Computer File

Harvard Business Review: Vol. 1 January - February 2018

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Once upon a time, CEOs steered away from political controversy. Who could blame them? Weighing in on divisive topics could alienate as many potential customers as it might win over. That’s not to say that corporate leaders were apolitical. They and their organizations have long been active in the process—supporting PACs and lobbying to shape rules and regulations that directly affect their businesses.

Now all bets are off. Social upheaval and government paralysis, particularly in the United States, are spurring CEOs to speak out on an array of contentious subjects. Such leaders as Tim Cook of Apple, Marc Benioff of Salesforce, and Kenneth Frazier of Merck have advocated for causes that aren’t obviously related to their companies. Among the issues they’re taking on: LGBTQ rights, immigration, racism, and the environment. As Ronnie Chatterji of Duke’s Fuqua School of Business and Mike Toffel of Harvard Business School note in “The New CEO Activists,” this newfound boldness is often born of personal conviction.

But some CEOs, say Chatterji and Toffel, also are joining the debate because the changing business climate demands it of them. Today their shareholders, employees, partners, and customers expect them to take a stand. Though it’s hard to tease the strands of motivation apart, what’s clear is that as more CEOs assert their views, more will be emboldened to follow. In addition, the failure to speak out on divisive questions can now be viewed as its own kind of statement and provocation. As Chatterji and Toffel argue, “Increasingly, CEO activism has strategic implications: In the Twitter age, silence is more conspicuous—and more consequential.” For corporate leaders, being apolitical may soon be impolitic.

The containts of this series talking about customer satisfaction depends on creative problem solving, research: negative feedback rarely leads to improvement, the chairman of Ryohin Keikaku on charting Muji’s global expansion, the leader’s guide to corporate culture, marketing: ads that don’t overstep, managing people: can MOOCs solve training problem; and how to hire employee in organizations, the new CEO activists, innovation: finding your company’s second act, Artificial Intelligence for the real world, managing organizations: more than a paycheck, inclusive growth: profitable strategies for Tackling poverty and inequality, the case for plain-language contracts, self management: the best leaders are great teachers, case study: "are our customer liaisons helping or hurting?", and life's work: John Adams.

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Ketersediaan

E00057

650.05 HAR

My Library

Tersedia

Informasi Detail

Judul Seri

-

No. Panggil

650.05 HAR

Penerbit

Boston, Massachusetts : Harvard Business School Publishing., 2018

Deskripsi Fisik

p. 1-129 : illustration; cm.

Bahasa

English

ISBN/ISSN

-

Klasifikasi

650.05

Tipe Isi

text

Tipe Media

computer

Tipe Pembawa

other (computer)

Edisi

Vol. 1 January - February 2018

Subjek

Organizational innovation
Information technology
Business Magazine
Self management
Management -- strategy
Marketing - global expansion
Leadership -- corporate culture
Cultural dynamics
Organization cultural profile
Marketing -- overstep
Training management
Leadership -- activists
Personnel strategy
Artificial intelligence
Blue collar jobs
Plain language contract
Creative problem solving

Info Detail Spesifik

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Pernyataan Tanggungjawab

The views expressed in articles are the author's and not necessarily those of Harvard Business Review.

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