This research monograph empirically examines the attitudes of
managers and managerial students in Australia, China and Indonesia
toward the perceived 'prominence' and 'salience' of selected
organisational stakeholders, and their subsequent 'class'. This
study develops a 'positive' approach to stakeholder theory by
exploring how political, social and economic factors in each of the
three countries are likely to shape managerial attitudes towards
stakeholder prominence. Australia, China and Indonesia are selected
for examination because of their uniqueness in terms of their
social and economic development, and religious and cultural
traditions, which in turn have shaped both their formal and
informal corporate governance systems.
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