CEOs on a Mission: Reimagining CEO Activism, Development, and Difference
Breaking new ground in his analysis of CEO activism within a non-Western sociocultural context, this book presents an exciting exploration of the theoretical, managerial, practical and methodological implications of CEO activism today
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2023
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Communicating Responsible Diversity, Equity, and Inclusion Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Breaking new ground in his analysis of CEO activism within a non-Western sociocultural context, this book presents an exciting exploration of the theoretical, managerial, practical and methodological implications of CEO activism today |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (273 Seiten) |
| ISBN: | 9781803822150 |
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| 505 | 8 | |a Cover -- CEOs on a Mission -- Communicating Responsible Diversity, Equity, and Inclusion -- Praise for CEOs on a Mission -- CEOs on a Mission: Reimagining CEO Activism, Development, and Difference -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- List of Abbreviations -- About the Author -- Foreword -- Acknowledgments -- 1. Introduction: Reimagining CEO Activism, Development, and Difference -- 1.1 Introduction -- 1.2 CEOs on a Mission to Fight for the Greater Good -- 1.3 Dangerous Opportunities in the Field -- 1.4 The Current Study -- 1.5 The Ghanaian Context -- 1.5.1 The West African Subregion -- 1.5.2 The Republic of Ghana -- 1.5.3 Ghana's Development Paradox -- 1.5.4 Gender Diversity in Corporate Ghana -- 1.5.5 Social Problems in Ghana and the Work of Activist CEOs -- 1.6 Theoretical Lenses for This Book -- 1.6.1 The African School of Thought in Leadership and Public Relations -- 1.6.1.1 Afrocentricity and Afrocentric Philosophies of Sustainability -- 1.6.1.2 Caritas -- 1.6.1.3 Ubuntu -- 1.6.1. 4 Africapitalism -- 1.7 Postmodern Values in Public Relations -- 1.7.1 Organizational Politics -- 1.7.2 Micropolitics and Alliances -- 1.7.3 Postmodern Biopower -- 1.7.4 Dissensus and Dissymmetry -- 1.7.5 Local and Situational Ethics and Decision-Making -- 1.8 Concept of Corporate Social Advocacy -- 1.9 Business Chieftains in Ghana Fight for the Common Good -- 1.10 Collecting and Analyzing Data for This Book -- 1.10.1 Data Sources and Data Collection -- 1.10.2 Inclusion Criteria and Sampling Procedure -- 1.10.3 Main Data Collection -- 1.10.4 Data Analysis -- 1.11 Mini Profiles of Study Participants -- 1.12 Toward a Postmodern Communicology of CEO Activism -- 1.13 Conceptual Framework: Toward a Process Model of CEO Activism -- 1.13.1 Illuminating the Basic Conceptual Model -- 1.14 Research Questions | |
| 505 | 8 | |a 1.14.1 What Are the Motivations of CEOs in Ghana for Engaging in CEO Activism? -- 2. Doing Well to Do Good: A Quick Map of the Field of Corporate Sociopolitical Involvement -- 2.1 Introduction -- 2.2 Corporate Sociopolitical Involvement -- 2.3 Corporate Social Responsibility and Sustainability -- 2.3.1 Sustainability -- 2.3.2 CSR Criticized as Representing Forms of Corporate Inauthenticity -- 2.4 Political Corporate Social Responsibility -- 2.5 Brand Activism and Brand Responsibility -- 2.6 Corporate Social Advocacy and CEO Activism -- 3. This Is Why We Do It: Examining CEO Activism Motivations -- 3.1 Introduction -- 3.2 Examining CEO Activism Motivations -- 3.2.1 Pressure to Take a Stand in a Polarized Climate -- 3.2.2 Driven by Personal Convictions -- 3.2.3 Motivated by Corporate Values and Fighting for the Common Good -- 3.2.4 Driven by Stakeholder Expectations and Ideological Inclinations -- 3.3 Opening Newer Pages: Examining Alternate CEO Activism Motivations -- 3.3.1 Motivated by Caritas -- 3.3.2 The Influence of Ubuntu -- 3.3.3 Motivated by Personal Values and Beliefs -- 3.3.4 Motivated by Africapitalism -- 3.3.5 Motivated by Postmodern Values -- 3.3.5.1 Postmodern Biopower and CEO Activism -- 3.3.5.2 Micropolitics, Alliances, and CEO Activism -- 3.3.5.3 Organizational Politics and CEO Activism -- 3.3.5.4 Local and Situational Ethics and Decision-Making -- 3.3.5.5 Dissensus, Dissymmetry, and CEO Activism -- 3.3.6 Motivated by a Bright Outlook on CEO Activism -- 3.3.7 Motivated by the Desire for Social Change -- 3.3.8 Motivated by Personal and Calculated Business Decisions -- 3.4 Discussion -- 4. Walking the Talk: Africapitalism as a Major Motivation for CEO Activism -- 4.1 Introduction -- 4.2 Africapitalism, a Home-Grown Pathway to Africa's Development? -- 4.3 Examining Africapitalism as a Special Motivation for CEO Activism | |
