A Five-Sided Model Of Stakeholder Influence

Abstract

Abstract This article aims to contribute to stakeholder theory by comparing the arena in which public managers make decisions. The description is based on a cross-national investigation carried out in England (2002) and in Brazil (2006). It offers descriptive and normative contributions about how Brazilian and English public sector managers perceive stakeholder influence. The analysis is depicted into a model that helps to evaluate the effect of stakeholder influences on decision making. According to this model, managers make decisions regulated, collaborated, oriented, legitimized and inspected by some influential stakeholders that need to be taken into account in their performance management.