Managers must have a deep understanding of which of their firm’s stakeholders have the kinds of resources that are likely to contribute to the creation of economic profits. In this sense, stakeholder analysis is not just an add-on to managerial decision-making designed to maximize shareholder wealth.
Jay B. Barney
University of Utah
Jay Barney, Presidential Professor of Strategic Management, holds the Pierre Lassonde Chair in Social Entrepreneurship at the David Eccles School of Business at The University of Utah. He holds honorary visiting appointments at Peking University (Beijing), Sun Yat Sen University (Guangzhou), Waikato University (New Zealand), and Brunel University (UK) and has received honorary doctorate degrees (Lund University, Sweden; Copenhagen Business School, Denmark; and the Universidad Pontificia Comillas, Madrid, Spain). He served on the Executive Committee of the Business Policy and Strategy Division of the Academy, and as President of the Division, was elected a fellow of the Academy of Management and a Fellow of the Strategic Management Society, and received the Irwin Outstanding Educator Award for the Business Policy and Strategy Division of AOM. Professor Barney has served on various editorial boards, as Associate Editor at the Journal of Management, Senior Editor at Organization Science, and currently as Senior Editor at the Strategic Entrepreneurship Journal. He has published over 100 articles and book chapters and six books. His research focuses on identifying the attributes of firm resources and capabilities that enable firms to gain and sustain a competitive advantage. In addition, he has begun doing research on entrepreneurship and corporate social responsibility, with special emphasis on entrepreneurship among the abject poor. He has an active consulting practice.