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Learning by Negotiation: Stake and Salience in Implementing a Journal Management System

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Financial Environment and Business Development

Part of the book series: Eurasian Studies in Business and Economics ((EBES,volume 4))

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Abstract

This research investigates how an international academic journal implements a new journal management system to overcome their knowledge management issues. By adopting a case study approach, the stakeholders involved within the project are identified, and their salience for the organization is mapped. By providing an account of how these stakeholders negotiated each other, the case highlights how these negotiations are learning processes, showing that learning process is not a conflict-free process. The case also shows that the stakeholder salience changes throughout the project, thus raising the importance of viewing these negotiations as learning platforms rather than just arenas of power struggles, to use them as opportunities to identify possible future stakeholders.

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Acknowledgments

This research has been financially supported by the Swedish Research School of Management and IT. I am grateful to the participants of the EIS seminar at Linköping University for their comments.

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Authors and Affiliations

  1. Industrial Economics, IEI, Linköping University, Linköping, Sweden

    Özgün Imre

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  1. Özgün Imre
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Correspondence to Özgün Imre .

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Editors and Affiliations

  1. Faculty of Political Sciences, Istanbul Medeniyet University, Istanbul, Turkey

    Mehmet Huseyin Bilgin

  2. MUFG Union Bank, San Francisco, California, USA

    Hakan Danis

  3. Faculty of Tourism, Istanbul Medeniyet University, Istanbul, Turkey

    Ender Demir

  4. Eurasia Business and Economic Society, Fatih Istanbul, Turkey

    Ugur Can

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Imre, Ö. (2017). Learning by Negotiation: Stake and Salience in Implementing a Journal Management System. In: Bilgin, M., Danis, H., Demir, E., Can, U. (eds) Financial Environment and Business Development. Eurasian Studies in Business and Economics, vol 4. Springer, Cham. https://doi.org/10.1007/978-3-319-39919-5_27

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