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The Morality of “new” CEO Activism

Author

Listed:
  • Layla Branicki

    (Macquarie University)

  • Stephen Brammer

    (Macquarie University)

  • Alison Pullen

    (Macquarie University)

  • Carl Rhodes

    (University of Technology, Sydney)

Abstract

CEOs’ social and environmental activism attracts significant public and research interest. Positioned as an expression of personal morality, such activism is potentially highly influential because of CEOs’ public visibility and associated positional and resource-based power. This paper questions the assumption that CEO activism can only be explained in relation to individual moral action, and illuminates its wider social implications. We critically evaluate the recent upsurge in CEO activism by juxtaposing it against broader social activism, identifying its distinctive characteristics, and empirically examining two recent ‘moral episodes’: the Deferred Action for Childhood Arrivals (DACA) program and the Fetal Heartbeat Acts (FHAs). Our analysis demonstrates that CEO activism is more heterogeneous than research to date has shown. Building on this analysis, a refined understanding of the character and morality of CEO activism is developed by establishing a typology of its forms. We conclude that while CEO activism is an important and potent new phenomenon, it may not be universally appropriate to regard CEOs as moral leaders. Instead, it is paramount to question the motives and effects of what CEOs do in the name of morality.

Suggested Citation

  • Layla Branicki & Stephen Brammer & Alison Pullen & Carl Rhodes, 2021. "The Morality of “new” CEO Activism," Journal of Business Ethics, Springer, vol. 170(2), pages 269-285, May.
    • Handle: RePEc:kap:jbuset:v:170:y:2021:i:2:d:10.1007_s10551-020-04656-5
    DOI: 10.1007/s10551-020-04656-5
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    References listed on IDEAS

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    1. Andreas Georg Scherer & Andreas Rasche & Guido Palazzo & André Spicer, 2016. "Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0," Journal of Management Studies, Wiley Blackwell, vol. 53(3), pages 273-298, May.
    2. Charles Eesley & Katherine A. Decelles & Michael Lenox, 2016. "Through the mud or in the boardroom: Examining activist types and their strategies in targeting firms for social change," Strategic Management Journal, Wiley Blackwell, vol. 37(12), pages 2425-2440, December.
    3. Alexander Hensby, 2014. "Networks, counter-networks and political socialisation - paths and barriers to high-cost/risk activism in the 2010/11 student protests against fees and cuts," Contemporary Social Science, Taylor & Francis Journals, vol. 9(1), pages 92-105, March.
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