ABSTRACT
Social structure is the pattern of interrelationships between social actors, specifically measured as a social network. Stakeholder theory suggests that the network of each forest products firm would be influenced by the amount of power held by the stakeholders and by the social responsiveness of the firm. For forest products firms working on forest policy, stakeholder and network perspectives suggest that firms would have different types of structural positions, depending on stakeholder power and firm social behaviour. The referendum attempted to change the regulation of forest practices, most notably eliminating the practice of clear-cutting. The firm–stakeholder networks provide illustration of the stakeholder relationships. These networks depict the firms that perceive the highest and lowest amounts of stakeholder power and those firms with the highest and lowest amount of social responsiveness. To ascertain the influences of stakeholder power and firm social responsiveness on structural position, 12 forest products firms and 11 stakeholders were interviewed using a questionnaire.
