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According to Hart and Sharma (2004), engaging fringe stakeholders allows companies to identify innovative ideas that will ultimately make them more competitive.
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Innovators must look at the fringes of stakeholder groups and ask: What can we learn from those who are most intense in their complaints or enthusiasm that we could apply to our company or our role?
Although this content was clearly reactionary in nature, it also illustrates Gap's awareness of the need to consider the needs of diverse stakeholders, including fringe groups, in an attempt to engender goodwill and minimize the likelihood of organized responses to unpopular business decisions (Hart & Sharma, 2004).
The venues and companies team can assist with impartial and confidential guidance on all aspects of your time at the fringe, including legal issues, stakeholder conflicts and can be a general sounding board for any concerns.
Always straighten your side fringe.
Communications referenced a wide array of stakeholder groups, including fringe groups such as the media, minorities, nongovernmental organizations, students, and sponsored athletes.
Hart and Sharma (2004) addressed the importance of proactively seeking out "fringe" [i.e., secondary] stakeholders to build goodwill and minimize the likelihood of organized responses (e.g., boycotts and negative publicity) to adverse business situations.
This requires motivation, conviction and commitment among major stakeholders, i.e., the forest fringe dwellers as well as forest officials.
Fringe benefits.
Or fringe?
There are fringes on the fringe and fringes on the fringes of the fringe.
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CEO of Professional Science Editing for Scientists @ prosciediting.com