Owning a piece of something and having something at stake in it are not the same claim — and the second one is much larger than the first.
R. Edward Freeman’s 1984 Strategic Management: A Stakeholder Approach reframed corporate accountability around everyone genuinely affected by a firm’s decisions — employees, customers, communities, suppliers — not only the shareholders with a formal ownership claim. The move was deliberately expansive: it treats “who has standing to be considered” as a much larger circle than “who legally owns this.”
Naming specific people as stakeholders in a smaller system, a shared fund, a family vault, does the same reframing at a much smaller scale: it names, explicitly, who has a legitimate interest in seeing the full picture, rather than leaving that circle implicit or contested after the fact.
Source: Freeman, R.E., Harrison, J.S., Wicks, A.C., Parmar, B.L. & de Colle, S., Stakeholder Theory: The State of the Art, Cambridge University Press, 2010 (documenting Freeman’s 1984 original).