| 505 | 8 | |a 4.3.1 A Sense of Progress and Prosperity -- 4.3.2 A Sense of Parity -- 4.3.3 A Sense of Harmony -- 4.3.4 A Sense of Place and Belonging -- 4.4 Discussion -- 5. This Is What We Fight for: Examining CEO Activism Issues -- 5.1 Introduction -- 5.2 Kotler and Sarkar's Brand Activism Clusters -- 5.3 Corporate Social Advocacy and CEO Activism Issues -- 5.3.1 Pursuing Multiple Issues Simultaneously -- 5.3.2 Environmental Activism -- 5.3.3 Business/Workplace Activism -- 5.3.4 Sociocultural Activism -- 5.3.5 Political Activism -- 5.3.6 Legal Activism -- 5.3.7 Economic Activism -- 5.4 Discussion -- 6. This Is How We Do It: Examining CEO Activism Tactics -- 6.1 Introduction -- 6.2 Extant CEO Activism Tactics -- 6.3 The Activist CEO Tactical Repertoire -- 6.3.1 Leveraging Economic Power -- 6.3.2 Awareness-Creation and Persuasion Tactics -- 6.3.3 Disruptive Tactics -- 6.3.4 Intellectual Activism -- 6.3.5 Legal Activism -- 6.3.6 Naming and Shaming -- 6.3.7 Activism by Industry Group Representatives -- 6.3.8 Activism by Living by Example -- 6.3.9 Support Tactics -- 6.4 Discussion -- 7. Counting the Costs and Reaping the Dividends: Examining CEO Activism Effects -- 7.1 Introduction -- 7.2 The Bitter-Sweet Effects of CEO Activism -- 7.3 Positive Effects Greater-Good Outcomes of CEO Activism for the Ghanaian Society -- 7.3.1 Advancing the Gender Equality Agenda -- 7.3.2 Environmental Stewardship -- 7.3.3 Deepening Democratic Dividends -- 7.3.4 Legal and Public Policy Reforms -- 7.3.5 Empowerment and Liberation -- 7.3.6 Economic and Public Financial Management -- 7.3.7 Shaping Public Opinion -- 7.4 Effects of CEO Activism on Companies -- 7.4.1 Tonic Consequences for Companies -- 7.4.2 Toxic Consequences for Companies -- 7.5 Effects of CEO Activism on Individual Activist CEOs -- 7.5.1 Tonic Consequences for Individual Activist CEOs | |
| 505 | 8 | |a 7.5.2 Toxic Consequences for Individual Activist CEOs -- 7.5.2.1 Physical, Verbal, and Media Attacks -- 7.5.2.2 Arrests and Detentions -- 7.5.2.3 Removal From Office and Suffering Exclusion -- 7.6 Discussion -- 8. Taking Cover: Examining CEO Activism Safeguards -- 8.1 Introduction -- 8.2 Why We Should Study CEO Activism Safeguards -- 8.3 The Focus of the Study -- 8.4 How Activist CEOs Protect Themselves -- 8.4.1 Social Safeguards -- 8.4.2 Spiritual Safeguards -- 8.4.3 Corporate Safeguards -- 8.4.4 Personal Safeguards -- 8.4.5 CEO Activism Best Practice Safeguards -- 8.4.6 Communication-Related Safeguards -- 8.5 Discussion -- 8.5.1 Limitations and Further Research -- 8.5.2 Evolution of the CEO Activism Development Model -- 9. Profiting From Experience: Examining CEO Activism Guidelines -- 9.1 Introduction -- 9.2 Guidelines for CEO Activists -- 9.2.1 Be Certain It Is What You Really Want to Do -- 9.2.2 The Importance of Boundary-Setting -- 9.2.3 Being Guided by Patriotism and Having Genuine Care About the Wider Context -- 9.2.4 Authenticity and Truth-Based Activism -- 9.2.5 Timing and Following Best Practices -- 9.2.6 Embed Activism in the Corporate Strategy and Have a "Kitchen Cabinet" -- 9.2.7 The Importance of Strategic Issue Selection and Having a Signature Advocacy -- 9.2.8 Guard Your Heart -- 9.2.9 Audience Profiling and Being Above Board -- 9.2.10 Being Purpose-Driven and Deliberate -- 9.2.11 Be Sure to Win the Buy-in of Significant Others -- 9.2.12 Research and the Power of a Performance-Driven Approach -- 9.2.13 Community Creation -- 9.3 Discussion -- 9.3.1 Evolution of the CEO Activism Development Model -- 10. Conclusion: The CEO Activism Development Model -- 10.1 Introduction -- 10.2 Theoretical Lenses -- 10.3 Highlights of Findings -- 10.3.1 Motivations for CEO Activism -- 10.3.2 CEO Activism Issues/Causes -- 10.3.3 CEO Activism Tactics | |
| 505 | 8 | |a 10.3.4 CEO Activism Effects -- 10.3.5 CEO Activism Safeguards -- 10.4 The CEO Activism Development Model -- 10.5 Policy Implications -- 10.6 Some Limitations and Further Research Agenda -- 10.7 Implications for the Practice of CEO Activism -- 10.8 Epilog -- References -- Index | |
| 520 | |a Breaking new ground in his analysis of CEO activism within a non-Western sociocultural context, this book presents an exciting exploration of the theoretical, managerial, practical and methodological implications of CEO activism today | ||
| 650 | 4 | |a Social responsibility of business | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Adae, Eric Kwame |t CEOs on a Mission |d Bingley : Emerald Publishing Limited,c2023 |z 9781803822167 |
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Datensatz im Suchindex
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| author | Adae, Eric Kwame |
| author_facet | Adae, Eric Kwame |
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| contents | Cover -- CEOs on a Mission -- Communicating Responsible Diversity, Equity, and Inclusion -- Praise for CEOs on a Mission -- CEOs on a Mission: Reimagining CEO Activism, Development, and Difference -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- List of Abbreviations -- About the Author -- Foreword -- Acknowledgments -- 1. Introduction: Reimagining CEO Activism, Development, and Difference -- 1.1 Introduction -- 1.2 CEOs on a Mission to Fight for the Greater Good -- 1.3 Dangerous Opportunities in the Field -- 1.4 The Current Study -- 1.5 The Ghanaian Context -- 1.5.1 The West African Subregion -- 1.5.2 The Republic of Ghana -- 1.5.3 Ghana's Development Paradox -- 1.5.4 Gender Diversity in Corporate Ghana -- 1.5.5 Social Problems in Ghana and the Work of Activist CEOs -- 1.6 Theoretical Lenses for This Book -- 1.6.1 The African School of Thought in Leadership and Public Relations -- 1.6.1.1 Afrocentricity and Afrocentric Philosophies of Sustainability -- 1.6.1.2 Caritas -- 1.6.1.3 Ubuntu -- 1.6.1. 