"I paid for this microphone!": the importance of shareholder theory in (teaching) business ethics.
Levy, David ; Mitschow, Mark
I. Introduction
How selfish soever man may be supposed, there are evidently some
principles in his nature, which interest him in the fortune of others,
and render their happiness necessary to him, though he derives nothing
from it, except the pleasure of seeing it. (Smith 2004: 3)
THE NORMATIVE VERSION OF STAKEHOLDER THEORY is initially
attractive. It seeks to remind us that we are fully moral beings, with a
full range of moral obligations, in everything we do. In other words, it
challenges us to resist the temptation to leave our conscience at the
door, so to speak, when we wear the hat of management. Suppliers,
customers, labor, and other stakeholders are moral beings, with the full
range of moral rights that anyone we deal with in our everyday lives
also has. For that reason, we must not artificially elevate the moral
standing and interests of shareholders. To do so would, it seems,
necessarily involve us in the exploitation of other stakeholders,
something that would both compromise their autonomy and deny them their
intrinsic dignity.
Moreover, Shareholder Theory can appear extraordinarily narrow in
its focus. In its most simplified form, Shareholder Theory seems to
suggest that only the interests of shareholders matter morally when
managers seek to conduct the affairs of the business. Since the
interests of shareholders will typically be to maximize the return on
their investment in the firm, the Shareholder Theory in its most
simplified form seems to suggest that managers are morally obligated to
do whatever will maximize shareholder return. Understood in this way,
Shareholder Theory seems to be nothing more than a cover for
legitimizing greed; worse, it seems to provide an endorsement of the
idea that, in the pursuit of profit, moral concern for the interests of
other stakeholders has no place. (1)
Despite these initial appearances, neither provides an accurate
assessment of the respective views. In particular, each relies on a
faulty characterization of Shareholder Theory by implying that it
prescribes utter indifference to the moral interests of non-shareholder
stakeholders. Arguably, each does this because it fails to consider the
several ways in which the pursuit of profit on the part of the business
contributes to the maximization of a wide range of moral goods for all
stakeholder groups, including the improvement of material conditions and
the enhancement of opportunities for the exercise of autonomy and other
essential liberties, especially the natural right to property.
The remainder of this paper proceeds as follows. Section II
provides brief definitions of stakeholder theory, shareholder theory,
and other relevant terms and procedures. Section III examines some of
the practical limitations of stakeholder theory, while section IV
highlights the normative advantage of shareholder theory. Finally,
section V concludes the paper by offering specific suggestions for
including coverage of Shareholder Theory in business ethics courses.
II. Definitions & Initial Characterizations
A stakeholder is defined as "any individual or group who can
affect or is affected by the actions, decisions, policies, practices, or
goals of the organization" (Weiss 2006: 52). The focal stakeholder
is the group or organization in question, while the primary stakeholders
include owners, customers, employees, suppliers, and others crucial to
the organization's survival. Secondary stakeholders are "all
other interested groups, such as the media, consumers, lobbyists,
courts, governments, competitors, the public, and society" (Weiss
2006: 52).
A major purpose of stakeholder theory is to develop solutions to
ethical dilemmas that tend (2) to arise in an organizational context;
such solutions take into consideration the needs and interests of all
stakeholders, particularly less powerful stakeholders (who are often
ignored) and those who have the most to lose from the dilemma's
outcome. Toward this end Joseph Weiss encourages corporate leaders to
develop the following procedure for analyzing stakeholder relationships
(Weiss 2006: 55-61):
* Map stakeholder relationships and coalitions
* Assess each shareholder's interest
* Assess each stakeholder's power
* Identify the moral responsibility of each stakeholder involved
* Develop strategies for addressing each stakeholder
* Monitor stakeholder coalitions
Ideally, such an approach allows managers to understand their
various constituencies and develop "win-win" situations that
address the needs of as many stakeholders as possible.
Shareholder theory sees the company's owners as the locus of
ethical duty. Stockholders have purchased the property, and they hire
managers to act as their agents. Managers "are empowered to manage
the money advanced by the stockholders, but they are bound by their
agency relationship to do so exclusively for the purposes delineated by
their stockholder principals" (Hasnas 1998: 22). Thus, while
managers have substantial liberty as to specific actions, they are not
free to use company resources in ways that they could reasonably foresee
would not advance the shareholders' interests. In this way,
shareholder theory begins by recognizing the moral force of property
rights.
