This is almost always led by the C-suite team, but it can include external speakers with specific company knowledge. If you, as a director thinking about the next strategic review, were reasonably certain that activists were closely examining your company, why not actively invite their insights? Given current norms and expectations, asking activists to report their view of alternate corporate strategies to the board may be awkward, or even threatening.
But failure to understand alternate strategies to maximize corporate performance might well lead to an open proxy fight. To look at the matter in a less threatening way, instead of having to spend millions on a consulting review, you could get one for free from would-be activist investors.
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These relationships have always evolved over time, as companies progressed or failed to progress and as CEOs grew into their positions. But the basic operating norm in the past would be to let the managers get on with running the business and fundamentally trust in their strategy for doing so. Today, the presence of activists in the market have further transformed these relationships.
Questions about performance and strategy have never been absent from board meetings, but with the level of activist interest, they are now always front and center. Directors—who are fundamentally dependent on management for information and data—must constantly be aware that activists and institutional investors are also closely examining their performance. The outcome can be bitter. Failure to find out who is interested in your company and who might have a different twist on the strategy can quickly lead to damaging hostilities that could be lethal to the company, its employees, and its customers.
As directors, they could be charged with discerning where activist investors are proposing different approaches—and with purposefully representing any alternate asset-deployment strategies. Activist funds allied with asset and pension-fund managers have transformed the landscape of shareholder involvement.
In order to answer the question, this book examines the evolution of the activist business ethics in business, in democracies, Christianity, Judaism, Islam, Buddhism, in philosophy, psychology and psychoanalysis.
The book examines international aspects, the personification of stakeholders, the predominance of values and ethics for CEOs and the inefficient safeguards of the stakeholders' interests. Activist Ethics in Business 3. Ethical and Democratic Evolution 4. Activist Business Ethics in Christianity 5.
How activist investors are transforming the role of public-company boards
Activist Business Ethics in Judaism 6. Activist Business Ethics in Other Religions 7. Activist Business Ethics in Philosophy 8.
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Psychological and Psychoanalytical Aspects 9. The Personification of Stakeholders The Methodological Approach of the Book Notes Description based upon print version of record. Includes bibliographical references p.
Activist Business Ethics - International Business Programs - Google Книги
Also available in print. Access Conditions License restrictions may limit access. Other Form Print version Cory, Jacques.
- Jacques Cory, Activist Business Ethics - PhilPapers.
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Springer, Technical Details Mode of access: View online Borrow Buy Freely available Show 0 more links Related resource Table of contents at http: With access conditions MyiLibrary at http: A Quick Justification for Business Ethics. Lombardi - - Journal of Business Ethics 4 4: A Framework for Teaching Business Ethics. Oddo - - Journal of Business Ethics 16 3: Critical Perspectives on Business and Management. Campbell Jones - - Routledge. Examining the Profession and the Practice of Business Ethics. Dean - - Journal of Business Ethics 16 Business Ethics at Work. Elizabeth Vallance - - Cambridge University Press.
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