The Power of C.E.O. Activism

Aaron K. Chatterji; Michael W. Toffel

Guest Column | New York Times | April 3, 2016

The Power of C.E.O. Activism: How Politically Outspoken Executives Sway Public (and Consumer) Opinion

by Aaron K. Chatterji and Michael W. Toffel

Abstract

Some CEOs are making news by taking public stances on controversial social issues largely unrelated to their core business. This article summarizes the insights from our research paper that shows that such "CEO activism" can influence public opinion and consumer attitudes.

Keywords: leadership; Leadership & Corporate Accountability; Non-market Strategy; corporate social responsibility; politics; political influence; political strategy; political risk; equity; gender; climate change; Communication Strategy; Law; Leadership; Brands and Branding; Media; Problems and Challenges; Civil Society or Community; Social Issues; Public Opinion; United States; Georgia (state, US); North Carolina; Indiana; Indianapolis;

Format: Print

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Citation:

Chatterji, Aaron K., and Michael W. Toffel. "The Power of C.E.O. Activism: How Politically Outspoken Executives Sway Public (and Consumer) Opinion." Grey Matter. New York Times (April 3, 2016), SR10.

The president of Harvard University is facing growing pressure from students, alumni, and other climate change activists that are urging the university to divest its multi-billion dollar endowment from fossil fuel companies. The case summarizes the arguments for and against Harvard divesting, examining past examples of Harvard’s investment decisions and the financial implications of divestment.

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The Power of C.E.O. Activism: How Politically Outspoken Executives Sway Public (and Consumer) Opinion

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