This article urges companies to actively reduce the polarization that can impact their businesses, by carefully considering their public stances, promoting inclusivity, and fostering collaboration across differing viewpoints within their organizations and communities.
While this report more broadly assesses America’s competitiveness, Chapter 3: The Role of Business in Politics Today and Tomorrow, identifies the role of business in political gridlock, and suggests potential solutions. (See pg 28-36)
This article emphasizes the importance of board oversight in managing corporate political engagement and CEO activism, stressing the need for clear policies to mitigate risks and align political actions with overall business strategy. It highlights growing shareholder expectations for accountability and the potential reputational and financial impacts of CEO public statements.
Researchers describe the “double legitimacy” problem. American workers need to invest portions of their income into mutual funds to have economic security, thus becoming Worker Investors. Corporations are unconstrained and can dip into these funds to support their political spending. This paper outlines the Big 4’s political power in resolving the double legitimacy problem, and how their refusal is supporting policies that go against the Worker Investor.
Contrasts common-good capitalism with the modern shareholder-dominated economy. Advocates for restoring balance by prioritizing worker benefits and economic fairness. Analyzes how large corporations have become beholden to shareholder and bank demands, reducing innovation and limiting financial opportunity for other stakeholders.
The authors argue that withholding corporate political spending from investors increases reputational and legal risks. They contend that transparency allows investors to make informed decisions, aligning their investments with their values and minimizing potential risks.
Suggests that a company’s political activities may have more impact on social and environmental sustainability than operations, and argues that corporate political responsibility requires transparency, accountability, and responsibility.
Informative look at what dark money is, how it came to be, and the influence it has on shaping our society. Provides both a report and a first-of-its-kind database shining a light on transactions happening in the dark.
This article outlines how businesses can manage modern political risks, which now stem from a broader range of sources, including social media, local officials, and cybercriminals. It emphasizes four core competencies—understanding, analyzing, mitigating risks, and responding to crises—and provides practical questions and case studies to help companies strengthen their ability to handle political disruptions.
This article outlines CEO activism and its influence, risks, and rewards. Authors reference research to assert that CEOs must strategically decide when and how to engage with social and political issues. The included playbook provides insight on how to go about engagement for positive impact. By raising awareness and leveraging economic power, CEOs can embrace transparency and accountability to their company values.
This article examines how current economic and political upheavals reflect an ongoing misalignment between business and economies and acceptable societal outcomes. Encourages re-examination of long-held assumptions.
Summary of voluntary standard on reporting public policy management approach, including political contribution disclosures as is certified by the Global Reporting Initiative.
This report from the New America Foundation’s political reform program advocates for a voluntary public database that tracks the political positions and papers of advocacy groups, making it easier to track who is advocating for what when it comes to critical policy debates, demystifying the lobbying process.
Seeks to advance the rule of law by engaging responsible business to support the building and strengthening of legal frameworks and accountable institutions – serving as a complement to, not substitute for, government action.
This article advocates for and examines the role of managers in weighing corporate political responsibility with traditional shareholder primacy when lobbying. Builds a strong case and suggests that companies consider whether the public is informed or has the necessary expertise.
Lays out core principles—transparency, integrity, accountability, and effectiveness—with practical examples to help professionals and organizations engage in ethical and responsible lobbying.
This 60-page report elaborates on the “how” of engaging in meaningful climate policy engagement. Illustrative examples spanning the globe are grounded by five core elements of responsible policy engagement and three key actions to put said elements into practice.
Advances the argument that American CEOs, seemingly more powerful today than ever, have abrogated the key leadership role they once played in addressing national challenges, with grave consequences for American society.
Widely accepted multi-sector framework outlining expectations for companies to evaluate and disclose their commitment to human rights, identify salient issues, identifying processes for responding to claims, conducting due diligence and identifying strategies to prevent, mitigate or remediate adverse impacts on individuals and communities. Supports corporate political responsibility by outlining political rights as human rights, and providing established processes to draw on.
This article outlines how crony capitalism distorts the market, violates the principles of free markets, and risks value creation for all, as reflected in the Heritage Foundation's Index of Economic Freedom.
Outlines a framework to help companies determine how to engage with social issues and an appropriate level of engagement—ranging from supporter to champion—describing the key to an effective engagement plan that integrates functional silos, all bolstered by compelling case studies.