1.4 Theory - Stakeholder
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“any group or individual who can affect or is affected by the achievement of the organization’s objectives”. Sharma and Starik (2004, p. 16) maintain that “Stakeholders […] exist at different organizing levels and according to Phillips (2003, p. 13), each organization identifies different stakeholders. Phillips (2003, p. 16) argues that stakeholder theory deals with moral principals and that it is important to pay attention to “the interests and well-being of those who can assist or hinder the achievement of the organization’s objectives”.
Phillips (2003, pp. 28-29) distinguishes normative and derivative stakeholders:
Normative stakeholders are those to whom the organization has a direct moral obligation to attend to their well-being […] such as financiers, employees, customers, suppliers, and local communities. Alternatively, derivative stakeholders are those groups or individuals
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1.5 Identify stakeholders
According to the Glossary of BMW Group, the company’s stakeholders are “primarily customers, employees and shareholders and special interest groups, as well as municipalities worldwide where the BMW Group operates” (Sustainable Value Report, 2008).
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Table of Contents
1. Introduction
1.1 Who is the organization
1.2 Organizational Structure
1.3 Industry & Activities
1.4 Theory - Stakeholder
1.5 Identify stakeholders
1.6 Conclusion
Research Objectives and Core Themes
The primary objective of this assignment is to provide a comprehensive overview of BMW Motorrad Australia, focusing on its organizational structure, key business activities, and the identification of its stakeholder environment based on established management theory.
- Overview of the corporate structure of BMW Motorrad Australia.
- Analysis of business operations and industry positioning.
- Application of Stakeholder Theory to the automotive sector.
- Categorization of normative and derivative stakeholders.
Excerpt from the Publication
1.5 Identify stakeholders
According to the Glossary of BMW Group, the company’s stakeholders are “primarily customers, employees and shareholders and special interest groups, as well as municipalities worldwide where the BMW Group operates” (Sustainable Value Report, 2008). In the following, the stakeholders of BMW Motorrad Australia will be identified in detail.
Normative stakeholders of BMW Motorrad Australia are mainly authorized dealers marketing and selling motorcycles. Furthermore, road transporters, shippers, and clearing agents – delivering the motorcycles to Australia – need to be considered as normative stakeholders. Customers buying BMW motorcycles in Australia are also significant stakeholders to whom BMW has a direct moral obligation: It is very important that the customers are satisfied and content with the products and services. As BMW Motorrad sells different types of motorcycles, the company identifies different types of customers. Furthermore, BMW Motorrad Australia has many employees which need to be considered as normative stakeholders. Other companies working for and with BMW Group and therefore with BMW Motorrad are also important. The global management consulting and outsourcing company Accenture, for example, will help BMW Group consolidate a vendor network of its application operations service providers in areas including production, sales, logistics, finance and human resources. Accenture will also help BMW make overall IT processes more reliable, predictable and efficient (Accenture, 2009).
Another example is the market-research company DYG, which cooperates with BMW and develops its advertising campaigns (Kellogg, 2010). Moreover, shareholders and investors investing in BMW and its motorcycles do also affect the company and are affected by its achievements.
Summary of Chapters
1. Introduction: Presents an overview of the organization and establishes the study's focus on stakeholder identification.
1.1 Who is the organization: Details the history and status of BMW Motorrad Australia within the larger BMW Group.
1.2 Organizational Structure: Outlines the management hierarchy and the relationship between the Munich headquarters and Australian operations.
1.3 Industry & Activities: Describes the core business focus of BMW, including motorcycle production, sales, and the dealership network in Australia.
1.4 Theory - Stakeholder: Provides a theoretical foundation by defining stakeholder concepts according to Freeman, Phillips, and others.
1.5 Identify stakeholders: Applies the theoretical framework to identify specific normative and derivative stakeholders for BMW Motorrad Australia.
1.6 Conclusion: Summarizes the key objectives and the necessity of managing stakeholder relationships to maintain market leadership.
Keywords
BMW Motorrad Australia, Stakeholder Theory, Organizational Structure, Automotive Industry, Normative Stakeholders, Derivative Stakeholders, Corporate Strategy, Dealer Network, Market Research, BMW Group, Stakeholder Management, Business Objectives, Supply Chain, Customer Satisfaction, Corporate Responsibility
Frequently Asked Questions
What is the core focus of this assignment?
This work provides an analytical overview of BMW Motorrad Australia, examining its internal structure and the external stakeholders that influence its business activities.
Which specific areas of the organization are discussed?
The paper covers the corporate history, organizational hierarchy, the dealership network, marketing operations, and the overall stakeholder environment.
What is the primary objective of the research?
The aim is to identify and categorize the key stakeholders of BMW Motorrad Australia using established academic stakeholder theories to understand how the company maintains its market position.
What methodology is applied in this study?
The study utilizes a descriptive approach, applying Freeman’s and Phillips’ Stakeholder Theory to map out the company's normative and derivative relationships.
What are the main topics covered in the body of the text?
The main body investigates the company's background, management structures, business objectives, and a detailed breakdown of stakeholders like customers, employees, suppliers, and media.
Which keywords define this document?
Key terms include BMW Motorrad Australia, Stakeholder Theory, Organizational Structure, Corporate Strategy, and Normative/Derivative Stakeholders.
How does the author distinguish between stakeholder types?
The author uses Phillips’ framework to separate normative stakeholders (those with a direct moral obligation to the firm, such as employees and customers) from derivative stakeholders (those who can impact the firm without a moral link, such as the media).
What role do external companies like Accenture play for BMW?
External partners like Accenture are identified as critical stakeholders that assist BMW in optimizing internal operations, such as logistics, IT processes, and sales networks.
Why is the dealership network considered a key stakeholder group?
Dealers are vital for marketing, selling, and servicing products in the Australian market, making them essential normative stakeholders for the organization.
How is the environmental aspect integrated into the stakeholder analysis?
The author mentions that the Australian government and environmental regulations are significant factors, requiring the company to manage carbon emission impacts as part of its responsibilities.
- Quote paper
- Anonym (Author), 2010, BMW Motorrad Australia, Munich, GRIN Verlag, https://www.grin.com/document/148487
