Making Target the Target: Boycotts and Corporate Political Activity

Nien-hê  Hsieh; Victor  Wu

Case | HBS Case Collection | April 2017 (Revised August 2017)

Making Target the Target: Boycotts and Corporate Political Activity

Abstract

Through the challenges facing Target, the case examines ways in which corporations can become involved in political and legislative debates and processes, ranging from campaign contributions to lobbying to political activism. In 2016, Target CEO Brian Cornell must determine how to respond to the debate over North Carolina's recently signed law, commonly known as "HB2," that invalidated LGBT non-discrimination ordinances at the local level. In contrast to other organizations, Target did not threaten to leave the state. However, its public statement in support of LGBT rights prompted a boycott against its stores. Adding to the difficulty was the fact that Target was caught on the other side of the debate in 2010 in one of the earliest high-profile controversies resulting from the Supreme Court Citizens United ruling. Target had contributed to a super PAC supporting business friendly candidates. As one of the candidate's opposition to same-sex marriage became well publicized, Target faced a consumer boycott as well as a shareholder proposal to change its policies on political contributions. The case covers current campaign finance regulations as they relate to business as well as Target's lobbying activities regarding online sales tax legislation.

Keywords: boycott; corporate accountability; corporate political activity; lobbying; LGBTQ; campaign contributions; campaign finance; retail; shareholder activism; Public Opinion; Social Issues; Corporate Social Responsibility and Impact; Mission and Purpose; Problems and Challenges; Laws and Statutes; Rights; Crisis Management; Risk Management; Media; Political Elections; Taxation; Corporate Accountability; Values and Beliefs; Fairness; Diversity; Customers; Communication; Business and Government Relations; Retail Industry; United States;

Language: English

Format: Print

26 pages

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Citation:

Hsieh, Nien-hê, and Victor Wu. "Making Target the Target: Boycotts and Corporate Political Activity." Harvard Business School Case 317-113, April 2017. (Revised August 2017.)

Case | HBS Case Collection | March 2018

Gender and Free Speech at Google

Nien-hê Hsieh, Martha J. Crawford and Sarah Mehta

In August 2017, Google fired James Damore, a 28-year-old software engineer who had been employed by the company since 2013. The move came after Damore penned an internal company memo titled “Google’s Ideological Echo Chamber,” which posited that innate biological differences between men and women—as opposed to hiring biases, gender discrimination, or a hostile workforce—were at least partially responsible for the low numbers of women in tech. At the time, 20% of Google’s tech workforce, and 31% of its overall staff, was female. Damore also admonished Google for silencing opinions that challenged what he viewed as the company’s politically liberal belief system.

Reactions to both the memo’s content and Google’s decision to fire Damore were swift and varied. Some praised the company for signaling intolerance of any marginalization of women. Others criticized Google for terminating an employee for a seemingly innocuous act of expression. Danielle Brown, Google’s new vice president and chief diversity and inclusion officer, hired just a few weeks before the memo was leaked to the public, must now advise Google’s top leadership team on dealing with the fallout.

Keywords: gender; Free Speech; diversity; Representation; Diversity; Gender; Race; Human Resources; Employees; Employee Relationship Management; Recruitment; Selection and Staffing; Labor; Employment; Lawsuits and Litigation; Organizational Culture; Technology Industry; United States; California;

Citation:

Hsieh, Nien-hê, Martha J. Crawford, and Sarah Mehta. "Gender and Free Speech at Google." Harvard Business School Case 318-085, March 2018. View Details

Cite View Details Educators

This note outlines a framework to help managers discern and deliver on their responsibilities to society that has been taught in the “Responsibilities to Society” module in Leadership and Corporate Accountability (LCA), a semester-long, first-year required course for MBAs at Harvard Business School. The module outlined in this note also can be used as the basis for a short standalone course on the role and responsibilities of business in society. The framework developed in this module centers on managing harms to third parties—i.e., parties with whom companies do not transact commercially or have direct contractual relations. The framework aims to ground the responsibilities of managers in an intuitively plausible standard that is widely recognized—duty not to harm others—and to make tractable the concept of society, which is often seen as amorphous and vaguely defined. The framework aids managers in 1) identifying relevant harms, 2) determining the responsibility for them, 3) developing appropriate responses, and 4) recognizing political limits on what companies ought to do.

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Making Target the Target: Boycotts and Corporate Political Activity

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