossette, 1993) or assist in making (Eden et al, 1983, Cossette, 1994).From a pragmatic point of view, methods of data encryption that involves mapping are relatively well documented (Huff, 1990). The graphical representation in which the card may result, which is relatively compact, making it a tool for communication or analysis significant for the consultant or researcher (Eden et al, 1992).Beyond these advantages, the cognitive map is the subject of various methods of preparation can serve different objectives.
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