Corporate Political Responsibility

This book develops a “person-based” theory of the corporation as a social and political actor within democratic society. It examines corporate personhood, legal rights, and the firm’s obligations to democratic norms, arguing that firms have specific duties beyond their business interests, or even their interests in competitive markets.  

Why this resource matters 
It deepens CPR’s conceptual foundation by examining the legitimate bases (and duties) that guide corporate political influence from a principled perspective. 

This handbook chapter from Perkins Coie LLP outlines governance best practices for public company boards, covering fiduciary duties, oversight structures, committee responsibilities, compliance systems, and disclosure obligations. It emphasizes risk oversight, transparency, and evolving regulatory expectations affecting board accountability in complex operating environments. 

Why this resource matters 
It provides operational grounding for CPR governance by clarifying how boards oversee risk, disclosure, and fiduciary responsibilities in politically and socially complex systems. In particular, it provides the legal and conceptual basis for the governance of public affairs.

This article distinguishes between pro-market policies that enhance competition – so businesses that create value are rewarded -- and pro-business policies that favor specific businesses or industries. It argues that government favoritism distorts competition, undermines innovation, reduces opportunity and weakens democratic accountability, urging policymakers to prioritize competitive neutrality and institutional integrity over industry capture. 

Why this resource matters 
It reflects CPR’s Responsibility principle, calling for businesses to “champion   healthy market “rules of the game” that foster competition on the basis of quality, price and long-term value, minimizing costs externalized to other stakeholders and aligning private interests with the broader public good.” 

This article argues that US political risk is no longer an abstract concern for boards and investors – it is an immediate governance challenge.  Specifically, it explores how escalating polarization, regulatory volatility, and election-related instability require enhanced governance safeguards to protect enterprise value – and proposes two tools that can help.

Why this resource matters 
It outlines the rationale for embedding CPR in the governance of public affairs and recommends Third Side Strategies’ Principled Influence: A Guide to Strengthening Public Affairs Practices in Polarized Environments. (NOTE: This article is authored by Stephen M. Davis, a member of The CPR Hub’s Board of Advisors.)