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Circularity of Wastes: Stakeholders Identity and Salience for Household Solid Waste Management in Cimahi City, West Java Province, Indonesia

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Towards Zero Waste

Part of the book series: Greening of Industry Networks Studies ((GINS,volume 6))

Abstract

This paper presents the operationalisation of stakeholders identity and salience theory (Mitchell RK, Agle BR, Wood, DT, Acad Manag Rev 22(4):853–886, 1997) with the purpose to classify the stakeholders involved in the household solid waste management in Cimahi City, West Java Province, Indonesia. This classification will benefit circularity of solid waste management strategies that involve diverse actors needing to collaborate. Several studies have been conducted to identify the stakeholders in solid waste management, but none has been carried out yet to classify their salience in the systematic approach described by Mitchell’s theory. Such classification aims to draw a line between the stakeholders who play a vital role in the household solid waste management process and those who have minor contributions towards the process. Hence, the research questions aligned to this aim are: (1) Who are the stakeholders of household solid waste management in Cimahi City? And (2) who are the most salient stakeholders of household solid waste management in Cimahi City? The research utilised a qualitative method approach. Data collection techniques contained in-depth interviews, non-participant observations and reading documentation. Triangulation was applied to validate the collected data. Even further, data was analysed by the Miles and Huberman model. The result of this research has identified stakeholders with important influence and impacts on the household solid waste management in Cimahi City. The identified stakeholders were classified into two categories: (1) formal sector (government, NGOs and private ones) and (2) informal sector (not officially registered waste collectors and recycling entities). The stakeholder salience for household solid waste management depends on their type of activities, which were reducing and handling. In the reducing activities, one of the “definitive” stakeholders affiliates to the Ministry of Environment and Forestry. Whilst for the handling activities, the “definitive” stakeholder comes from the municipality of Cimahi City. Understanding the identity and saliency of stakeholders will help develop household solid waste management strategies with circular economy principles.

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Notes

  1. 1.

    Control based on application of physical means is ascribed as coercive power (Etzioni 1964).

  2. 2.

    The use of material means for controlling purpose constitutes utilitarian power (Etzioni 1964).

  3. 3.

    The use of symbols for control purposes is referred to as normative, normative-social or social power (Etzioni 1964).

  4. 4.

    Dormant stakeholders possess power as attribute to impose their will on the firm, but by not having a legitimate relationship or an urgent claim, their power remains unused (Mitchell et al. 1997).

  5. 5.

    Discretionary stakeholders possess the attribute of legitimacy, but they have no power to influence the firm and urgent claims (Mitchell et al. 1997).

  6. 6.

    Demanding stakeholders, those with urgent claims (urgency attribute) but having neither power nor legitimacy, are the “mosquitoes buzzing in the ears” of managers: irksome but not dangerous, bothersome but not warranting more than passing management attention, if any at all (Mitchell et al. 1997).

  7. 7.

    Dominant stakeholders: in the situation where stakeholders are both powerfull and legitimate, their influence in the firm is assured, since by possessing power with legitimacy, they form the dominant coalition in the enterprise (Mitchell et al. 1997).

  8. 8.

    Dangerous stakeholders: where urgency and power characterise a stakeholder who lacks legitimacy, that stakeholder will be coercive and possibly violent, making the stakeholder “dangerous”, literally, to the firm (Mitchell et al. 1997).

  9. 9.

    Dependent stakeholders, who lack power but who have urgent legitimate claims as dependent (Urgency and legitimate attributes), because these stakeholders depend upon others (other stakeholders or the firm’s managers) for the power necessary to carry out their will (Mitchell et al. 1997)

  10. 10.

    Definitive stakeholders: when dominant stakeholder’s claim is urgent, managers have a clear and immediate mandate to attend to and give priority to that stakeholder’s claim. The most common occurrence is likely to be the movement of dominant stakeholder into the “definitive” category (Mitchell et al. 1997).

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Author information

Authors and Affiliations

  1. Doctoral Program in Environmental Sciences, Universitas Padjadjaran, Bandung, West Java Province, Indonesia

    Vina Septi Suherman

  2. University of Twente, Enschede, The Netherlands

    María-Laura Franco-García

  3. Graduate School on Environmental Sciences, Universitas Padjadjaran, Bandung, West Java Province, Indonesia

    Oekan S. Abdoellah, Denny Kurniadie & Yuli Astuti Hidayati

Authors
  1. Vina Septi Suherman
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  2. María-Laura Franco-García
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  3. Oekan S. Abdoellah
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  4. Denny Kurniadie
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  5. Yuli Astuti Hidayati
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Editors and Affiliations

  1. University of Twente, Enschede, The Netherlands

    María-Laura Franco-García

  2. Walmart Mexico, CDMX, Mexico

    Jorge Carlos Carpio-Aguilar

  3. University of Twente, Enschede, The Netherlands

    Hans Bressers

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Suherman, V.S., Franco-García, ML., Abdoellah, O.S., Kurniadie, D., Hidayati, Y.A. (2019). Circularity of Wastes: Stakeholders Identity and Salience for Household Solid Waste Management in Cimahi City, West Java Province, Indonesia. In: Franco-García, ML., Carpio-Aguilar, J., Bressers, H. (eds) Towards Zero Waste. Greening of Industry Networks Studies, vol 6. Springer, Cham. https://doi.org/10.1007/978-3-319-92931-6_5

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