Social Strategy & Corporate Structure

Neil W. Chamberlain is the Armand G. Erpf Professor (now Emeritus) of the Graduate School of Business, Columbia University. He has also held the chair in management economics in the Department of Economics at Yale University. His professional interests began with industrial relations and labor economics and have subsequently extended to the economies of the firm and corporate planning, national planning, and most recently social values and corporate social responsibility, as reflected in the titles of some of his twenty-two books: The Union Challenge to Management Control, The Labor Sector, The Firm: Micro-Economic Planning and Action, Private and Public Planning. Enterprise and Environment. The Place of Business in America's Future: A Study in Social Values. The Limits of Corporate Responsibility, and Remaking American Values: Challenge to a Business Society.He is a past president of the Industrial Relations Research Association and was director of the Program in Economic Development and Administration of the Ford Foundation from 1957 to 1960. He has served on the board of editors of the American Economic Review, the editorial council of Management International, and the board of trustees of the Columbia Journal of World Business.

• ContentsPrefaceChapter 1 The Uncertain Relation between Business and SocietyThe Corporation in the Early United StatesExpanding Corporations and Their ImpactSocial Challenges to Corporate AutonomyPublic and Private PurposeA New Strategy, a New StructureChapter 2 Alternatives to Structural ChangeManagement EthicsCorporate Social ResponsibilityThe Ethical InvestorIndustrywide CollaborationGovernment RegulationChapter 3 Proposals for Restructuring the Ultimate Corporate AuthorityOutside DirectorsPublic DirectorsChapter 4 Social Indicators, National Planning, and Corporate MotivationThe Not-So-Free MarketSocial GuidelinesNational PlanningThe Question of MotivationChapter 5 The Corporate Social AuditWhat Purpose Social Reporting?Comprehensive versus Selective ReportingThe Matter of MeasurementThe Problem of CredibilityVoluntary or Compulsory Reporting?Back to MotivationChapter 6 Corporate StructureReorganization at the TopCorporate Relation to National PolicyStrategic PlanningParticipation in Planning and ExecutionMotivationPerformance ReviewProxy Machinery and Annual MeetingsExternal MonitoringChapter 7 The Monitoring ProfessionsAccountingLawChapter 8 Federal Chartering of National CorporationsFederal Minimum StandardsFederal IncorporationIs Federal Chartering Relevant?Chapter 9 Foreign Operations of U.S. CorporationsThe Business of America AbroadInterdependence versus NationalismInternational Economic Policy and the CorporationChapter 10 Outlook and PerspectiveIndexAbout the Author