Stakeholder Influence Strategies and Value Creation by New Ventures


  • Radha Chaganti Rider University
  • Candida G. Brush Boston University
  • Cengiz Haksever Rider University
  • Ronald G. Cook Rider University


New ventures bring the founders' visions to fruition, creating positive benefits for entrepreneurs and stakeholder groups. Simultaneously, these efforts may disrupt and destroy existing means of production, distribution, and consumption thus imposing- costs, or even creating negative values for stakeholders. This paper describes the types of value that are likely to be created and destroyed, and examines the value-related interactions between stakeholders and new ventures. We draw upon entrepreneurship literature, stakeholder theory, and the resource dependence perspective to develop a framework illustrating these interactions, then we explore the effects of stakeholder salience and dependence on influence strategies that new ventures may employ under conditions of low agreement of value goals, and suggest propositions for different influence strategies and value outcomes.


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How to Cite

Chaganti, R., Brush, C. G., Haksever, C., & Cook, R. G. (2002). Stakeholder Influence Strategies and Value Creation by New Ventures. Journal of Small Business Strategy, 13(2), 1–15. Retrieved from




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