4 Africapitalism -- 1.7 Postmodern Values in Public Relations -- 1.7.1 Organizational Politics -- 1.7.2 Micropolitics and Alliances -- 1.7.3 Postmodern Biopower -- 1.7.4 Dissensus and Dissymmetry -- 1.7.5 Local and Situational Ethics and Decision-Making -- 1.8 Concept of Corporate Social Advocacy -- 1.9 Business Chieftains in Ghana Fight for the Common Good -- 1.10 Collecting and Analyzing Data for This Book -- 1.10.1 Data Sources and Data Collection -- 1.10.2 Inclusion Criteria and Sampling Procedure -- 1.10.3 Main Data Collection -- 1.10.4 Data Analysis -- 1.11 Mini Profiles of Study Participants -- 1.12 Toward a Postmodern Communicology of CEO Activism -- 1.13 Conceptual Framework: Toward a Process Model of CEO Activism -- 1.13.1 Illuminating the Basic Conceptual Model -- 1.14 Research Questions 1.14.1 What Are the Motivations of CEOs in Ghana for Engaging in CEO Activism? -- 2. Doing Well to Do Good: A Quick Map of the Field of Corporate Sociopolitical Involvement -- 2.1 Introduction -- 2.2 Corporate Sociopolitical Involvement -- 2.3 Corporate Social Responsibility and Sustainability -- 2.3.1 Sustainability -- 2.3.2 CSR Criticized as Representing Forms of Corporate Inauthenticity -- 2.4 Political Corporate Social Responsibility -- 2.5 Brand Activism and Brand Responsibility -- 2.6 Corporate Social Advocacy and CEO Activism -- 3. This Is Why We Do It: Examining CEO Activism Motivations -- 3.1 Introduction -- 3.2 Examining CEO Activism Motivations -- 3.2.1 Pressure to Take a Stand in a Polarized Climate -- 3.2.2 Driven by Personal Convictions -- 3.2.3 Motivated by Corporate Values and Fighting for the Common Good -- 3.2.4 Driven by Stakeholder Expectations and Ideological Inclinations -- 3.3 Opening Newer Pages: Examining Alternate CEO Activism Motivations -- 3.3.1 Motivated by Caritas -- 3.3.2 The Influence of Ubuntu -- 3.3.3 Motivated by Personal Values and Beliefs -- 3.3.4 Motivated by Africapitalism -- 3.3.5 Motivated by Postmodern Values -- 3.3.5.1 Postmodern Biopower and CEO Activism -- 3.3.5.2 Micropolitics, Alliances, and CEO Activism -- 3.3.5.3 Organizational Politics and CEO Activism -- 3.3.5.4 Local and Situational Ethics and Decision-Making -- 3.3.5.5 Dissensus, Dissymmetry, and CEO Activism -- 3.3.6 Motivated by a Bright Outlook on CEO Activism -- 3.3.7 Motivated by the Desire for Social Change -- 3.3.8 Motivated by Personal and Calculated Business Decisions -- 3.4 Discussion -- 4. Walking the Talk: Africapitalism as a Major Motivation for CEO Activism -- 4.1 Introduction -- 4.2 Africapitalism, a Home-Grown Pathway to Africa's Development? -- 4.3 Examining Africapitalism as a Special Motivation for CEO Activism 4.3.1 A Sense of Progress and Prosperity -- 4.3.2 A Sense of Parity -- 4.3.3 A Sense of Harmony -- 4.3.4 A Sense of Place and Belonging -- 4.4 Discussion -- 5. This Is What We Fight for: Examining CEO Activism Issues -- 5.1 Introduction -- 5.2 Kotler and Sarkar's Brand Activism Clusters -- 5.3 Corporate Social Advocacy and CEO Activism Issues -- 5.3.1 Pursuing Multiple Issues Simultaneously -- 5.3.2 Environmental Activism -- 5.3.3 Business/Workplace Activism -- 5.3.4 Sociocultural Activism -- 5.3.5 Political Activism -- 5.3.6 Legal Activism -- 5.3.7 Economic Activism -- 5.4 Discussion -- 6. This Is How We Do It: Examining CEO Activism Tactics -- 6.1 Introduction -- 6.2 Extant CEO Activism Tactics -- 6.3 The Activist CEO Tactical Repertoire -- 6.3.1 Leveraging Economic Power -- 6.3.2 Awareness-Creation and Persuasion Tactics -- 6.3.3 Disruptive Tactics -- 6.3.4 Intellectual Activism -- 6.3.5 Legal Activism -- 6.3.6 Naming and Shaming -- 6.3.7 Activism by Industry Group Representatives -- 6.3.8 Activism by Living by Example -- 6.3.9 Support Tactics -- 6.4 Discussion -- 7. Counting the Costs and Reaping the Dividends: Examining CEO Activism Effects -- 7.1 Introduction -- 7.2 The Bitter-Sweet Effects of CEO Activism -- 7.3 Positive Effects Greater-Good Outcomes of CEO Activism for the Ghanaian Society -- 7.3.1 Advancing the Gender Equality Agenda -- 7.3.2 Environmental Stewardship -- 7.3.3 Deepening Democratic Dividends -- 7.3.4 Legal and Public Policy Reforms -- 7.3.5 Empowerment and Liberation -- 7.3.6 Economic and Public Financial Management -- 7.3.7 Shaping Public Opinion -- 7.4 Effects of CEO Activism on Companies -- 7.4.1 Tonic Consequences for Companies -- 7.4.2 Toxic Consequences for Companies -- 7.5 Effects of CEO Activism on Individual Activist CEOs -- 7.5.1 Tonic Consequences for Individual Activist CEOs 7.5.2 Toxic Consequences for Individual Activist CEOs -- 7.5.2.1 Physical, Verbal, and Media Attacks -- 7.5.2.2 Arrests and Detentions -- 7.5.2.3 Removal From Office and Suffering Exclusion -- 7.6 Discussion -- 8. Taking Cover: Examining CEO Activism Safeguards -- 8.1 Introduction -- 8.2 Why We Should Study CEO Activism Safeguards -- 8.3 The Focus of the Study -- 8.4 How Activist CEOs Protect Themselves -- 8.4.1 Social Safeguards -- 8.4.2 Spiritual Safeguards -- 8.4.3 Corporate Safeguards -- 8.4.4 Personal Safeguards -- 8.4.5 CEO Activism Best Practice Safeguards -- 8.4.6 Communication-Related Safeguards -- 8.5 Discussion -- 8.5.1 Limitations and Further