Another factor restraining management's liberty under
shareholder theory is the legal environment in which the business
operates. Thus, just as stakeholder theory obligates management to
conduct the affairs of the business with an eye on "external"
factors (i.e., stakeholders beyond the focal stakeholder), so too does
shareholder theory. An additional difference between these theories,
then, is found in their respective identifications of legitimate
external constraints.
On this count, once again stakeholder theory appears to have the
advantage. In its willingness to countenance only the law as a
legitimate external constraint on the pursuit of shareholder interest,
shareholder theory seems to be vulnerable to the charge of reducing
ethics to mere compliance. Still, shareholder theory continues to be the
dominant paradigm among professional managers, while business ethicists
and other academics are generally more supportive of stakeholder theory.
(3) Is this dichotomy due to some inherent moral flaw or managerial
ignorance, or are most business ethicists missing certain fundamental
pieces of information? In the next section, we argue that stakeholder
theory is significantly limited in ways that may be more apparent to
business managers than academics.
III. Limitations of the Stakeholder Theory
The normative version of stakeholder theory is superficially a more
attractive model than shareholder theory for advancing ethical behavior.
Stakeholder theory explicitly requires managers to consider the
interests of all affected parties and attempt to develop a solution that
reflects all of their needs and values. On the other hand, shareholder
theory focuses narrowly on the interests of just one interested party,
potentially at the expense of the others. However, we believe there are
significant limitations to stakeholder theory--and advantages to
shareholder theory--that make this theory less attractive.
Obligations to Shareholders & the Necessity of an Implementable
Model
Stakeholder theory requires managers to balance the competing moral
claims of various actors. Unfortunately, successfully negotiating such a
wide array of competing demands poses significant legal and practical
difficulties for managers. The past decade's corporate scandals
(e.g., Enron, Worldcom, Adelphia, etc.) suggest that management often
has difficulty meeting its moral obligations to the owners. If new
legislation (i.e., Sarbanes-Oxley) is necessary to force managers to
honor their responsibilities to shareholders alone, it is unlikely that
managers will meet moral obligations to shareholders and other parties.
(4)
One major goal of business ethics is to "produce a set of
ethical principles that can be both expressed in language accessible to
and conveniently applied by an ordinary business person who has no
formal ethical training" (Hasnas 1998: 19-20). Thus, for an ethical
paradigm to be useful it must be applicable in "real world"
settings. Stakeholder theory has severe limitations in this area. For
example, at least one stakeholder theory analysis model instructs
students to understand all moral standards and recognize all moral
impacts before developing a resolution to a moral problem. (Hosmer 2006:
3). Such a prescription for paralysis is completely impractical as a
guide to business managers. (5)
Political Strength
In many ways stakeholder theory appears to envision a balancing of
claims more common in government operations than in the business world.
In democratic political systems legislators and other government
officials routinely attempt to balance the needs of competing interest
groups in order to arrive at some mutually agreeable (or at least
tolerable) outcome. In such an environment profit maximization and
efficient utilization of resources are decidedly secondary
considerations.
While such a system might appear to yield more equitable outcomes,
this is frequently not the case. Any student of government knows that
allocation decisions are quite often based on political power, score
settling, "log rolling," and other hidden agendas totally
unrelated to what is best for other stakeholders. Furthermore, the
absence of a "bright-line" metric such as net income or return
on investment means that the deleterious effects of such decisions can
persist for many years, until other stakeholders can muster the
necessary political energy to dislodge entrenched interest groups.
The suboptimal decision making process outlined above is not
unknown in business. Managerial cliques can and do make decisions that
serve their private interests at the expense of the company's
long-term interests. However, the need to realize a return for
shareholders usually places a natural limit on such behavior. Managers
who consistently fail to meet the needs of owners will eventually be
replaced by those who do, thereby ensuring the long-term survival of the
company upon which all stakeholders' interests depend. (6)
The need to remain profitable illustrates another problem with
applying a political model to business administration. Governments
rarely go bankrupt regardless of the decisions they make, in large part
because they can usually increase taxes to make up any shortfall. (7)
Private businesses rarely have this luxury, which is why "the
bottom line" tends to focus management's attention. (8)
IV. The Normative Advantage of Shareholder Theory
Is it ever morally obligatory for a manager to conduct the affairs
of a publicly held business in ways designed to fail to maximize
investor return, even when any available steps designed to succeed in
maximizing investor return would be permitted by both law and
"moral custom" (9) alone? According to the Shareholder Theory
of Business Ethics, this question receives a negative answer. According
to the Stakeholder Theory of Business Ethics, this question receives an
affirmative answer. This seems to be the heart of the dispute between
Shareholder and Stakeholder theories.
