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Fall 2022 - Volume 39 - Issue 1

  • Carla J. Sampson, PhD, FACHE
  • 0748-8157
  • 2475-2797
  • 4 issues per year

​​​From the Fall 2022 Issue

How can health-care leaders measure corporate social responsibility and create long-term value for their organizations? As the world faces new waves of existential challenges, the most effective response could be to apply environmental, social, and governance (ESG) criteria.

Environmental factors include our responsibility to the wider community, our planet. Among these factors are sustainability and resource depletion, pollution, waste management, and climate change. Social factors hit closer to home—they describe our local community impact, employee relations, diversity, equity, inclusion, and social justice. Governance factors involve board composition, executive pay, and misconduct.

ESG criteria are increasingly important to organizations and their stakeholders. However, the basic ideas are not new and continue in the vein of John Elkington's 1994 triple bottom line of people, planet, and profits. R. Edward Freeman's stakeholder theory from 1984 argued bravely against Milton Friedman's profit-first motive by suggesting that the corporation had a responsibility to every constituent affected by its business operations. More recently, in corporate governance, the Business Roundtable redefined the purpose of the for-profit corporation to include “supporting the communities in which we work.” And with that, Wall Street has arrived on today's Main Street. Because most healthcare providers are seasoned community stewards, they have much that they can teach other businesses.

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