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Full Description
This new work by Neil W. Chamberlain will be of great importance to the business community -- and to all those charged with defining the role large corporations play in the affairs of society.
Social Strategy and Corporate Structure is an objective, indepth examination of the organizational requirements of a social role for large-scale business. The role Neil Chamberlain presents is one of heroic dimensions: the political choice of goals, the strategic allocation of resources, and the tactical operations of the mechanisms of production.
While there has been much discussion of corporate social responsibility, few have investigated the ways its structure will have to change if the corporation is to pursue a strategy that is both economic and social. This timely book integrates a large number of issues involving corporate activities and governance that go directly to the heart of this problem.
In step-by-step detail, Chamberlain analyzes the organizational imperatives of this new age of social responsibility: the composition and functions of boards of directors and the relation of their duties to a broad system of national planning; the internal social audit; changes in the characteristics of corporate social planning; and proposals for restructuring ultimate corporate authority, either through public or outside directors. In addition, he examines the potential relevance of federal chartering of corporations, and the effects of international economic interdependence on the development of a new corporate social strategy.
This book is not a detailed blueprint for change. Rather, it presents a thorough, systematic study of available courses of action for improvement, based on the principle that conventional notions of corporate independence will have to be modified for any social strategy to work. And while not everyone will agree with Neil Chamberlain, few can afford to ignore his provocative insights into what corporations must do to function effectively in a changed social environment.
Contents
Contents
Preface
Chapter 1 The Uncertain Relation between Business and Society
The Corporation in the Early United States
Expanding Corporations and Their Impact
Social Challenges to Corporate Autonomy
Public and Private Purpose
A New Strategy, a New Structure
Chapter 2 Alternatives to Structural Change
Management Ethics
Corporate Social Responsibility
The Ethical Investor
Industrywide Collaboration
Government Regulation
Chapter 3 Proposals for Restructuring the Ultimate Corporate Authority
Outside Directors
Public Directors
Chapter 4 Social Indicators, National Planning, and Corporate Motivation
The Not-So-Free Market
Social Guidelines
National Planning
The Question of Motivation
Chapter 5 The Corporate Social Audit
What Purpose Social Reporting?
Comprehensive versus Selective Reporting
The Matter of Measurement
The Problem of Credibility
Voluntary or Compulsory Reporting?
Back to Motivation
Chapter 6 Corporate Structure
Reorganization at the Top
Corporate Relation to National Policy
Strategic Planning
Participation in Planning and Execution
Motivation
Performance Review
Proxy Machinery and Annual Meetings
External Monitoring
Chapter 7 The Monitoring Professions
Accounting
Law
Chapter 8 Federal Chartering of National Corporations
Federal Minimum Standards
Federal Incorporation
Is Federal Chartering Relevant?
Chapter 9 Foreign Operations of U.S. Corporations
The Business of America Abroad
Interdependence versus Nationalism
International Economic Policy and the Corporation
Chapter 10 Outlook and Perspective
Index
About the Author
