Part 1 in this series, The Future of HR in a Stakeholder World, addresses why human resources has remained a cost rather than a profit center. Part 2 addresses what human resources can learn from the total quality management movement to elevate its impact. ... [ read more ]
An industry based on creating new value through greater efficiencies is uniquely positioned to benefit from stakeholder management strategies and tactics that harmonize the interests of all stakeholders toward a common purpose, goals, objectives and values. ... [ read more ]
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Both an iconic entertainment figure and businessperson, Taylor Swift holds a unique place in the growing list of Golden Rule leaders. ... [ read more ]
One of the first rules of stakeholder capitalism is to stay out of politics. When in the world of government procurement. While this study was conducted in the European Union, with multiple member states and governments and a regulatory environment unique from current US circumstances, it provides useful insights for US firms doing business in the current political environment. ... [ read more ]
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This study recommends a practical alternative to the practices that helped spark so much controversy.... [ read more ]
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In a civil exchange, a proponent of shareholder capitalism and of stakeholder capitalism explore the tension between stakeholder capitalism, ESG, DEI, and traditional shareholder-value maximization. Despite their different starting points, the two discover far more alignment than disagreement.... [ read more ]
This fictional case study demonstrates how stakeholder management principles can address problems in any type of organization by using the same principles long practiced in total quality management (TQM) to harmonize the interests of all stakeholders toward a common purpose, goals, objectives, and values. ... [ read more ]
Irrational Capital, creators of the Human Capital Factor, believe they have created the first employee engagement survey process serving as a management instrument to help drive future equity value creation...i.e. better returns for investors. ... [ read more ]
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This Enterprise Engagement Alliance Stakeholder Management Forum YouTube show and feature article finds broad agreement that human capital factors are highly predictive of future equity value creation but that the business world remains in the early stage of understanding the connection and how to operationalize it. ... [ read more ]
Those on the far right who oppose stakeholder capitalism base it mostly on a definition that means diverting resources from shareholders to address social causes or implementing a management system that seeks to balance the interests of all stakeholders. From the standpoint of the far left, definitions don’t matter because it’s the very nature of capitalism that’s the problem, not how stakeholder capitalism is defined.... [ read more ]
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Penn State graduate students from the US and a diversity of companies learn about stakeholder capitalism in a one-hour class shared below for any educator or others wishing to share the concept with students or colleagues. ... [ read more ]
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Imagine a practical movement to improve performance through people and a $200 billion or more market to engage employees with almost no formal training on design, implementation, and impact measurement. The Enterprise Engagement Alliance was founded to address this gap with an array of books, formal courses, free libraries, and the Enterprise Engagement Alliance Purpose Leadership and Stakeholder Management YouTube shows.... [ read more ]
This is a continuation in the Enterprise Engagement Alliance YouTube series and feature articles on impact measurement and the metrics relevant to management, stakeholders, and investors. ... [ read more ]
Human Capital Metrics Investors Should Consider: Perspectives From an ISO 30414 Working Group Member... [ read more ]
The Golden Rule designation aims to help people better visualize what stakeholder capitalism looks like, from the standpoint of organizations and those of leaders or advocates. It does not mean that the organization or leader is perfect. It means he or she has demonstrated a commitment to these principles over the course of their careers, not that they have not made mistakes or decisions that hurt or inconvenienced people. ... [ read more ]
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