ArticleHarvard Business School Institute for Business in Global Society (BiGS)

Workplace Civics: Can Companies Safely Get Involved in the 2026 Elections?

What It Is: An HBS Institute for Business in Global Society article profiling how companies like Levi Strauss, Salesforce, and Patagonia are supporting non-partisan voter participation while managing the risks of political backlash. 

Why It Matters: The perceived legitimacy of these programs is broad: 82% of U.S. adults say companies should give employees time off to vote, and 69% say firms should actively encourage voting. That external legitimacy translates to measurable company-level impact — working at a Time to Vote member company increases an employee's likelihood of voting by 2.1 percentage points, based on a study of 30 million workers at 377,000 companies. 

How to Use It: Consider your company's existing commitments to civic participation and which level of engagement fits — paid time off to vote, poll-worker support, or voter registration partnerships. Then consider how to articulate your rationale in a way that respects broad public opinion on the issue. Use the Levi Strauss, Salesforce, and Patagonia examples as models. 

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ArticleHarvard Business Review

Strine and Lund argue that political spending hurts shareholder interests because it increases risks, is not transparent, and correlates with lower financial performance. They make the case that companies should either end all spending, obtain shareholder consent, or limit expenditures to PACs (which are strictly voluntary and have mandated disclosure).

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ReportBeneficial State Foundation

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VideoCorporate Political Responsibility Taskforce
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ReportEuropean Financial Reporting Advisory Group (EFRAG)

ESRS G1 sets mandatory disclosure requirements on business conduct, covering corporate culture, supplier relationships, anti-corruption and bribery, whistleblower protection, political influence and lobbying, and payment practices, especially toward SMEs. It links governance and conduct to impact, risk, and opportunity management, making companies explain how business behavior supports transparent, sustainable practices for all stakeholders. 

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ArticleChatham House

Using the exodus of companies from Russia due to the war against Ukraine, Bennett argues that, with influential economic power worldwide, multinational companies should consider a new geopolitical corporate responsibility to help support international rules-based order when it is under stress or faces challenges. He explains that this order defines the international community in which nations should respect individual sovereignty and obey the law. 

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ReportFCLTGlobal and EY

This brief provides a practical conversation guide for boards and executives to understand, assess, and act on geopolitical risk. Using a “scan–focus–act” framework, it offers structured questions on stakeholder impacts, long-term strategy, enterprise risk management, and governance changes. It reframes geopolitics as a manageable, board-level responsibility central to resilience and long-term value creation.

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The article maps out a non-partisan, principled conception of good corporate citizenship drawing on shared assumptions of the right and the left about the place of corporations in our society and the realities of corporate governance. That conception concentrates on how corporations’ own conduct affects the best interests of their stockholders, workers, communities of operation, consumers, taxpayers, and the environment. 

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WebsiteThe Hoover Institute

This initiative explores how clear, stable legal systems support freedom, innovation, and economic growth—laying the groundwork for healthy markets and democratic institutions.

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