Organisations are responsible for the impact of their decisions and actions on society and environment. This responsibility should be exercised by, among others, transparent and ethical conduct, which contributes to sustainable development, including the welfare and health of society, consideration of the stakeholders’ expectations, maintaining compliance with the current law, and coherence with international standards of conduct, and should be integrated with the organisation’s actions and exercised in its relations. An organisation’s social responsibility, aside from the fact that it is an obligation towards society, can bring the organisation measurable benefits in the long-term, such as an increase in the interest of investors, for whom a company’s financial credibility is often dependent on its social credibility, improved consumer and stakeholder loyalty, as well as increased competitiveness. The purpose of this article, the consideration of which is embedded in stakeholder theory, is to answer the question of whether Polish stock exchange companies identify their stakeholders, and to identify the possible effects of such identification on the organisations. From among 102 organisations that took part in CATI (computer-assisted telephone interview) studies, 28% identify their stakeholders. It is interesting that organisations that identify their stakeholders generated positive financial results more often than organisations that do not identify them. Organisations that identify their stakeholders are more transparent, i.e., disclose their non-financial information. On the other hand, organisations that do not identify their stakeholders do not practically disclose any non-financial information. In the light of the analysis of the subject literature and the obtained results of our research, we deem it necessary to analyse the stakeholders and assess their expectations in order to select the optimal level of co-operation with the stakeholders—in terms of the entity’s vision—and consider their needs in the company value generation strategy. This action offers managers more resources to achieve success.
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