Research -- 8.5.2 Evolution of the CEO Activism Development Model -- 9. Profiting From Experience: Examining CEO Activism Guidelines -- 9.1 Introduction -- 9.2 Guidelines for CEO Activists -- 9.2.1 Be Certain It Is What You Really Want to Do -- 9.2.2 The Importance of Boundary-Setting -- 9.2.3 Being Guided by Patriotism and Having Genuine Care About the Wider Context -- 9.2.4 Authenticity and Truth-Based Activism -- 9.2.5 Timing and Following Best Practices -- 9.2.6 Embed Activism in the Corporate Strategy and Have a "Kitchen Cabinet" -- 9.2.7 The Importance of Strategic Issue Selection and Having a Signature Advocacy -- 9.2.8 Guard Your Heart -- 9.2.9 Audience Profiling and Being Above Board -- 9.2.10 Being Purpose-Driven and Deliberate -- 9.2.11 Be Sure to Win the Buy-in of Significant Others -- 9.2.12 Research and the Power of a Performance-Driven Approach -- 9.2.13 Community Creation -- 9.3 Discussion -- 9.3.1 Evolution of the CEO Activism Development Model -- 10. Conclusion: The CEO Activism Development Model -- 10.1 Introduction -- 10.2 Theoretical Lenses -- 10.3 Highlights of Findings -- 10.3.1 Motivations for CEO Activism -- 10.3.2 CEO Activism Issues/Causes -- 10.3.3 CEO Activism Tactics 10.3.4 CEO Activism Effects -- 10.3.5 CEO Activism Safeguards -- 10.4 The CEO Activism Development Model -- 10.5 Policy Implications -- 10.6 Some Limitations and Further Research Agenda -- 10.7 Implications for the Practice of CEO Activism -- 10.8 Epilog -- References -- Index |
| ctrlnum | (ZDB-30-PQE)EBC30607270 (ZDB-30-PAD)EBC30607270 (ZDB-89-EBL)EBL30607270 (OCoLC)1396060885 (DE-599)BVBBV049874738 |
| dewey-full | 658.40096 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.40096 |
| dewey-search | 658.40096 |
| dewey-sort | 3658.40096 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Doing Well to Do Good: A Quick Map of the Field of Corporate Sociopolitical Involvement -- 2.1 Introduction -- 2.2 Corporate Sociopolitical Involvement -- 2.3 Corporate Social Responsibility and Sustainability -- 2.3.1 Sustainability -- 2.3.2 CSR Criticized as Representing Forms of Corporate Inauthenticity -- 2.4 Political Corporate Social Responsibility -- 2.5 Brand Activism and Brand Responsibility -- 2.6 Corporate Social Advocacy and CEO Activism -- 3. This Is Why We Do It: Examining CEO Activism Motivations -- 3.1 Introduction -- 3.2 Examining CEO Activism Motivations -- 3.2.1 Pressure to Take a Stand in a Polarized Climate -- 3.2.2 Driven by Personal Convictions -- 3.2.3 Motivated by Corporate Values and Fighting for the Common Good -- 3.2.4 Driven by Stakeholder Expectations and Ideological Inclinations -- 3.3 Opening Newer Pages: Examining Alternate CEO Activism Motivations -- 3.3.1 Motivated by Caritas -- 3.3.2 The Influence of Ubuntu -- 3.3.3 Motivated by Personal Values and Beliefs -- 3.3.4 Motivated by Africapitalism -- 3.3.5 Motivated by Postmodern Values -- 3.3.5.1 Postmodern Biopower and CEO Activism -- 3.3.5.2 Micropolitics, Alliances, and CEO Activism -- 3.3.5.3 Organizational Politics and CEO Activism -- 3.3.5.4 Local and Situational Ethics and Decision-Making -- 3.3.5.5 Dissensus, Dissymmetry, and CEO Activism -- 3.3.6 Motivated by a Bright Outlook on CEO Activism -- 3.3.7 Motivated by the Desire for Social Change -- 3.3.8 Motivated by Personal and Calculated Business Decisions -- 3.4 Discussion -- 4. Walking the Talk: Africapitalism as a Major Motivation for CEO Activism -- 4.1 Introduction -- 4.2 Africapitalism, a Home-Grown Pathway to Africa's Development? -- 4.3 Examining Africapitalism as a Special Motivation for CEO Activism</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.3.1 A Sense of Progress and Prosperity -- 4.3.2 A Sense of Parity -- 4.3.3 A Sense of Harmony -- 4.3.4 A Sense of Place and Belonging -- 4.4 Discussion -- 5. This Is What We Fight for: Examining CEO Activism Issues -- 5.1 Introduction -- 5.2 Kotler and Sarkar's Brand Activism Clusters -- 5.3 Corporate Social Advocacy and CEO Activism Issues -- 5.3.1 Pursuing Multiple Issues Simultaneously -- 5.3.2 Environmental Activism -- 5.3.3 Business/Workplace Activism -- 5.3.4 Sociocultural Activism -- 5.3.5 Political Activism -- 5.3.6 Legal Activism -- 5.3.7 Economic Activism -- 5.4 Discussion -- 6. This Is How We Do It: Examining CEO Activism Tactics -- 6.1 Introduction -- 6.2 Extant CEO Activism Tactics -- 6.3 The Activist CEO Tactical Repertoire -- 6.3.1 Leveraging Economic Power -- 6.3.2 Awareness-Creation and Persuasion Tactics -- 6.3.3 Disruptive Tactics -- 6.3.4 Intellectual Activism -- 6.3.5 Legal Activism -- 6.3.6 Naming and Shaming -- 6.3.7 Activism by Industry Group Representatives -- 6.3.8 Activism by Living by Example -- 6.3.9 Support Tactics -- 6.4 Discussion -- 7. Counting the Costs and Reaping the Dividends: Examining CEO Activism Effects -- 7.1 Introduction -- 7.2 The Bitter-Sweet Effects of CEO Activism -- 7.3 Positive Effects Greater-Good Outcomes of CEO Activism for the Ghanaian Society -- 7.3.1 Advancing the Gender Equality Agenda -- 7.3.2 Environmental Stewardship -- 7.3.3 Deepening Democratic Dividends -- 7.3.4 Legal and Public Policy Reforms -- 7.3.5 Empowerment and Liberation -- 7.3.6 Economic and Public Financial