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The Clarkson Principles originate from four conferences that were hosted
by the Centre for Corporate Social Performance and Ethics in the Faculty of
Management [now: the Clarkson Centre for Business Ethics & Board Effectiveness
or CC(BE)] between 1993 and 1998.
In these conferences, management students gathered to share ideas on stakeholder
theory, a then emerging field of study examining the relationships and responsibilities
of a corporation to employees, customers, suppliers, society, and the environment.
The Clarkson Principles of Stakeholder Management represent an early
stage general awareness of corporate governance concerns that have
been widely discussed in connection with the business scandals of 2001-2003.
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Principle 1
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Managers should acknowledge and actively monitor the concerns
of all legitimate stakeholders, and should take their interests
appropriately into account in decision-making and operations.
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Principle 2
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Managers should listen to and openly communicate with stakeholders
about their respective concerns and contributions, and about the
risks that they assume because of their involvement with the corporation.
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Principle 3
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Managers should adopt processes and modes of behavior that
are sensitive to the concerns and capabilities of each stakeholder
constituency.
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Principle 4
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Managers should recognize the interdependence of efforts and
rewards among stakeholders, and should attempt to achieve a fair
distribution of the benefits and burdens of corporate activity
among them, taking into account their respective risks and vulnerabilities.
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Principle 5
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Managers should work cooperatively with other entities, both
public and private, to insure that risks and harms arising from
corporate activities are minimized and, where they cannot be avoided,
appropriately compensated.
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Principle 6
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Managers should avoid altogether activities that might jeopardize
inalienable human rights (e.g., the right to life) or give rise
to risks which, if clearly understood, would be patently unacceptable
to relevant stakeholders.
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Principle 7
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Managers should acknowledge the potential conflicts between
(a) their own role as corporate stakeholders, and (b) their legal
and moral responsibilities for the interests of stakeholders,
and should address such conflicts through open communication,
appropriate reporting and incentive systems and, where necessary,
third party review.
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The Clarkson Principles should be regarded as "meta-principles",
encouraging and requiring management to develop more specific stakeholder
principles and then to implement those in accordance with the Principles.
Book: Jeffrey L.
Seglin - The Right Thing
Book: Joseph W.
Weiss - Business Ethics
Book: O. C. Ferrell
- Business Ethics
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Forum discussions about the Clarkson Principles.
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Courses about the Clarkson Principles.
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Who are your Stakeholders? Clustering Stakeholders
Ian Mitroff, Emeritus Professor from the University of Southern California, identified seven categories of stakeholder p...
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The Skills Needed to Spot Ethical Issues Preventing Ethical Failures, Identifying Ethical Issues, Business Ethics
Bazerman provides some useful advice on both the challenges in noticing (potential) ethical issues and ways of overcomin...
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The Maturity Stages of Corporate Responsibility Organizational Development, Corporate Responsibility Maturity
Simon Zadek provides a useful best practice five-stage maturity model of how organizations deal with Corporate Responsib...
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Having the skills to spot and counter ethical issues is something in 'continual usage', especially in a world where 'rad...
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Various sources of information regarding the Clarkson Principles. Here you will find powerpoints, videos, news, etc. to use in your own lectures and workshops.
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The Purpose of Business: Stockholder versus Stakeholder Theories Stakeholder Analysis; Stakeholder Commitment
This presentation elaborates on the objectives and purposes of businesses according to different views: those of stockho...
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Fundamentals of Business Ethics Business Ethics, Corporate Ethics, Ethical Behavior, Corporate Responsibility, Stakeholder Management
Presentation about business ethics, including an explanation of its relation with economics and the law. It also include...
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Issues in Improving Ethics in Multinational Corporations Corporate Ethics, Business Ethics, Global Ethics, International Ethics, Corporate Social Responsibility
This presentation outlines ethical issues arising in global businesses, and the ways to improve those ethics in multinat...
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Compare with: Ashridge
Mission Model |
Stakeholder Analysis
| Stakeholder Mapping
| Intrinsic
Stakeholder Commitment |
Strategic Stakeholder
Management |
Seven Signs Of
Ethical Collapse |
Strategic Intent
| Moral Purpose
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