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Abstract
Recent decades have witnessed the proliferation of non-governmental organizations (NGO''s) and the emergence of activism across a wide variety of issue areas. On topics ranging from human rights to labor conditions, NGO''s and activists represent an increasingly important constituency in a firm''s non-market environment. Explores the different ways in which firms manage NGO pressure, noting instances of pre-emption, capitulation, and resistance. Considers three case studies - Unocal, Nike, and Novartis - and evaluates a series of hypotheses about the economic and non-economic factors that drive the varying firm responses to NGO activism.
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Abstract
Recent decades have witnessed the proliferation of non-governmental organizations (NGO''s) and the emergence of activism across a wide variety of issue areas. On topics ranging from human rights to labor conditions, NGO''s and activists represent an increasingly important constituency in a firm''s non-market environment. Explores the different ways in which firms manage NGO pressure, noting instances of pre-emption, capitulation, and resistance. Considers three case studies - Unocal, Nike, and Novartis - and evaluates a series of hypotheses about the economic and non-economic factors that drive the varying firm responses to NGO activism.