Management -- 7.3.7 Shaping Public Opinion -- 7.4 Effects of CEO Activism on Companies -- 7.4.1 Tonic Consequences for Companies -- 7.4.2 Toxic Consequences for Companies -- 7.5 Effects of CEO Activism on Individual Activist CEOs -- 7.5.1 Tonic Consequences for Individual Activist CEOs</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.5.2 Toxic Consequences for Individual Activist CEOs -- 7.5.2.1 Physical, Verbal, and Media Attacks -- 7.5.2.2 Arrests and Detentions -- 7.5.2.3 Removal From Office and Suffering Exclusion -- 7.6 Discussion -- 8. Taking Cover: Examining CEO Activism Safeguards -- 8.1 Introduction -- 8.2 Why We Should Study CEO Activism Safeguards -- 8.3 The Focus of the Study -- 8.4 How Activist CEOs Protect Themselves -- 8.4.1 Social Safeguards -- 8.4.2 Spiritual Safeguards -- 8.4.3 Corporate Safeguards -- 8.4.4 Personal Safeguards -- 8.4.5 CEO Activism Best Practice Safeguards -- 8.4.6 Communication-Related Safeguards -- 8.5 Discussion -- 8.5.1 Limitations and Further Research -- 8.5.2 Evolution of the CEO Activism Development Model -- 9. Profiting From Experience: Examining CEO Activism Guidelines -- 9.1 Introduction -- 9.2 Guidelines for CEO Activists -- 9.2.1 Be Certain It Is What You Really Want to Do -- 9.2.2 The Importance of Boundary-Setting -- 9.2.3 Being Guided by Patriotism and Having Genuine Care About the Wider Context -- 9.2.4 Authenticity and Truth-Based Activism -- 9.2.5 Timing and Following Best Practices -- 9.2.6 Embed Activism in the Corporate Strategy and Have a "Kitchen Cabinet" -- 9.2.7 The Importance of Strategic Issue Selection and Having a Signature Advocacy -- 9.2.8 Guard Your Heart -- 9.2.9 Audience Profiling and Being Above Board -- 9.2.10 Being Purpose-Driven and Deliberate -- 9.2.11 Be Sure to Win the Buy-in of Significant Others -- 9.2.12 Research and the Power of a Performance-Driven Approach -- 9.2.13 Community Creation -- 9.3 Discussion -- 9.3.1 Evolution of the CEO Activism Development Model -- 10. Conclusion: The CEO Activism Development Model -- 10.1 Introduction -- 10.2 Theoretical Lenses -- 10.3 Highlights of Findings -- 10.3.1 Motivations for CEO Activism -- 10.3.2 CEO Activism Issues/Causes -- 10.3.3 CEO Activism Tactics</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">10.3.4 CEO Activism Effects -- 10.3.5 CEO Activism Safeguards -- 10.4 The CEO Activism Development Model -- 10.5 Policy Implications -- 10.6 Some Limitations and Further Research Agenda -- 10.7 Implications for the Practice of CEO Activism -- 10.8 Epilog -- References -- Index</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Breaking new ground in his analysis of CEO activism within a non-Western sociocultural context, this book presents an exciting exploration of the theoretical, managerial, practical and methodological implications of CEO activism today</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Social responsibility of business</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Adae, Eric Kwame</subfield><subfield code="t">CEOs on a Mission</subfield><subfield code="d">Bingley : Emerald Publishing Limited,c2023</subfield><subfield code="z">9781803822167</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035214196</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30607270</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049874738 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:34Z |
| institution | BVB |
| isbn | 9781803822150 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035214196 |
| oclc_num | 1396060885 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (273 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Communicating Responsible Diversity, Equity, and Inclusion Series |
| spelling | Adae, Eric Kwame Verfasser aut CEOs on a Mission Reimagining CEO Activism, Development, and Difference 1st ed Bingley Emerald Publishing Limited 2023 ©2023 1 Online-Ressource (273 Seiten) txt rdacontent c rdamedia cr rdacarrier Communicating Responsible Diversity, Equity, and Inclusion Series Description based on publisher supplied metadata and other sources Cover -- CEOs on a Mission -- Communicating Responsible Diversity, Equity, and Inclusion -- Praise for CEOs on a Mission -- CEOs on a Mission: Reimagining CEO Activism, Development, and Difference -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- List of Abbreviations -- About the Author -- Foreword -- Acknowledgments -- 1. Introduction: Reimagining CEO Activism, Development, and Difference -- 1.1 Introduction -- 1.2 CEOs on a Mission to Fight for the Greater Good -- 1.3 Dangerous Opportunities in the Field -- 1.4 The Current Study -- 1.5 The Ghanaian Context -- 1.5.1 The West African Subregion -- 1.5.2 The Republic of Ghana -- 1.5.3 Ghana's Development Paradox -- 1.5.4 Gender Diversity in Corporate Ghana -- 1.5.5 Social Problems in Ghana and the Work of Activist CEOs -- 1.6 Theoretical Lenses for This Book -- 1.6.1 The African School of Thought in Leadership and Public Relations -- 1.6.1.1 Afrocentricity and Afrocentric Philosophies of Sustainability -- 1.6.1.2 Caritas -- 1.6.1.3 Ubuntu -- 1.6.1. 