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Based on stakeholder salience theory, companies can determine the salience through stakeholders' legitimacy, urgency, and power.
Mitchell et al. (1997) defined stakeholders' salience theory based on their characteristics, legitimacy, power, and urgency, which provide a theoretical basis for this paper.
According to stakeholder salience theory, companies and managers can justify different stakeholders' importance to them based on stakeholders' characteristics of legitimacy, urgency and power.
To explain this contradiction, this paper tries to introduce political connection and, based on stakeholder salience theory, to test how political connection changes managers' perception of stakeholders' relative importance and cause changes in stakeholders' satisfaction level of social responsibility requirement.
With respect to anticipatory responding, the proposed model is equivalent to the "incentive salience" theory.
Therefore, in our reading and unlike our framework, the incentive salience theory cannot give a computational account of anticipatory responding.
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Leverage-Salience Theory can again explain these findings.
According to leverage-salience theory [ 29], individuals attend to different criteria when deciding to return a survey and, further, assign to each criterion different weights and importance.
Some theories of dopamine, like the incentive salience hypothesis of Berridge and Robinson [1], suggest that this is instantiated in biases of perception and attention.
Hundreds of empirical studies have provided support for the theory by confirming something called the mortality salience hypothesis.
Another challenge to salience-based theories of reference is that it is highly unclear that any single object is ever maximally salient relative to a context, rather than relative to a context and a sortal or kind.
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