The Salience Model of Power, Legitimacy and Urgency of Stakeholder Management

 The Salience Model, developed by Mitchell, Agle, and Wood in 1997, is a framework used in stakeholder management to analyze and categorize stakeholders based on their salience, which refers to the importance or significance of stakeholders to an organization or project. The model helps organizations identify and prioritize stakeholders based on three dimensions of salience: power, legitimacy, and urgency.

Power: Power refers to the ability of stakeholders to influence the organization or project. It can be derived from various sources, such as position, expertise, resources, or relationships. Stakeholders with high power can exert significant influence on decision-making processes and outcomes.

Legitimacy: Legitimacy refers to the perceived validity or appropriateness of stakeholders' involvement in the organization or project. It is based on societal norms, cultural expectations, and stakeholders' rights or claims. Legitimate stakeholders are those who have a valid and recognized interest in the organization's activities.

Urgency: Urgency reflects the time-sensitivity or criticality of stakeholders' claims or needs. Stakeholders with high urgency require immediate attention or response. Their issues or concerns may have significant consequences if not addressed promptly.

The Salience Model categorizes stakeholders into four groups based on the combination of their power, legitimacy, and urgency:

Dormant Stakeholders: These stakeholders have low salience because they possess minimal power, legitimacy, and urgency. They have limited influence on the organization or project and may not require significant attention or resources.

Discretionary Stakeholders: Discretionary stakeholders have some salience but are not highly influential. They may possess legitimacy but lack significant power or urgency. Organizations have discretion in determining their level of engagement with these stakeholders.

Dominant Stakeholders: Dominant stakeholders have high power but may not possess high legitimacy or urgency. They have significant influence over the organization or project and require careful management and engagement to ensure their support or mitigate potential conflicts.

Dependent Stakeholders: Dependent stakeholders have high salience due to their high legitimacy or urgency, but they may have limited power. They rely on the organization or project to address their needs or concerns. It is important to address their issues and ensure their satisfaction to maintain a positive relationship.

By applying the Salience Model, organizations can prioritize their stakeholder engagement efforts, allocate resources effectively, and develop tailored strategies to manage stakeholder relationships based on their relative importance and influence. It helps organizations focus on key stakeholders and build constructive relationships to enhance project success and organizational sustainability.