Business and government leaders need to understand how they gain,
and how they might lose, legitimacy, in order to operate in the
emerging economies and new forms of democracy of tomorrow.
Based on thirty years of first-hand experience, this distinctive
and direct guide to legitimacy in business focuses on the new
benchmark of a 'Social License to Operate'. Drawing on examples of
what is and isn't working in the field of corporate responsibility,
including BP in the Gulf of Mexico, Shell in Nigeria, the
leadership of The Body Shop, and the economic opening of Burma,
readers will be offered an insight to how the social license to
operate is transforming power relationships.
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