How can business leaders productively process the sheer volume and pace of information sharing, let alone parse out good science from bad? More significant still, how will they proactively support society in making sense of critical, possibly life-saving, information?
We examine firms with a dual-class share structure where insiders (officers and directors) have voting control over the firm that exceeds their ownership stake. We find that when these insiders have significantly more voting control, their firms demonstrate poorer, rather than better, environmental performance.
How does this crisis relate to other grand challenges and how should we address the coronavirus that has triggered it?
For those looking to commit to action, we have identified six themes that are fundamental to our ability to function and move forward as a society.
We need to focus our attention on identifying the human costs of such supply chain shocks and devising solutions to better safeguard the workers on whom we all depend – but so often fail to protect.
We examine two charities (a museum and a disability rights organization) that were in breach of this soft regulation; however, we suggest each faced different levels of reputational risk by doing so. We argue that charities are most at risk of being perceived as acting inappropriately when they breach regulations that are aimed at financial propriety.
Hope & cooperation or fear & despair: how does humanity respond to slow onset disasters?
We provide a more extensive —but still incomplete— list of initiatives than the one we previously presented back in March; this time, the rapid responsible innovation is organized by stakeholder recipient of the innovation.
This note is both a call for immediate action and hopefully also inspiration for companies to act against the COVID-19/Coronavirus outbreak in the form of rapid responsible innovation — innovation developed in a short period of time in a state of emergency with the hope of protecting people and saving lives.
