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Benefits

In: The Social License

Author

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  • John Morrison

Abstract

I have already commented, earlier in this book, that I do not believe the social license can be managed directly or claimed by an organization itself in relation to a specific activity. It is more a state of affairs that reflects a balanced relationship with the pre-existing social contract in a society. Part 2 of this book has looked at some of the foundations that need to be in place for social license to emerge—factors that an organization does have some degree of control over. However, the leverage is often limited by many other societal, political, and other factors. Even if these foundations are in place, social license is not guaranteed. This part of the book moves on to look at a range of other factors over which an organization has more control. Again, these do not infer any mechanistic relationship between what an organization does and its social license, but solid performance on the issues contained in these chapters must, in my view at least, increase the chances of a balance with the social contract and therefore of a strong social license emerging.

Suggested Citation

  • John Morrison, 2014. "Benefits," Palgrave Macmillan Books, in: The Social License, chapter 0, pages 93-103, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-37072-3_7
    DOI: 10.1057/9781137370723_7
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