The Stakeholder Salience Model, developed by Mitchell, Agle, and Wood (1997), is a framework for identifying and classifying stakeholders. It assesses stakeholders based on three key attributes: power, legitimacy, and urgency. Power refers to the stakeholder's ability to influence the organisation. Legitimacy is the perceived validity or appropriateness of a stakeholder's claim. The third attribute, urgency, relates to the degree to which a stakeholder's claim demands immediate attention. The combination of these attributes determines a stakeholder's "salience" or importance to the organisation. From the options provided, power and legitimacy are two of these three core attributes.

C. interest: This is a key variable in the Power/Interest Matrix (Mendelow's Matrix), a different stakeholder mapping tool, not the Salience Model which uses 'urgency' instead.

D. level: This term is too general and is not a specific, defined attribute within the Stakeholder Salience Model framework.

E. attitude: While a stakeholder's attitude (e.g., supportive, opposed) is important for management strategy, it is not one of the three defining attributes of the Salience Model.

1. Mitchell

R. K.

Agle

B. R.

& Wood

D. J. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review

22(4)

853–886. In the abstract and throughout the paper (e.g.

p. 865-869)

the authors define and elaborate on the three key attributes: "We suggest that stakeholders can be identified by their possession or attributed possession of one

two

or all three of the following attributes: (1) the stakeholder's power to influence the firm

(2) the legitimacy of the stakeholder's relationship with the firm

and (3) the urgency of the stakeholder's claim on the firm." DOI: https://doi.org/10.2307/259247

2. Neville

B. A.

Bell

S. J.

& Whitwell

G. J. (2011). Stakeholder Salience Revisited: Refining

Redefining

and Refueling an Underdeveloped Conceptual Tool. Journal of Business Ethics

102(3)

357–378. This paper reviews and builds upon the original model

confirming the foundational attributes as power

legitimacy

and urgency. DOI: https://doi.org/10.1007/s10551-011-0814-9