Shapeholders : : Business Success in the Age of Activism /

Shapeholders : : Business Success in the Age of Activism / / Mark Kennedy.

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Today, all it takes is one organizational misstep to sink a company's reputation. Social media can be a strict ethical enforcer, with the power to convince thousands to boycott products and services. Executives are stuck on appeasing stakeholders-shareholders, employees, and consumers-but they...

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Superior document:Title is part of eBook package: De Gruyter Columbia University Press Complete eBook-Package 2017
VerfasserIn:
Kennedy, Mark,
Place / Publishing House:New York, NY : : Columbia University Press, , [2017]
©2017
Year of Publication:2017
Language:English
Series:Columbia Business School Publishing
Online Access:
Physical Description:1 online resource (272 p.)
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505 0 0 |t Frontmatter --   |t Contents --   |t Preface --   |t Acknowledgments --   |t Introduction: From the Heart of a Businessman --   |t Who Are the Shapeholders? --   |t 1. Shapeholders --   |t 2. Social Activists --   |t 3. The Media --   |t 4. Politicians --   |t 5. Regulators --   |t Seven Steps to Shapeholder Success --   |t 6. Align with a Purpose --   |t 7. Anticipate --   |t 8. Assess --   |t 9. Avert --   |t 10. Acquiesce --   |t 11. Advance Common Interests --   |t 12. Assemble to Win --   |t 13. Pope Francis, a CEO Worth Emulating --   |t Notes --   |t Index 
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520 |a Today, all it takes is one organizational misstep to sink a company's reputation. Social media can be a strict ethical enforcer, with the power to convince thousands to boycott products and services. Executives are stuck on appeasing stakeholders-shareholders, employees, and consumers-but they ignore shapeholders, regulators, the media, and social and political activists who have no stake in a company but will work hard to curb what they see as bad business practices. And they do so at their own peril.In Shapeholders: Business Success in the Age of Activism, former congressman, Fortune 500 executive, and university president Mark Kennedy argues that shapeholders, as much as stakeholders, have significant power to determine a company's risks and opportunities, if not its survival. Many international, multi-billion-dollar corporations fail to anticipate activism, and they flounder on first contact. Kennedy zeroes in on the different languages that shapeholders and companies speak and their contrasting metrics for what constitutes acceptable business practice. Executives, he argues, must be visionaries who find profitable-and probable-collaborations to diffuse political tensions. Kennedy's decision matrix helps corporations align their business practices with shapeholder interests, anticipate their demands, and assess changing moral standards so that together they can plan a profitable route forward. 
530 |a Issued also in print. 
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588 0 |a Description based on online resource; title from PDF title page (publisher's Web site, viewed 02. Mrz 2022) 
650 0 |a Corporate governance. 
650 0 |a Corporations  |x Moral and ethical aspects. 
650 0 |a Corporations  |x Public relations. 
650 0 |a Social responsibility of business. 
650 0 |a Strategic planning. 
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