Description

Businesses and other organizations are increasingly aware that they need more than just a legal license for their activities. The concept of the 'social license' is transforming power relationships and explains how organizations can acquire or lose the legitimacy in the eyes of society that they need to be able to operate effectively.

A social license cannot be directly managed, but is the result of interactions between a number of factors - factors that John Morrison shows business can manage, but which mainstream Corporate Social Responsibility (CSR) often struggles to frame correctly.

With examples ranging from the Gulf of Mexico to the Niger Delta, Morrison shows how the social license is dynamic, and why managers must start by focusing on the rights of those directly impacted by their activities. He provides clear guidance on understanding, measuring, and integrating legitimacy into a company's strategy.