2013 Kellogg School of Management/Aspen Institute Business and Society Conference
“Rethinking ‘Shareholder Value’ and the Purpose of the Corporation”
Thinking about “shareholder value”
The tension between shareholder and stakeholder value offers no easy answers. But the Kellogg-Aspen Conference, held March 7-8, created stimulating discussions with experts — and an engaged audience — who looked at the problem from all sides and were sometimes surprised to find themselves agreeing with those on the other side of the fence. This is what the Kellogg Public-Private Initiative is dedicated to: leading the discussion. We invite you to follow along by viewing related content on this page, including complete videos of each speaker and panel.
Professor of Managerial Economics& Decision Sciences
Faculty Director, Kellogg Public-Private Initiative
Director, Kellogg Public-Private Initiative
Couldn’t make Aspen? Here are some highlights
These days, corporate America is doing some soul-searching. Are corporations really only accountable to their shareholders? And, if so, should they be? Over the course of the Kellogg-Aspen Conference, a number of our faculty lent their expertise. We’ve rounded up some of the highlights on the Kellogg Insight blog with comments from professors Diermeier, King, Kraemer, Black and Sapienza. Read More
Financial Times: Kellogg research shows more to CSR than meets the eye
In a recent article, Financial Times writer Della Bradshaw wrote, “Does CSR make money? It is one of the questions that divides the academic world. Those that promote CSR — corporate social responsibility — argue that it improves the bottom line through brand reputation and more productive employees. Those against, say that shareholder value should be the driving force for business. “The latest research from the Kellogg School at Northwestern University suggests that neither argument gets to the whole truth.” Read more.
Triple Pundit: Does CSR Make a Difference to a Company’s Image?
For many companies these days, corporate social responsibility or CSR, is an important part of their corporate profile. Companies like Hickory Springs, with its Earthcare Challenge, and Starbucks Coffee, known for its support of safe drinking water in impoverished communities, are examples of companies that have successfully built CSR into their corporate image. But is “doing the right thing” enough to ensure a positive legacy? Read more.
Related articles From Kellogg Insight
The strategy of corporate social responsibility
Executives who seek to maximize the impact of CSR investments should reexamine their entire approach: how it fits into overall strategy, the ways in which it can deliver value, how to measure its impact, and the best way to communicate progress to stakeholders.
The following Kellogg Insight articles are part of a larger discussion on the public-private interface that took place at the Kellogg-Aspen Conference.
Being Smarter with CSR
An increasing number of companies are embracing corporate social responsibility, but many struggle with how to ensure CSR serves their business strategy. Kellogg faculty offer compelling insight that can help companies understand the strategic implications of CSR efforts. Read more.
Pinpointing the Value in CSR
Does CSR increase shareholder value? Recent research finds that, on average, expenditures in corporate social responsibility activities reduce shareholder value, even though these expenditures are associated with positive stock returns. This apparent inconsistency suggests that executives should reexamine the conventional wisdom on CSR initiatives. Read more.
When and How to Drive Real Value with CSR
Mounting evidence suggests corporate social responsibility is no magic bullet for economic value creation. But executives can improve their bottom lines by using CSR in targeted circumstances. Read more.
Managing the Reputational and Market Risks of Social Activism
Companies that invest in CSR hoping to improve their reputation often make themselves bigger targets for protesters. By understanding how social activism affects financial performance, executives can develop better responses. Read more.
The Hidden Drivers of Corporate Sustainability Initiatives
While top management can influence their companies’ agendas, new research suggests that the real drivers of agenda issues are hidden within everyday interactions across the organization. “Issue intrapreneurs” play a central role in mobilizing support across units and functions. Read more.