000			02928cam a22003858i 4500
999			_c96732 _d96732
003			BJBSDDR
005			20241031062528.0
007			ta
008			170120s2017 nyu b 001 0 eng
020			_a9780231180566 (cloth : alk. paper)
040			_bspa _cBJBSDDR
041			_aeng
050	0	0	_aHD 60 _bK36s 2017
082	0	0	_a658.408
100	1		_aKennedy, Mark, _d1957-
245	1	0	_aShapeholders : _bbusiness success in the age of activism / _cMark Kennedy.
264		1	_aNew York : _bColumbia University Press, _c[2017]
300			_axx, 281 p.: _billl. _c23 cm.
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490	0		_aColumbia Business School publishing
504			_aIncludes bibliographical references and index.
505	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.
520			_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.
650		0	_aSocial responsibility of business.
650		0	_aCorporations _xPublic relations.
650		0	_aCorporations _xMoral and ethical aspects.
650		0	_aCorporate governance.
650		0	_aStrategic planning.
650		0	_aResponsabilidad social de los negocios _93110
650		4	_aCorporaciones _93111 _xRelaciones públicas.
650		0	_aPolítica mundial _ySiglo XXI _9538
942			_2lcc _cBK