The Ungovernable Society by Grégoire Chamayou

Author:Grégoire Chamayou [Chamayou, Grégoire]
Language: eng
Format: epub
Published: 2021-05-17T00:00:00+00:00

Notes

1. André Gorz, Misère du présent, richesse du possible (Paris: Galilée, 1997), p. 29.

2. Quoted in Arion N. Pattakos, ‘Growth in Activist Groups: How Can Business Cope?’, Long Range Planning, vol. 22, no. 3, June 1989, pp. 98–104 (p. 98).

3. S. Prakash Sethi, ‘Corporate Political Activism’, California Management Review, Spring 1982, vol. 24, no. 3, pp. 32–42 (p. 32).

4. W. Howard Chase, Issue Management: Origins of the Future (Stamford, CA: Issue Action Publication, 1984), p. 13.

5. Barrie L. Jones and W. Howard Chase, ‘Managing Public Policy Issues’, Public Relations Review, vol. 5, no. 2, 1979, pp. 3–23 (p. 7).

6. Quoted in Jones and Chase, ‘Managing Public Policy Issues’, p. 9.

7. The authors silently took this from the management theorist S. Prakash Sethi’s Business and Society: Dimensions of Conflict and Cooperation (Lexington, MA: Lexington Books, 1987), p. 344.

8. S. Prakash Sethi, Multinational Corporations and the Impact of Public Advocacy on Corporate Strategy; Nestlé and the Infant Formula Controversy (New York: Kluwer Academic Publishers, 1994), p. 373.

9. Richard E. Crable and Steven L. Vibbert, ‘Managing Issues and Influencing Public Policy’, Public Relations Review, vol. 11, no. 2, Summer 1985, pp. 3–16 (p. 10).

10. Ibid.

11. Sanders, ‘Issues Management’, p. 26.

12. Sethi, Multinational Corporations, p. 334.

13. S. Prakash Sethi, ‘A Strategic Framework for Dealing with the Schism between Business and Academe’, in S. Prakash Sethi and Cecilia M. Falbe (eds.), Business and Society: Dimensions of Conflict and Cooperation (Lexington, MA: Lexington Books, 1987), pp. 331–52 (p. 333). More generally, ‘Another key element in the overall strategy is the formation of alliances with […] government, academic, religious and the media. All too often it happens that industry will look to one of those disciplines for help or advice in a crisis without first having laid the foundation for a permanent relationship’ (Charles Vrtis, ‘Corporate Responsibility in Developing Countries: Focus on the Nestlé Infant Formula Case’, PhD dissertation, Ball State University, Muncie, 1981, p. 33). If these alliances are set up well in advance, in times of calm, they will be solid and will protect the business in stormy times. That way, the firm will build up a stock of strategic resources that will, the day it faces a crisis, allow it to have a bit of ‘slack’ (Sethi, ‘A Strategic Framework’, p. 375). So the aim is to accumulate credibility, trust and reputation as a preventive measure – a whole safety net of resources that will deaden any shocks and ‘resist demand for change’ (Sethi, ‘A Strategic Framework’, p. 376). In the case of the Nestlé boycott, the polemics over the substitute for mother’s milk had started in the medical world, and this had been the main milieu that needed to be won back. Pagan had set up a strategy of ‘manipulation through assistance’, which consisted in handing out money to researchers to gain their goodwill. See Jean-Claude Buffle, Dossier N comme Nestlé (Paris: Alain Moreau, 1986), p. 30.

14. See Naomi Oreskes and Erik M. Conway, Merchants of Doubt: How a Handful of Scientists Obscured the Truth on Issues from Tobacco Smoke to Global Warming (New York: Bloomsbury Press, 2010).

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