03060cam a22003978i 4500999001700000003000800017005001700025007000300042008004100045020003900086040001700125041000800142050002200150082001200172100002600184245007700210264005100287300003100338336002600369337002800395338002700423490004000450504005100490505024800541520143500789650003902224650003602263650004502299650002602344650002402370650004902394650004902443650004002492942001202532952011802544  c96732d96732BJBSDDR20241031062528.0ta170120s2017    nyu      b    001 0 eng    a9780231180566 (cloth : alk. paper)  bspacBJBSDDR  aeng00aHD 60 bK36s 201700a658.4081 aKennedy, Mark,d1957-10aShapeholders :bbusiness success in the age of activism /cMark Kennedy. 1aNew York :bColumbia University Press,c[2017]  axx, 281 p.:billl.c23 cm.  atextbtxt2rdacontent  aunmediatedbn2rdamedia  avolumebnc2rdacarrier0 aColumbia Business School publishing  aIncludes bibliographical references and index.0 aIntroduction -- Shapeholders -- Social activists -- Media -- Politicians -- Regulators -- Align with a purpose -- Anticipate -- Assess -- Avert -- Acquiesce -- Advance common interests -- Assemble to win -- Pope Francis, a CEO worth emulating.  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 shareholder interests, anticipate their demands, and assess changing moral standards so that together they can plan a profitable route forward. 0aSocial responsibility of business. 0aCorporationsxPublic relations. 0aCorporationsxMoral and ethical aspects. 0aCorporate governance. 0aStrategic planning. 0aResponsabilidad social de los negocios93110 4aCorporaciones 93111xRelaciones públicas. 0aPolítica mundial ySiglo XXI9538  2lcccBK  001040708CSaBJBbBJBcCSd2023-04-10l0oHD 60 K36s 2017p00000122196r2019-01-21 00:00:00t1w2019-01-21yBK