4 Africapitalism -- 1.7 Postmodern Values in Public Relations -- 1.7.1 Organizational Politics -- 1.7.2 Micropolitics and Alliances -- 1.7.3 Postmodern Biopower -- 1.7.4 Dissensus and Dissymmetry -- 1.7.5 Local and Situational Ethics and Decision-Making -- 1.8 Concept of Corporate Social Advocacy -- 1.9 Business Chieftains in Ghana Fight for the Common Good -- 1.10 Collecting and Analyzing Data for This Book -- 1.10.1 Data Sources and Data Collection -- 1.10.2 Inclusion Criteria and Sampling Procedure -- 1.10.3 Main Data Collection -- 1.10.4 Data Analysis -- 1.11 Mini Profiles of Study Participants -- 1.12 Toward a Postmodern Communicology of CEO Activism -- 1.13 Conceptual Framework: Toward a Process Model of CEO Activism -- 1.13.1 Illuminating the Basic Conceptual Model -- 1.14 Research Questions 1.14.1 What Are the Motivations of CEOs in Ghana for Engaging in CEO Activism? -- 2. Doing Well to Do Good: A Quick Map of the Field of Corporate Sociopolitical Involvement -- 2.1 Introduction -- 2.2 Corporate Sociopolitical Involvement -- 2.3 Corporate Social Responsibility and Sustainability -- 2.3.1 Sustainability -- 2.3.2 CSR Criticized as Representing Forms of Corporate Inauthenticity -- 2.4 Political Corporate Social Responsibility -- 2.5 Brand Activism and Brand Responsibility -- 2.6 Corporate Social Advocacy and CEO Activism -- 3. This Is Why We Do It: Examining CEO Activism Motivations -- 3.1 Introduction -- 3.2 Examining CEO Activism Motivations -- 3.2.1 Pressure to Take a Stand in a Polarized Climate -- 3.2.2 Driven by Personal Convictions -- 3.2.3 Motivated by Corporate Values and Fighting for the Common Good -- 3.2.4 Driven by Stakeholder Expectations and Ideological Inclinations -- 3.3 Opening Newer Pages: Examining Alternate CEO Activism Motivations -- 3.3.1 Motivated by Caritas -- 3.3.2 The Influence of Ubuntu -- 3.3.3 Motivated by Personal Values and Beliefs -- 3.3.4 Motivated by Africapitalism -- 3.3.5 Motivated by Postmodern Values -- 3.3.5.1 Postmodern Biopower and CEO Activism -- 3.3.5.2 Micropolitics, Alliances, and CEO Activism -- 3.3.5.3 Organizational Politics and CEO Activism -- 3.3.5.4 Local and Situational Ethics and Decision-Making -- 3.3.5.5 Dissensus, Dissymmetry, and CEO Activism -- 3.3.6 Motivated by a Bright Outlook on CEO Activism -- 3.3.7 Motivated by the Desire for Social Change -- 3.3.8 Motivated by Personal and Calculated Business Decisions -- 3.4 Discussion -- 4. Walking the Talk: Africapitalism as a Major Motivation for CEO Activism -- 4.1 Introduction -- 4.2 Africapitalism, a Home-Grown Pathway to Africa's Development? -- 4.3 Examining Africapitalism as a Special Motivation for CEO Activism 4.3.1 A Sense of Progress and Prosperity -- 4.3.2 A Sense of Parity -- 4.3.3 A Sense of Harmony -- 4.3.4 A Sense of Place and Belonging -- 4.4 Discussion -- 5. This Is What We Fight for: Examining CEO Activism Issues -- 5.1 Introduction -- 5.2 Kotler and Sarkar's Brand Activism Clusters -- 5.3 Corporate Social Advocacy and CEO Activism Issues -- 5.3.1 Pursuing Multiple Issues Simultaneously -- 5.3.2 Environmental Activism -- 5.3.3 Business/Workplace Activism -- 5.3.4 Sociocultural Activism -- 5.3.5 Political Activism -- 5.3.6 Legal Activism -- 5.3.7 Economic Activism -- 5.4 Discussion -- 6. This Is How We Do It: Examining CEO Activism Tactics -- 6.1 Introduction -- 6.2 Extant CEO Activism Tactics -- 6.3 The Activist CEO Tactical Repertoire -- 6.3.1 Leveraging Economic Power -- 6.3.2 Awareness-Creation and Persuasion Tactics -- 6.3.3 Disruptive Tactics -- 6.3.4 Intellectual Activism -- 6.3.5 Legal Activism -- 6.3.6 Naming and Shaming -- 6.3.7 Activism by Industry Group Representatives -- 6.3.8 Activism by Living by Example -- 6.3.9 Support Tactics -- 6.4 Discussion -- 7. Counting the Costs and Reaping the Dividends: Examining CEO Activism Effects -- 7.1 Introduction -- 7.2 The Bitter-Sweet Effects of CEO Activism -- 7.3 Positive Effects Greater-Good Outcomes of CEO Activism for the Ghanaian Society -- 7.3.1 Advancing the Gender Equality Agenda -- 7.3.2 Environmental Stewardship -- 7.3.3 Deepening Democratic Dividends -- 7.3.4 Legal and Public Policy Reforms -- 7.3.5 Empowerment and Liberation -- 7.3.6 Economic and Public Financial Management -- 7.3.7 Shaping Public Opinion -- 7.4 Effects of CEO Activism on Companies -- 7.4.1 Tonic Consequences for Companies -- 7.4.2 Toxic Consequences for Companies -- 7.5 Effects of CEO Activism on Individual Activist CEOs -- 7.5.1 Tonic Consequences for Individual Activist CEOs 7.5.2 Toxic Consequences for Individual Activist CEOs -- 7.5.2.1 Physical, Verbal, and Media Attacks -- 7.5.2.2 Arrests and Detentions -- 7.5.2.3 Removal From Office and Suffering Exclusion -- 7.6 Discussion -- 8. Taking Cover: Examining CEO Activism Safeguards -- 8.1 Introduction -- 8.2 Why We Should Study CEO Activism Safeguards -- 8.3 The Focus of the Study -- 8.4 How Activist CEOs Protect Themselves -- 8.4.1 Social Safeguards -- 8.4.2 Spiritual Safeguards -- 8.4.3 Corporate Safeguards -- 8.4.4 Personal Safeguards -- 8.4.5 CEO Activism Best Practice Safeguards -- 8.4.6 Communication-Related Safeguards -- 8.5 Discussion -- 8.5.1 Limitations and Further Research -- 8.5.2 Evolution of the CEO Activism Development Model -- 9. Profiting From Experience: Examining CEO