Corporate Sociopolitical Activism: exploring the Need for Strategic Collaboration between CEOs and Employees

Abstract

As companies increasingly acknowledge their societal role, concepts like Corporate Sociopolitical Activism (CSA) have gained prominence alongside traditional Corporate Social Responsibility (CSR). This thesis endeavours to explore CSA and related concepts, discerning their nuances and practical implications. Leveraging desk research and focus group interviews, the study outlines the landscape of CSA, distinguishing it from overlapping concepts such as Corporate Activism (CA) and CEO Activism (CEOA). Moreover, it investigates practical examples of CSA initiatives, illustrating the roles of CEOs and employees in fostering sociopolitical change. The findings underscore the need for closer collaboration between CEOs and employees to navigate sensitive issues effectively. Importantly, the study contributes to bridging research gaps by offering comprehensive definitions and highlighting the relationship dynamics within CSA. The thesis provides valuable insights for company strategy on CSA incorporation and suggests directions for future research, addressing key questions surrounding the fostering of CSA.