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Responsiveness is an excellent goal, but, given the range of stakeholders who hold a corporate actor accountable (see Allen 2016), to whom should the corporate actor respond in addition to their stockholders?
The quest to be perceived as a legitimate corporate actor remains a driving force behind CSR and sustainability efforts (Allen 2016).
When the largest country in the world demands particular structures as a condition of market access, it is unreasonable to expect any corporate actor to resist.
For instance, a proactive and well-resourced corporate actor in the value chain can exert results to his advantage vis-à-vis state regulator authorities with divergent goals, sometimes situated across different spatial scales of governance (Wood and Alexander 2016).
Most often communication was seen as a way to improve a corporate actor's reputation and legitimacy.
Rather our focus is on how communication can be used to change a corporate actor's operations so it becomes more responsive to its key stakeholders in terms of CSR and sustainability issues, used to create more sustainable supply chains, and used to help corporate actors become key partners in creating resilient communities.
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There remain far too many cases of corporate actors pursuing profit at almost every cost.
The corporate actors in the burgeoning surveillance states have not gone unnoticed.
What BP does in this context depends on other corporate actors.
"We provide a huge stage on which corporate actors can say their piece to investors," Mr. Dickinson said.
There is no good reason that principle should not be applied to corporate actors for claims under the Alien Tort Statute, when evidence points to severe human rights violations.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com