Abstract
In an era of globalization, rapid technological changes and intense competition, new forms of organizational designs and networks have replaced traditional forms of organizations. Interconnections among businesses and their various stakeholders including suppliers, customers providers, employees and others are now more rapid and complex as they are facilitated by advanced information technology and systems.
This research addresses these changes by examining managers' perceptions of the stakeholders that were viewed as responsible for initiating change and innovation in their respective organizations. This paper presents the results of an empirical research project of 218 managers from major companies. Particular focus is placed on identifying which specific groups were critical stakeholders for the changes, and assessing their legitimacy, power and authority in relation to specific change initiatives and outcomes. Implications of the findings are discussed regarding process changes and reengineering within organizations and business networks.