Stakeholder management in complex product systems: Practices and rationales for engagement and disengagement

Research output: Contribution to journalArticleScientificpeer-review


Research units

  • University of Oulu


Collaboration with stakeholders has become a cornerstone of contemporary business; however, absolute collaboration is not trouble-free. The present study explores how and why firms engage and disengage external stakeholders in their value-creating activities in complex product systems over time. From the existing research on stakeholder management, we know that actor roles, strategies, reasons and challenges of engaging external stakeholders in innovation and business activities vary across contexts. However, additional research is needed
to construct a more comprehensive understanding of the practices as well as their rationales by which firms engage or disengage external stakeholders in complex product systems. Our empirical study of a European district development megaproject improves the current understanding of stakeholder management in complex product systems contexts. We derive nine practices and four rationales that timely describe the engagement and disengagement of external stakeholders. The study develops a processual model of stakeholder management in complex product systems with implications for both stakeholder management literature and managerial practice. 


Original languageEnglish
Pages (from-to)58-70
Number of pages13
JournalIndustrial Marketing Management
Early online date7 Sep 2018
Publication statusPublished - May 2019
MoE publication typeA1 Journal article-refereed

    Research areas

  • Stakeholder engagement Stakeholder disengagement Complex product system Megaproject Practice Rationale Systemic perspective, Stakeholder disegagement, Complex product system, Megaproject, Practice, Rationale, Systemic perspective

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