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Taming the Corporation offers a much-needed positive vision of regulation. Using numerous case examples to address real life challenges, it stresses the role of good regulation in allowing businesses to flourish, serve markets effectively, and respect broader interests, and provides a method of designing regulation in its most productive form.
Virtually all enterprises are regulated. Regulation is crucial not only to economic success but also to protecting consumer, worker, environmental, and other interests. Yet it is often considered a tiresome interference with entrepreneurial activity. This negative vision is unhelpful in addressing business and other needs for productive forms of regulation. Taming the Corporation offers an alternative, positive, vision of regulation. It stresses the role of good regulation in allowing businesses to flourish, serve markets effectively, and respect broader interests. This perspective paves the way for more productive regulatory designs. It looks at the characteristics of good regulation and provides businesses, consumers, and citizens with the arguments that will enable them to push for regulatory controls that serve their needs. Understandings of regulation are served by looking at the potentially positive roles of control strategies ranging from 'command laws' to 'nudges'. This book not only discusses regulatory theory but also uses numerous case examples to illustrate real life challenges and address three key regulatory challenges in the modern world: regulating for sustainability, addressing global warming, and controlling digital platforms.
A book no one interested in business and public policy can afford to ignore. Business Week"
There is broad consensus across the political spectrum in the US that monopolistic corporations – particularly Big Tech companies -- have grown too powerful, and that we need to revive antitrust to take on the 'curse of bigness.' But both the diagnosis and the cure are rooted in an outdated understanding of how the American economy is organized. Information and communication technologies have fundamentally altered the markets for capital, labor, supplies, and distribution in ways that undermine the basic categories we use to understand the economy. Nationality, industry, firm, size, employee, and other fundamental terms are increasingly detached from the operations of the economy. If we want to understand and tame the new sources of economic power, we need a new diagnosis and a new set of tools.
There is broad consensus across the political spectrum in the US that monopolistic corporations - particularly Big Tech companies -- have grown too powerful, and that we need to revive antitrust to take on the 'curse of bigness.' But both the diagnosis and the cure are rooted in an outdated understanding of how the American economy is organized. Information and communication technologies have fundamentally altered the markets for capital, labor, supplies, and distribution in ways that undermine the basic categories we use to understand the economy. Nationality, industry, firm, size, employee, and other fundamental terms are increasingly detached from the operations of the economy. If we want to understand and tame the new sources of economic power, we need a new diagnosis and a new set of tools.
Early modern England had a distinctive preoccupation with the social responsibilities of private businesses. Koji Yamamoto explores for the first time how promises of public service in the economic sphere came to be abused, and how statesmen, playwrights, petitioners, and merchants responded to such perversions of promised public service.
The untold story of how efforts to hold big business accountable changed American capitalism. Recent controversies around environmental, social, and governance (ESG) investing and “woke capital” evoke an old idea: the Progressive Era vision of a socially responsible corporation. By midcentury, the notion that big business should benefit society was a consensus view. But as Kyle Edward Williams’s brilliant history, Taming the Octopus, shows, the tools forged by New Deal liberals to hold business leaders accountable, such as the Securities and Exchange Commission, narrowly focused on the financial interests of shareholders. This inadvertently laid the groundwork for a set of fringe views to become dominant: that market forces should rule every facet of society. Along the way, American capitalism itself was reshaped, stripping businesses to their profit-making core. In this vivid and surprising history, we meet activists, investors, executives, and workers who fought over a simple question: Is the role of the corporation to deliver profits to shareholders, or something more? On one side were “business statesmen” who believed corporate largess could solve social problems. On the other were libertarian intellectuals such as Milton Friedman and his oft-forgotten contemporary, Henry Manne, whose theories justified the ruthless tactics of a growing class of corporate raiders. But Williams reveals that before the “activist investor” emerged as a capitalist archetype, Civil Rights groups used a similar playbook for different ends, buying shares to change a company from within. As a rising tide of activists pushed corporations to account for societal harms from napalm to environmental pollution to inequitable hiring, a new idea emerged: that managers could maximize value for society while still turning a maximal profit. This elusive ideal, “stakeholder capitalism,” still dominates our headlines today. Williams’s necessary history equips us to reconsider democracy’s tangled relationship with capitalism.
The lions, in Katz's taxonomy, are the people in any workplace with power,uthority, and responsibility, and those trying to get more power anduthority. For the rest of us, he offers guidance on communicating andorking more effectively with leaders and bosses who are tough (not to mixhe metaphor) customers. Katz's dust jacket biography notes