Lessons for Corporate Responsibility Advisors
by Anthony Ewing

CSR Journal, January 2009

As the corporate responsibility field matures, many of these multi-stakeholder programs are struggling to remain relevant. Initial successes have been followed by substantial challenges. Stakeholders are questioning programs over the scope of their mandates, participation levels, and accountability and governance mechanisms. Some multi-stakeholder efforts face credibility and sustainability concerns with the potential to scuttle the programs altogether.

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Stanford Social Innovation Review, Fall 2008

Nike announced it would terminate its contract with Saga Sports . . . call[ing] into question the effectiveness of the Soccer Ball Project.  . . . My assessment . . . reveals three reasons why the initially successful project is now endangered . . .

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By Barbara Greene and Susan Balcom Walton

The Public Relations Strategist, Summer 2008. 

Here's a fact that we frequently neglect in the corporate world: We are often so focused during organizational  challenges or crises on the issues and how they affect our external stakeholders, that we forget that back home our employees are desperately waiting for information.

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For the June/July2008 issue of Strategy & Leadership, Helio Fred Garcia and Anthony Ewing collaborated on a CEO Advisory on mass litigation. Even a company with a strong brand, clear strategy, and respected leadership team may suffer significant reputational harm if it mishandles mass litigation...

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Logos Institute executive director Helio Fred Garcia and fellow Laurel Hart jointly authored a column for the CEO Advisory section of the peer-reviewed management journal Strategy & Leadership, published in December, 2007.  The column notes that today's leaders fail to appreciate the power of the blogosphere at their peril.  Given the ease with which corporate mis-steps can become enduringly public worldwide, company reputations are often just one determined blogger away from crisis.

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by Helio Fred Garcia

The Summer 07 issue of Public Relations Strategist focused on crisis management.  The issue included an excerpt on rumor control from the crisis management chapter of Reputation Management: The Key to Successful Public Relations and Corporate Communication by Logos Institute executive director Helio Fred Garcia and his NYU colleague John Doorley.

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by Anthony Ewing, Columbia University

Journal of Corporate Citizenship, June, 2005 (with Elliot J. Schrage, Council on Foreign Relations, USA)

Reports of forced child labour on the cocoa farms of Côte d’Ivoire surfaced in 2000 and quickly became an important business issue for a number of prominent companies.

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¿puede el sector privado contribuir a promover los derechos humanos en el sector cafetalero?
by Anthony Ewing

["Business and Human Rights: Can the Private Sector Promote Human Rights in the Coffee Sector?"]

39 Revista del Instituto Interamericano de Derechos Humanos (Costa Rica) (2004) (with Elliot Schrage)

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Book Review
Will Your Next Mistake be Fatal?: Avoiding the Chain of Mistakes That Can Destroy Your Organization, by Robert E. Mittelstaedt, Jr.
by Helio Fred Garcia  

Much crisis management requires pattern recognition, and this is especially the case in crisis prevention. In his new book, Will Your Next Mistake be Fatal?: Avoiding the Chain of Mistakes That Can Destroy Your Organization, seasoned business scholar Robert E. Mittelstaedt, Jr. describes mistake chains: predictable patterns of human inattention to things that are going wrong, and suggests ways to intervene to break the pattern before disaster strikes.  We have recently reviewed the book in the peer-reviewed management journal Strategy & Leadership, where we strongly recommended that leaders understand the concept of mistake chains.

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by Helio Fred Garcia  

Effective crisis response is a competitive advantage; ineffective crisis response causes a competitive disadvantage, and can even put an enterprise’s existence in jeopardy.  But many leaders who are otherwise given credit for vision, strategic focus, and discipline preside over undisciplined crisis responses, often at great risk to their career and their company’s future.