Stakeholder Mapping and Analysis Assignment 2022

Running head: STAKEHOLDER MAPPING AND ANALYSIS
Stakeholder Mapping and Analysis
Name of the Student
Name of the University
Author Note

1STAKEHOLDER MAPPING AND ANALYSIS
Table of Contents
Introduction......................................................................................................................................2
1. Stakeholder Map of Nike.........................................................................................................2
2. Stakeholder Analysis of Nike...................................................................................................3
2.1. Internal Stakeholders of Nike...........................................................................................3
2.1.1. Employees.....................................................................................................................3
2.1.2. Management of Nike Company....................................................................................3
2.2. External Stakeholders of Nike..........................................................................................4
2.2.1. Customers......................................................................................................................4
2.2.2. Interest Groups..............................................................................................................4
2.2.3. Communities.................................................................................................................4
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Introduction
The stakeholder theory or stakeholder approach of Freeman defines a stakeholder as an
individual or a group of individuals that is capable of influencing or which is capable of being
influenced by the achievement of the objectives and goals of an organization (Freeman, 1999).
Based on this stakeholder theory, this assignment prepares a stakeholder map and analysis of key
internal and external stakeholders of the Nike Company, pointing out in the process, the value
that is accorded by Nike to all of its stakeholders.
1. Stakeholder Map of Nike
Internal Stakeholders
Employees
Management
External Stakeholders
Customers
Community
Interest Groups
Source – As created by author
NIKE INC

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2. Stakeholder Analysis of Nike
2.1. Internal Stakeholders of Nike
2.1.1. Employees
The significance of employees in a company as a stakeholder group is something that is
well recognized by Nike. It is the firm belief of the company that employees are a stakeholder
group that can influence the organizational effectiveness of the business by a considerable
degree. For example, the performance of employees is something that translates directly into the
performance of the business (Voyer et al., 2017). The interests of employees as stakeholders
include career development opportunities, fair compensation as well as a sense of purpose. All of
these stakeholder interests are addressed by the Nike Company through corporate social
responsibility programs and policies which are focused specifically on talent management and
internal leadership development through team building, mentoring and coaching. Such CSR
initiatives on the part of Nike are expected to maximize the ability of the company to produce
advanced and popular athletic equipment, apparel and footwear (Nike.com, 2019).
2.1.2. Management of Nike Company
The top level management of the Nike Company are valued as a stakeholder group as
well. It is the managers and supervisors of the company that are entrusted with the task of
ensuring that the goals and objectives of the organization are duly met, and as such they have a
crucial role to play in ensuring that employees work in a way to enhance organizational
effectiveness. Managers of Nike are rewarded and recognized for their efforts as much as

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employees are, and are also subjected to leadership development from time to time so they can
perform their jobs better (Crane & Livesey, 2017).
2.2. External Stakeholders of Nike
2.2.1. Customers
The corporate social responsibility strategies and initiatives and strategies that are
undertaken by Nike clearly reveal that it is customers who are valued or are given top most
priority as a stakeholder group. The customers are treated by Nike as a significant stakeholder
group as they affect the revenue of the company through their purchase of sports shoes,
equipment and apparel. Some of the key interests of these stakeholders of Nike are products of
high quality and reasonable prices, and which are met by Nike through significant research and
development investments, with high quality products using advanced technology being offered
by Nike for its customers, always (Voyer et al., 2017).
2.2.2. Interest Groups
There are interest groups that occupy a place in the stakeholder mapping of the Nike
Company, and whose interests constitute fair labor practices, environmental conservation and
business sustainability among other things. Such interests are addressed by Nike Inc through
sponsorships, policies that are designed to improve labor practices and policies that are designed
to improve environmental impact (Crane & Livesey, 2017).
2.2.3. Communities
The value of community as a stakeholder group is clearly evident with reference to Nike.
Since consumers have a greater tender to purchase products and services that have a positive and
beneficial impact on community life, Nike Inc addresses community interests, and this is does

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through the Nike Foundation. For instance, community development programs were started by
Nike in 2005, in developing countries of the world, with a focus on supporting and ensuring the
empowerment of girl children (Nike.com, 2019).
Conclusion
Thus, Nike Inc is a company that clearly values its internal and external stakeholders. All
of the corporate social responsibility initiatives undertaken by the company are aimed at meeting
the interests and requirements of stakeholders.

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References
Crane, A. and Livesey, S., 2017. Are you talking to me?: stakeholder communication and the
risks and rewards of dialogue. In Unfolding stakeholder thinking 2 (pp. 39-52).
Routledge.
Freeman, R. E. (1999). Divergent stakeholder theory. Academy of management review, 24(2),
233-236.
Nike.com. (2019). Retrieved 10 August 2019, from https://www.nike.com/au/
Voyer, B.G., Kastanakis, M.N. and Rhode, A.K., 2017. Co-creating stakeholder and brand
identities: A cross-cultural consumer perspective. Journal of Business Research, 70,
pp.399-410