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2 results

  • 12 - Practitioner Views of Corporate Political Responsibility

  • from Section V - Implementing Corporate Political Responsibility: Opportunities and Challenges
  • Edited by Thomas P. Lyon, University of Michigan, Ann Arbor
  • Book:
    Corporate Political Responsibility
    Published online:
    16 November 2023
    Print publication:
    30 November 2023, pp 355-388

  • Summary

    As scholars and activists seek to define and promote greater corporate political responsibility (CPR), they will benefit from understanding practitioner perspectives and how executives are responding to rising scrutiny of their political influences, reputational risk and pressure from employees, customers and investors to get involved in civic, political, and societal issues. This chapter draws on firsthand conversations with practitioners, including executives in government affairs; sustainability; senior leadership; and diversity, equity and inclusion, during the launch of a university-based CPR initiative. I summarize practitioner motivations, interests, barriers and challenges related to engaging in conversations about CPR, as well as committing or acting to improve CPR. Following the summary, I present implications for further research and several possible paths forward, including leveraging practitioners’ value on accountability, sustaining external calls for transparency, strengthening awareness of systems, and reframing CPR as part of a larger dialogue around society’s “social contract.”

  • 7 - Beware of Scorecards

  • Edited by Thomasine Kushner
  • Book:
    Surviving Health Care
    Published online:
    05 June 2012
    Print publication:
    29 March 2010, pp 85-95

  • Summary

    Scorecards are presented as reliable measures of medical outcomes. They are used as a means for measuring the quality of care provided and as a tool for negotiating fees for medical services. The existence of scorecards reflects our society's desire for openness and transparency in public affairs. The problem with scorecards and other publicly accessible ratings is that some of the recommendations they issue do not warrant the reliance of the public. In other words, scorecards that present ratings of medical professionals and medical institutions may themselves be untrustworthy. Scorecards are designed to encourage physicians to achieve "target rates" for health care interventions. Scorecards have been touted as a mechanism to improve patient care, advance patient decision making, and hopefully improve health outcomes. We need to be aware of how ratings of physician performance may affect your physician's clinical judgment, recommendations, and communication.