Mervyn King, Leigh Roberts (2013)

„Building positive ongoing stakeholder relationships for a company in the 21st century means: 1. knowing who the key stakeholders are 2. understanding the company’s dependency on each stakeholder group 3. understanding how the company impacts on each stakeholder group 4. understanding how each stakeholder group views the value or benefit oft he relationship with the company, and their legitimate needs, interests, concerns and expectations; and keeping stakeholders informed on the company’s progress and responiveness 5. proactively managing the feedback from stakeholders, responding to their legitimate needs and interests, and reporting on the progress and the outcomes.“
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AA1000 Stakeholder Engagement Standard (2015)

„Stakeholder engagement is the process used by an organisation to engage relevant stakeholders for a purpose to achieve agreed outcomes.“
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Philip Kotler (2003)

„Companies are becoming increasingly dependent on their employees, their suppliers, their distributors and dealers, and their advertising agency. This dependence involves some loss of company freedom of action, but it increases the prospect of higher productivity and profitability. The key is for the company to form close relationships with its stakeholders. The company needs build a network of partners that all gain from their joint strategy and behavior. Mutual trust is the bond. Selecting good partners and motivating them is the key to stakeholder marketing.“
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James E. Grunig, Fred C. Pepper (1992)

„Strategically managed public relations (…) is designed to build relationships with the most important stakeholders of an organization.“
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W. H. Newman (1979)

„Strategy deals in large part, but not entirely, with a configuration of relationships between the company and such external „contributors“. They may be called resources, or interest groups, or in system jargon, „inputs“. Since the company benefits from, and is dependent upon, a continuing cooperative exchange relationship with each stakeholder group, wise strategy formulation and implementation is vital to the company’s existence.“
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William R. Dill (1975)

„For a long time, we have assumed that the views and initiatives of stakeholders could be dealt with as externalities to the strategic planning and management process: as data to help management shape decisions, or as legal and social constraints to limit them. We have been reluctant, though, to admit the idea that some of these outside stakeholders might seek and earn active roles with management to make decisions. The move of today is from stakeholder influence toward stakeholder participation.“
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