LEADER 03790nam 2200625 450 001 9910820071103321 005 20200520144314.0 024 7 $a10.7312/kenn18056 035 $a(CKB)3710000001386330 035 $a(DE-B1597)480293 035 $a(OCoLC)1038468047 035 $a(OCoLC)969973739 035 $a(OCoLC)984681227 035 $a(DE-B1597)9780231542784 035 $a(Au-PeEL)EBL5276016 035 $a(CaPaEBR)ebr11529507 035 $z(PPN)23390025X 035 $a(PPN)201890038 035 $a(MiAaPQ)EBC5276016 035 $a(EXLCZ)993710000001386330 100 $a20180326h20172017 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aShapeholders $ebusiness success in the age of activism /$fMark R. Kennedy 210 1$aNew York :$cColumbia University Press,$d2017. 210 4$dİ2017 215 $a1 online resource (304 pages) 225 0 $aColumbia Business School Publishing 311 $a0-231-18056-X 311 $a0-231-54278-X 320 $aIncludes bibliographical references and index. 327 $tFrontmatter -- $tContents -- $tPreface -- $tAcknowledgments -- $tIntroduction: From the Heart of a Businessman -- $tWho Are the Shapeholders? -- $t1. Shapeholders -- $t2. Social Activists -- $t3. The Media -- $t4. Politicians -- $t5. Regulators -- $tSeven Steps to Shapeholder Success -- $t6. Align with a Purpose -- $t7. Anticipate -- $t8. Assess -- $t9. Avert -- $t10. Acquiesce -- $t11. Advance Common Interests -- $t12. Assemble to Win -- $t13. Pope Francis, a CEO Worth Emulating -- $tNotes -- $tIndex 330 $aToday, 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. 606 $aSocial responsibility of business 606 $aCorporations$xPublic relations 606 $aCorporations$xMoral and ethical aspects 606 $aCorporate governance 606 $aStrategic planning 615 0$aSocial responsibility of business. 615 0$aCorporations$xPublic relations. 615 0$aCorporations$xMoral and ethical aspects. 615 0$aCorporate governance. 615 0$aStrategic planning. 676 $a658.4/08 700 $aKennedy$b Mark$f1957-$01659321 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910820071103321 996 $aShapeholders$94013904 997 $aUNINA