Managing a Company in an Activist World: The Leadership Challenge of Corporate Citizenship

Managing a company in an activist world: the leadership challenge of corporate citizenship / Edmund M. Burke. Subjects: Social responsibility of business.
Table of contents

Constraints on Strategy of an Organizational Structure Chapter Artistic Methods and Business Disorganization Chapter Organizational Security Chapter The Evolving Nature of Work Teams: Changing to Meet the Requirements of the Future Chapter Coordination in Global Teams Chapter Conflict Management in Work Teams Chapter Human Resources Management in the 21st Century Chapter Managing in the New Economy: Flexible Labor Chapter Employee Wellness Programs Chapter Career Management Chapter Careers in Transition Chapter Ethnic and Minority Enterprise Chapter Aging and Work Motivation Chapter Family-Friendly Organizations Chapter Intrinsic Motivation in Public Organizations Chapter Organizational Politics in Management Settings Chapter Understanding and Managing Misbehavior in Organizations Chapter Emotion in Organizations Chapter Remote Leadership Chapter Leadership in Interorganizational Networks Chapter The Global Manager's Work: Facilitating Mobile and Virtual Work Chapter Balancing the Implications of Employee Telework: Understanding the Impacts for Individuals and Organizations Chapter Information Privacy in Organizations Chapter Managing a Company in an Activist World takes the discussion of corporate citizenship to a new practical level, offering business leaders answers to such tough questions as: What do our stakeholders value most?

How can we respond to a growing number of formal compliances and informal demands?

How do we most effectively communicate our role as a good corporate citizen? And, perhaps most importantly, how can we shake off inertia, public skepticism, and short-term focus to make corporate citizenship a priority without sacrificing growth and profits? He goes on to outline specific strategies that corporate leaders can employ to shake off inertia, public skepticism, and short-term focus to make corporate citizenship a priority without sacrificing growth and profits.

A company's contributions to charities matter less to a corporation's stakeholders that its day-to-day behavior, argues Burke in this dense political polemic cum business how-to. And stupid, arrogant or poorly communicated behavior that appears to threaten the quality of life in a community, or in the world, will quickly draw the attention of activists, he says.

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Since such activists can mobilize in very short order these days via the Internet and media , any missteps can have a rapid, negative impact on a company's bottom line, not to mention its reputation. As founder and Director Emeritus of the Center of Corporate Citizenship at Boston College, Burke urges managers to think before they act and to abandon the command and control style of, say, Jack Welch for a more collaborative leadership method.

managing-a-company-in-an-activist-world-the-leadership-challenge-of-corporate-citizenship

Burke's own style is detailed and passionate, and his arguments, advice and step-by-step plans are intended for an audience of CEOs and other C-level executives, not for casual readers. But there may not be enough new information here to make such executives willing to wade through the book, and Burke's passionate tone may put off many of the Jack Welch-wannabes he targets.

All in all, this one seems destined for the choir. He provides three background chapters before detailing his five-step approach for identifying and understanding stakeholders, preparing managers, and developing a stakeholder plan. Of particular interest is his clear separation of the role of the organization's CEO for societal strategy and that of the facility manager for community strategy.

An employee development worksheet is provided, as are chapter endnotes.

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