Stakeholders can and should play an important role in business decisions, but how can their interests be incorporated into business practices to create win-win solutions? In this week’s Insight, our experts dive into this question and discuss whether stakeholder capitalism models can help us find the right solution.
In the continuation of our series exploring stakeholder capitalism – or the idea that businesses might improve societal outcomes by focusing on a broader mandate than profits alone – our experts review the benefits and drawbacks of the existing best-practice model: shareholder capitalism. What works, what doesn’t and what’s changed since Milton Friedman popularized the theory in 1970? Our experts weigh in on whether there are ways to improve outcomes within the framework of shareholder capitalism, or if stakeholder capitalism is ready to take its place.
With more business leaders than ever before embracing stakeholder capitalism – or the belief that companies should work to benefit all stakeholders, not just shareholders – myriad questions have arisen about the concept’s viability and potential for impact. The Kenan Institute has been working to respond, and today we are excited to launch a new series exploring the most pressing issues surrounding stakeholder capitalism. Kicking off the series is this week’s Kenan Insight, which takes a deeper dive into the buzzed-about world of ESG investing. We hope you’ll check it out, and look forward to engaging with you on this topic and others throughout the series!
Former Kenan Institute Center for Sustainable Enterprise Research Associate and current ACTIVEST Co-founder Napoleon Wallace's latest project was recently featured in a New York Times DealBook newsletter piece. The article discusses the rating system his company is developing, which reassesses the traditional value of municipal bonds based on social and justice factors like policing, education, healthcare and affordability.
More than ever, businesses are tasked with pleasing both shareholders and stakeholders, including employees, customers and even communities. But can it be done? In this week's Kenan Insight, our experts explore the most successful strategies employed by a class of businesses that have been navigating this debate for generations: family firms.
As long-standing leaders in sustainability, the Center for Sustainable Enterprise and the Kenan Institute of Private Enterprise are proud to host the University of North Carolina Sustainability Awards. These awards recognize the leadership of North Carolina Business in protecting and promoting the state’s natural resources.
Major strides have been taken in recent years to push toward more sustainable investing practices, yet it remains to be seen if such initiatives are actually meeting their goals. In this Kenan Insight, we look at the challenges of both implementing and measuring the effectiveness of social entrepreneurship and impact investing.
This study examines the importance of social perception of corporate social responsibility (CSR) and irresponsibility (CSI). Drawing from social psychology literature on stereotypes, we argue that two fundamental dimensions of social perception—warmth and competence—help explain the underlying processes and conditions under which CSR leads to specific outcomes.
Please join us for an exclusive conversation with Procter & Gamble Chairman of the Board, President and CEO David Taylor on Wednesday, Oct. 9 from 5–6 p.m. The event takes place in the Kenan Center Dining Room and is part of the Dean’s Speaker Series, hosted by Kenan-Flagler Business School Dean Doug Shackelford.
While policies encouraging diffusion of new technologies provide incentives for adopting the focal good, they typically ignore the ecosystem of complementary goods and services. Based on existing literature on indirect network effects, we argue that when there is less availability of complementary goods, policies have a smaller impact on diffusion.