The positioning of CEOs as advocates and activists for societal change: reflecting media, receptive and strategic cornerstones

Abstract

PurposeThis paper aims to take stock of current knowledge on chief executive officers (CEOs) speaking out on societal issues and to position the phenomenon with and against the relevant literature on CEO communication. Ultimately, the paper seeks to arrive at a better conceptual understanding of CEO advocates and activists from a communication science perspective.Design/methodology/approachThis paper is conceptual and considers findings from the literature on personalization, reputation, issues and topic management.FindingsThe paper reflects media, receptive and strategic implications for CEO advocates and activists and derives four workable propositions. It lays the foundation for treating CEO advocacy and activism as a form of strategic topic management that harnesses personalization to address a new set of stakeholder demands.Practical implicationsThe insights gained from this paper may help researchers and practitioners understand when CEOs should speak up, what to communicate and how. The human element behind this kind of communication echoes new expectations, demands and values from stakeholders, shareholders and society at large.Social implicationsUnderstanding the specific interdependencies between personalization, reputation, issues and topic management underlying CEO advocacy and activism can help to improve a CEO's relationship with stakeholders and guide the public discourse to actively bring about positive societal change.Originality/valueThe paper fills a gap by providing an understanding of advocate and activist CEOs from a communication science perspective. The insights from this paper can be used as a starting point for further research on this subject.