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Paul Strebel and Salvatore Cantale
Is your company focused on creating value — or on siphoning it off from others?
What does it take to set up a platform where many constituencies can do business?
David A. Lubin and Daniel C. Esty
Measuring sustainability’s impact on revenue, productivity and risk would speak to mainstream investors.
April 15, 1991 | G. Richard Shell
When someone asks, “What is your bottom line?” few negotiators tell the truth. But how much bluffing is ok? Business negotiations law is infused with ethical considerations. Author G. Richard Shell outlines the basic elements of legal fraud, illustrating the evolving concepts with numerous cases in which negotiators have been penalized for what some consider merely unethical behavior. “An ethical sensibility, far from being a ‘luxury’ in business negotiations, may be a negotiator’s best counselor,” Shell writes.
January 6, 2014
Many customers are simply not profitable. Letting them go is one option, but so is trying to train them out of expensive behavior. Options suggested by Jiwoong Shin and K. Sudhir, both of Yale School of Management, include reducing services to unprofitable customers and educating them to use less costly service channels. “We recognize the mix of concerns, both ethical and practical, that swirl around firing customers,” write Shin and Sudhir. “We advocate firing customers only as a last resort.”
Do managers run companies better when they are agents of all stakeholders or when they focus their allegiance on shareholders? And do different directions affect innovation?
H. Jeff Smith
Stakeholder theory may be more conducive than shareholder theory to curbing company impropriety.
N. Craig Smith et al.
When the Gap decided to overhaul the way it interacted with critics, it launched a strategy of stakeholder engagement.
Olubunmi Faleye et al.
Is board oversight — helpful as it can be — detrimental to innovation?