Commentary on Fezzey et al. (2024): CEO Activism Takes Courage!
评论了Fezzey等人的CEO行动主义模型，提出融入工作场所勇气概念，认为勇气影响CEO决策、执行和结果，挑战原有线性模型，并呼吁未来研究勇气在不同阶段、时间动态和团队层面的作用。
The article by Fezzey, Drnevich, and Borgholthaus (2024) examines CEO activism, where business leaders publicly take stances on social and political issues to influence stakeholders. This commentary suggests enhancing Fezzey et al.'s CEO Activism Decision Matrix and model by integrating workplace courage—acting for a worthy cause despite risks. Workplace courage influences CEOs' activism decisions, execution, and outcomes, impacting the choice of strategies and altering expected results. The commentary argues that workplace courage challenges the linear model by Fezzey et al. and interacts with CEO-related moderators, such as identity concerns. It calls for future research on workplace courage's role in different phases of CEO activism, its temporal dynamics, and its presence at team levels, aiming to deepen understanding and foster interventions to address societal challenges through courageous leadership.