STAKEHOLDER THEORY, CORPORATE GOVERNANCE, AND COGNITIVE MAPPING TECHNIQUES

This theme is important because it helps us to understand the definition of stakeholders, their theory, corporate governance and cognitive mapping techniques clearly.Stakeholders theory suggests that the purpose of a business is to create as much value as possible for stakeholders. In order to succeed and be sustainable over time, executives must keep the interests of customers, suppliers, employees, communities and shareholders aligned and going in the same direction. Innovation to keep these interests aligned is more important than the easy strategy of trading off the interests of stakeholders against each other. By managing for stakeholders, executives will also create as much value as possible for shareholders and other financiers.The research of problems of the corporative management in modern condition is actual for people involved in this environment. Our goal is to develop an original definition of the concept involved in using the cognitive mapping technique. Through the analysis of different matrices and by calculating the weights of different concepts, our definition of "Stakeholders" consists of the following concepts: group, company, organizational objectives and organizational actions.The practical meaning of this work is exact classification of stakeholders. Using cognitive mapping tool we seek to bring together all of these definition and derive the original definition of the concept, which alone represents a core reference for the field of corporate governance. The use of this tool stems from these advantages in terms of subject matter: it is accurate enough to capture perceptual filters and idiosyncratic vision of a person (Langfield-Smith, 1992). Proposing a definition of "stakeholder" from concept: Group, Business, Organizational Objectives and Actions. In developing this definition we will try to find a relationship between these concepts. This relationship involves both concept of "organizational goal" and "organizational actions" since the concept "stakeholders" reflects a "group" and the place of existence in the "business". By analyzing the graphs of indirect influence we found a potentially important influence we between these two concepts "group" and "business". This indirect influence is through two concepts "organizational goal" and "organizational action". To understand these two concepts we use theories of organizational learning, the framework for us is to link these concepts to find a relationship and "theory of organizational learning". Learning is based on the principle of perfectibility of an individual in a social en