Activism Guidelines -- 9.1 Introduction -- 9.2 Guidelines for CEO Activists -- 9.2.1 Be Certain It Is What You Really Want to Do -- 9.2.2 The Importance of Boundary-Setting -- 9.2.3 Being Guided by Patriotism and Having Genuine Care About the Wider Context -- 9.2.4 Authenticity and Truth-Based Activism -- 9.2.5 Timing and Following Best Practices -- 9.2.6 Embed Activism in the Corporate Strategy and Have a "Kitchen Cabinet" -- 9.2.7 The Importance of Strategic Issue Selection and Having a Signature Advocacy -- 9.2.8 Guard Your Heart -- 9.2.9 Audience Profiling and Being Above Board -- 9.2.10 Being Purpose-Driven and Deliberate -- 9.2.11 Be Sure to Win the Buy-in of Significant Others -- 9.2.12 Research and the Power of a Performance-Driven Approach -- 9.2.13 Community Creation -- 9.3 Discussion -- 9.3.1 Evolution of the CEO Activism Development Model -- 10. Conclusion: The CEO Activism Development Model -- 10.1 Introduction -- 10.2 Theoretical Lenses -- 10.3 Highlights of Findings -- 10.3.1 Motivations for CEO Activism -- 10.3.2 CEO Activism Issues/Causes -- 10.3.3 CEO Activism Tactics 10.3.4 CEO Activism Effects -- 10.3.5 CEO Activism Safeguards -- 10.4 The CEO Activism Development Model -- 10.5 Policy Implications -- 10.6 Some Limitations and Further Research Agenda -- 10.7 Implications for the Practice of CEO Activism -- 10.8 Epilog -- References -- Index Breaking new ground in his analysis of CEO activism within a non-Western sociocultural context, this book presents an exciting exploration of the theoretical, managerial, practical and methodological implications of CEO activism today Social responsibility of business Erscheint auch als Druck-Ausgabe Adae, Eric Kwame CEOs on a Mission Bingley : Emerald Publishing Limited,c2023 9781803822167 |
| spellingShingle | Adae, Eric Kwame CEOs on a Mission Reimagining CEO Activism, Development, and Difference Cover -- CEOs on a Mission -- Communicating Responsible Diversity, Equity, and Inclusion -- Praise for CEOs on a Mission -- CEOs on a Mission: Reimagining CEO Activism, Development, and Difference -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- List of Abbreviations -- About the Author -- Foreword -- Acknowledgments -- 1. Introduction: Reimagining CEO Activism, Development, and Difference -- 1.1 Introduction -- 1.2 CEOs on a Mission to Fight for the Greater Good -- 1.3 Dangerous Opportunities in the Field -- 1.4 The Current Study -- 1.5 The Ghanaian Context -- 1.5.1 The West African Subregion -- 1.5.2 The Republic of Ghana -- 1.5.3 Ghana's Development Paradox -- 1.5.4 Gender Diversity in Corporate Ghana -- 1.5.5 Social Problems in Ghana and the Work of Activist CEOs -- 1.6 Theoretical Lenses for This Book -- 1.6.1 The African School of Thought in Leadership and Public Relations -- 1.6.1.1 Afrocentricity and Afrocentric Philosophies of Sustainability -- 1.6.1.2 Caritas -- 1.6.1.3 Ubuntu -- 1.6.1. 4 Africapitalism -- 1.7 Postmodern Values in Public Relations -- 1.7.1 Organizational Politics -- 1.7.2 Micropolitics and Alliances -- 1.7.3 Postmodern Biopower -- 1.7.4 Dissensus and Dissymmetry -- 1.7.5 Local and Situational Ethics and Decision-Making -- 1.8 Concept of Corporate Social Advocacy -- 1.9 Business Chieftains in Ghana Fight for the Common Good -- 1.10 Collecting and Analyzing Data for This Book -- 1.10.1 Data Sources and Data Collection -- 1.10.2 Inclusion Criteria and Sampling Procedure -- 1.10.3 Main Data Collection -- 1.10.4 Data Analysis -- 1.11 Mini Profiles of Study Participants -- 1.12 Toward a Postmodern Communicology of CEO Activism -- 1.13 Conceptual Framework: Toward a Process Model of CEO Activism -- 1.13.1 Illuminating the Basic Conceptual Model -- 1.14 Research Questions 1.14.1 What Are the Motivations of CEOs in Ghana for Engaging in CEO Activism? -- 2. Doing Well to Do Good: A Quick Map of the Field of Corporate Sociopolitical Involvement -- 2.1 Introduction -- 2.2 Corporate Sociopolitical Involvement -- 2.3 Corporate Social Responsibility and Sustainability -- 2.3.1 Sustainability -- 2.3.2 CSR Criticized as Representing Forms of Corporate Inauthenticity -- 2.4 Political Corporate Social Responsibility -- 2.5 Brand Activism and Brand Responsibility -- 2.6 Corporate Social Advocacy and CEO Activism -- 3. This Is Why We Do It: Examining CEO Activism Motivations -- 3.1 Introduction -- 3.2 Examining CEO Activism Motivations -- 3.2.1 Pressure to Take a Stand in a Polarized Climate -- 3.2.2 Driven by Personal Convictions -- 3.2.3 Motivated by Corporate Values and Fighting for the Common Good -- 3.2.4 Driven by Stakeholder Expectations and Ideological Inclinations -- 3.3 Opening Newer Pages: Examining Alternate CEO Activism Motivations -- 3.3.1 Motivated by Caritas -- 3.3.2 The Influence of Ubuntu -- 3.3.3 Motivated by Personal Values and Beliefs -- 3.3.4 Motivated by Africapitalism -- 3.3.5 Motivated by Postmodern Values -- 3.3.5.1 Postmodern Biopower and CEO Activism -- 3.3.5.2 Micropolitics, Alliances, and CEO Activism -- 3.3.5.3 Organizational Politics and CEO Activism -- 3.3.5.4 Local and Situational Ethics and Decision-Making -- 3.3.5.5 Dissensus, Dissymmetry, and CEO Activism -- 3.3.6 Motivated by a Bright Outlook on CEO Activism -- 3.3.7 Motivated by the Desire for Social Change -- 3.3.8 Motivated by Personal and Calculated Business Decisions -- 3.4 Discussion -- 4. Walking the Talk: Africapitalism as a Major Motivation for CEO Activism -- 4.1 Introduction -- 4.2 Africapitalism, a Home-Grown Pathway to Africa's Development? -- 4.3 Examining Africapitalism as a Special Motivation for CEO Activism 4.3.1 A Sense of Progress and Prosperity -- 4.3.2 A Sense of Parity -- 4.3.3 A Sense of Harmony -- 4.3.4 A Sense of Place and Belonging -- 4.4 Discussion -- 5. This Is What We Fight for: Examining CEO Activism Issues -- 5.1 Introduction -- 5.2 Kotler and Sarkar's Brand Activism Clusters -- 5.3 Corporate Social Advocacy and CEO Activism Issues -- 5.3.1 Pursuing Multiple Issues Simultaneously -- 5.3.2 Environmental Activism -- 5.3.3 Business/Workplace Activism -- 5.3.4 Sociocultural Activism -- 5.3.5 Political Activism -- 5.3.6 Legal Activism -- 5.3.7 Economic Activism -- 5.4 Discussion -- 6. This Is How We Do It: Examining CEO Activism Tactics -- 6.1 Introduction -- 6.2 Extant CEO Activism Tactics -- 6.3 The Activist CEO Tactical Repertoire -- 6.3.1 Leveraging Economic Power -- 6.3.2 Awareness-Creation and Persuasion Tactics -- 6.3.3 Disruptive Tactics -- 6.3.4 Intellectual Activism -- 6.3.5 Legal Activism -- 6.3.6 Naming and Shaming -- 6.3.7 Activism by Industry Group Representatives -- 6.3.8 Activism by Living by Example -- 6.3.9 Support Tactics -- 6.4 Discussion -- 7. Counting the Costs and Reaping the Dividends: Examining CEO Activism Effects -- 7.1 Introduction -- 7.2 The Bitter-Sweet Effects of CEO Activism -- 7.3 Positive Effects Greater-Good Outcomes of CEO Activism for the Ghanaian Society -- 7.3.1 Advancing the Gender Equality Agenda -- 7.3.2 Environmental Stewardship -- 7.3.3 Deepening Democratic Dividends -- 7.3.4 Legal and Public Policy Reforms -- 7.3.5 Empowerment and Liberation -- 7.3.6 Economic and Public Financial Management -- 7.3.7 Shaping Public Opinion -- 7.4 Effects of CEO Activism on Companies -- 7.4.1 Tonic Consequences for Companies -- 7.4.2 Toxic Consequences for Companies -- 7.5 Effects of CEO Activism on Individual Activist CEOs -- 7.5.1 Tonic Consequences for Individual Activist CEOs 7.5.2 Toxic Consequences for Individual Activist CEOs -- 7.5.2.1 Physical, Verbal, and Media Attacks -- 7.5.2.2 Arrests and Detentions -- 7.5.2.3 Removal From Office and Suffering Exclusion -- 7.6 Discussion -- 8. Taking Cover: Examining CEO Activism Safeguards -- 8.1 Introduction -- 8.2 Why We Should Study CEO Activism Safeguards -- 8.3 The Focus of the Study -- 8.4 How Activist CEOs Protect Themselves -- 8.4.1 Social Safeguards -- 8.4.2 Spiritual Safeguards -- 8.4.3 Corporate Safeguards -- 8.4.4 Personal Safeguards -- 8.4.5 CEO Activism Best Practice Safeguards -- 8.4.6 Communication-Related Safeguards -- 8.5 Discussion -- 8.5.1 Limitations and Further Research -- 8.5.2 Evolution of the CEO Activism Development Model -- 9. Profiting From Experience: Examining CEO Activism Guidelines -- 9.1 Introduction -- 9.2 Guidelines for CEO Activists -- 9.2.1 Be Certain It Is What You Really Want to Do -- 9.2.2 The Importance of Boundary-Setting -- 9.2.3 Being Guided by Patriotism and Having Genuine Care About the Wider Context -- 9.2.4 Authenticity and Truth-Based Activism -- 9.2.5 Timing and Following Best Practices -- 9.2.6 Embed Activism in the Corporate Strategy and Have a "Kitchen Cabinet" -- 9.2.7 The Importance of Strategic Issue Selection and Having a Signature Advocacy -- 9.2.8 Guard Your Heart -- 9.2.9 Audience Profiling and Being Above Board -- 9.2.10 Being Purpose-Driven and Deliberate -- 9.2.11 Be Sure to Win the Buy-in of Significant Others -- 9.2.12 Research and the Power of a Performance-Driven Approach -- 9.2.13 Community Creation -- 9.3 Discussion -- 9.3.1 Evolution of the CEO Activism Development Model -- 10. Conclusion: The CEO Activism Development Model -- 10.1 Introduction -- 10.2 Theoretical Lenses -- 10.3 Highlights of Findings -- 10.3.1 Motivations for CEO Activism -- 10.3.2 CEO Activism Issues/Causes -- 10.3.3 CEO Activism Tactics 10.3.4 CEO Activism Effects -- 10.3.5 CEO Activism Safeguards -- 10.4 The CEO Activism Development Model -- 10.5 Policy Implications -- 10.6 Some Limitations and Further Research Agenda -- 10.7 Implications for the Practice of CEO Activism -- 10.8 Epilog -- References -- Index Social responsibility of business |
| title | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_auth | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_exact_search | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_full | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_fullStr | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_full_unstemmed | CEOs on a Mission Reimagining CEO Activism, Development, and Difference |
| title_short | CEOs on a Mission |
| title_sort | ceos on a mission reimagining ceo activism development and difference |
| title_sub | Reimagining CEO Activism, Development, and Difference |
| topic | Social responsibility of business |
| topic_facet | Social responsibility of business |
| work_keys_str_mv | AT adaeerickwame ceosonamissionreimaginingceoactivismdevelopmentanddifference |