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A Novel Stakeholder Sustainability Knowledge Management(SSKM) Model: Developing Linkages of Stakeholder Management,Knowledge Management and Triple Bottom Line Performance

Egbunike, Echekoba, Udeh

This paper proposes a novel ‘Stakeholder Sustainability Knowledge Management’ (SSKM) model for corporate managers by integrating three performance dimensions (Stakeholder management, knowledge management and triple bottom line). These concepts have separately been discussed in management literatures as critical success factors for sustainable performance of organizations. As corporate stakeholders absorb knowledge (economic knowledge, social knowledge and environmental knowledge) to judge corporate behaviour, it is proposed that a knowledge management system for re-absorption and utilization of such knowledge by organizations would ultimately strengthen triple bottom line performance of the corporation. Using a sample of 56 respondents, comprising 21 corporate managers and 25 academics, this study examined the connection between stakeholder management, knowledge management and sustainable performance. Three hypotheses were formulated and tested in the study. In addition to descriptive statistics, Two-Sample Kolmogorov-Smirnov test was used in analyzing the primary data. The results of empirical data analysis proved that knowledge is considered as a veritable and succinct organizational resource. And a system for assessing stakeholder needs based on the knowledge absorption process would ultimately meet triple bottom line performance of sustainable organizations. Based on this a framework for the absorption and utilization of such knowledge was proposed.