Though the customer journey (CJ) is gaining traction, its limited customer focus overlooks the dynamics characterizing other stakeholders’ (e.g., employees’/suppliers’) journeys, thus calling for an extension to the stakeholder journey (SJ). Addressing this gap, we advance the SJ, which covers any stakeholder’s journey with the firm. We argue that firms’ consideration of the SJ, defined as a stakeholder’s trajectory of role-related touchpoints and activities, enacted through stakeholder engagement, that collectively shape the stakeholder experience with the firm, enhances their stakeholder relationship management and performance outcomes. We also view the SJ in a network of intersecting journeys that are characterized by interdependence theory’s structural tenets of stakeholder control, covariation of interest, mutuality of dependence, information availability, and temporal journey structure, which we view to impact stakeholders’ journey-based engagement and experience, as formalized in a set of Propositions. We conclude with theoretical (e.g., further research) and practical (e.g., SJ design/management) implications.

尽管客户旅程 (CJ) 越来越受欢迎，但其有限的客户关注点忽略了其他利益相关者（例如，员工/供应商）旅程的动态特征，因此需要扩展利益相关者旅程(SJ)。为了解决这一差距，我们推进了 SJ，它涵盖了任何利益相关者与公司的旅程。我们认为，公司对 SJ 的考虑，定义为利益相关者与角色相关的接触点和活动的轨迹，通过利益相关者参与制定，共同塑造利益相关者与公司的体验, 加强他们的利益相关者关系管理和绩效成果。我们还在交叉旅程网络中查看 SJ，其特征是相互依存理论的利益相关者控制的结构原则、利益的协变、依赖的相互性、信息可用性和时间旅程结构，我们认为这会影响利益相关者基于旅程的参与和经验，在一组命题中正式化。我们总结了理论（例如，进一步研究）和实践（例如，SJ 设计/管理）的影响。