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Value Based Management with Corporate Social Responsibility
(Financial Management Association Survey and Synthesis)
BY John D. Martin, J. William Petty, James S. Wallace
Publisher: Oxford University Press, USA; 2 edition (August 19, 2009)
"With this edition, Martin, Petty, and Wallace continue to push the envelope on corporate valuation, governance, and social responsibility. With today's economic challenges, considering the interests of all stakeholders is paramount to the success of the firm. Maximizing shareholder value in isolation is no longer socially acceptable. The authors get it right with thought provoking theories on value-based management that is supported by extensive empirical evidence and practical applications."--J. Douglas Ramsey, Vice President & CFO, EXCO Resources, Inc.
"In the popular mind, the single-minded pursuit of shareholder value by public companies is bad news for labor and local communities, and a prescription for reducing social welfare. The authors of this book qualify that view by showing how a strategy of enlightened value maximization depends on significant and thoughtful investment in other corporate "stakeholders," including employees and local institutions."--Don Chew, Editor of Morgan Stanley's Journal of Applied Corporate Finance
"This book is a very well written summary of the practical applications of 'value-based management,' and its many real benefits. The authors do not shy from a discussion of conflicting points of view, potential shortcomings, and implementation barriers, which makes it extremely valuable for the corporate practitioner, board member, or senior executive who wants to know more about this essential subject matter."--Bennett Stewart, Founding Partner of Stern Stewart, and currently CEO of EVA Dimensions
"In the midst of a global crisis of capitalism and the desire to sort out the role of profits and principles, the introduction of values-based management is timely and relevant. Martin, Petty, and Wallace demonstrate that doing well and doing good are not only not incompatible; they can be complementary and mutually reinforcing. This important book gives business and society a tool for measuring and managing value with values. It provides a needed framework and empirical analysis that offers guidance on how we can --and should-- drive for long-term shareholder value creation while also growing the pie larger and better for the stakeholders and larger society that the firm serves."--Ira A. Jackson, Dean and Professor of Management, Drucker School of Management, Claremont Graduate University
"This is the best literature I have seen on the real connection between a corporation's social conscience and the enhancement of shareowner value. In the post Enron/WorldCom business climate this is an important, fact-driven, and comprehensive guide to the impact Corporate Social Responsibility has on the bottom line as well as an enlightened guide to winning compensation practices. My wish is that it could be read by every American executive responsible for creating shareowner value."--Royce Caldwell, retired Vice-Chairman and Chief Operating Officer, AT&T
As the first decade of the 21st century winds down we have seen a sea change in society's attitudes toward finance. The 1990s can best be described as the decade of shareholder supremacy, with each firm trying to outdo the other in their allegiance to shareholder value creation, or as it came to be known, Value-Based Management (VBM). No one seemed to question this culture as the rising firm valuations translated into vast wealth creation for so many.
Three significant economic events have reshaped how the public feels about an unbridled devotion to VBM and have defined the last decade: the dot.com bubble in 2000, the infamous accounting scandals of 2001, and the collapse of the credit markets in 2007-2008. In all three of these events the CEOs were portrayed as reckless and greedy and Wall Street went from an object of admiration to an object of scorn.
The first edition of this book, Value Based Management: The Corporate Response to the Shareholder Revolution was written to help explain the underpinnings of Value-Based Management. At the time of its publication, few questioned whether the concept was the proper thing to do. Instead, the debate was focused on how to implement a VBM program. With this new second edition, the authors look at VBM after having seen it through good times and bad. It is not their intent to play the blame game or point fingers. Nor is it their intent to provide an impassioned defense of VBM. Instead they provide an academic appraisal of VBM, where is has been, where it is now, and where they see it going.