000 02908cam a22004098i 4500
001 ocn965805757
003 OCoLC
005 20180722224650.0
008 170120t20172017nyua b 001 0 eng
010 _a 2016046846
040 _aDLC
_beng
_erda
_cDLC
_dBTCTA
_dBDX
_dOCLCF
_dOCLCO
_dOCLCQ
_dFM0
_dYDX
_dOCLCQ
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020 _a9780231180566
_q(cloth ;
_qalk. paper)
020 _a023118056X
_q(cloth ;
_qalk. paper)
035 _a(OCoLC)965805757
042 _apcc
092 _a658.408
_bK36
049 _aNFGA
100 1 _aKennedy, Mark,
_d1957-
_eauthor.
_9334273
245 1 0 _aShapeholders :
_bbusiness success in the age of activism /
_cMark R. Kennedy.
263 _a1705
264 1 _aNew York :
_bColumbia University Press,
_c[2017]
264 4 _c©2017
300 _axx, 281 pages :
_billustrations ;
_c24 cm.
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
490 0 _aColumbia Business School publishing
504 _aIncludes bibliographical references (pages 243-268) and index.
505 0 _aIntroduction: From the heart of a businessman -- Who are the shapeholders? -- Shapeholders -- Social activists -- The media -- Politicians -- Regulators -- Seven steps to shapeholder success -- Align with a purpose -- Anticipate -- Assess -- Avert -- Acquiesce -- Advance common interests -- Assemble to win -- Pope Francis, a CEO worth emulating.
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. 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" --Inside jacket.
650 0 _aSocial responsibility of business.
_959790
650 0 _aCorporations
_xPublic relations.
_9173230
650 0 _aCorporations
_xMoral and ethical aspects.
_9223268
650 0 _aCorporate governance.
_9334274
650 0 _aStrategic planning.
_941049
994 _aC0
_bNFG
999 _c254693
_d254693