In many recent discussions of business ethics, whether by
philosophers or business school faculty, Stakeholder Theory has been
lauded as superior to Shareholder Theory. When these discussions are not
careful, the support of Stakeholder Theory turns out to be directed at
the so-called "strategic" Stakeholder Theory of Management.
But the strategic version of the theory is not a normative theory of
business ethics. Instead, it is a descriptive theory of successful
management, where the notion of success reduces to shareholder return.
In other words, what is presented as a defense of some version of
Stakeholder Theory turns out to be a defense of Shareholder Theory.
Not all putative defenses of Stakeholder Theory are this muddled.
Some genuinely seek to defend the thoroughly normative version of the
theory. As we understand it, to defend the thoroughly normative version
of Stakeholder Theory is to argue that there are conditions in which
managers are morally obligated to forgo the quest for profit
maximization in order to protect the moral interests of at least one
other stakeholder group. For example, some would argue that, at least
sometimes, it would be morally impermissible for management to change
suppliers--even when such a change would contribute to increased
shareholder return and would not violate any standing contracts,
etc.--if this change would cause some significant harm to the current
supplier (alone).
We may allay any worries about exploitation as apparently endorsed
by Shareholder Theory by reminding ourselves of Milton Friedman's
directive that management's pursuit of profit on behalf of the
shareholders be restricted to means that comply with the law, and that
refrain from the use of deception and fraud. (10) For competition
genuinely to be "free and open," all parties involved must be
given the opportunity to operate with a genuine understanding of the
terms of such competition. Only when such conditions are met is it
genuinely the case that individual property rights are accorded the
respect they deserve.
These last remarks, however, may be taken as once again pointing in
the direction of the normative version of Stakeholder Theory. If the
only way to assure that the pursuit of profit for the shareholders
contributes to the maximization of a wide range of moral goods for all
stakeholder groups is to involve those stakeholder groups in the
decision making process--even if only by making available to them
information about potential benefits and harms to their interests--then
it seems that a background condition for the legitimization of
Shareholder Theory is that we have already accepted (something like)
Stakeholder Theory. In other words, the pursuit of profit is morally
permissible only if we have prior reason to believe that such pursuit
does not compromise the legitimate moral claims of other stakeholders.
Should such pursuit in fact compromise the legitimate moral claims of
other stakeholders, it would be morally impermissible. And this, let us
remind ourselves, is the affirmative answer to the question with which
this section began.
This suggestion, however, is not right. The only background
condition necessary to make morally legitimate the pursuit of profit is
that such pursuit actually refrains from deceptive, fraudulent, and
illegal activities. (11) Taken together, the prohibitions on deceptive,
fraudulent, and illegal activities amount to recognition of the absolute
priority of autonomy for proper moral standing.
In contrast, Stakeholder Theory seems to require that managers act
paternalistically toward non-shareholder stakeholders. Since we cannot
in practice involve all stakeholders in every management decision,
managers must act as the agents of those stakeholders (and their
interests) as well. But this would require the managers, at least
sometimes, to seek to act on behalf of those stakeholders without a
clear understanding of what the stakeholders would wish for themselves.
This is not the case in management's pursuit of the interests of
the shareholders, which typically have an element of transparency and
uniformity that the other groups' interests do not. (12) What this
means is that Stakeholder Theory actually compromises management's
ability to conduct the affairs of the business with an eye on preserving
the autonomy, or recognizing the rights, of all stakeholders.
We might set aside these observations about the weaknesses of
Stakeholder Theory as a means of respecting stakeholder autonomy, noting
that there are some moral concerns that are on a par with respect for
autonomy. That is, rather than assigning a morally foundational role to
autonomy--and seeing all other moral concerns as secondary--we might
begin with a more pluralistic understanding of the demands of morality.
Daniel E. Palmer attempts to outline a version of the Stakeholder Theory
of Business Ethics that relies on W. D. Ross's exposition of a
pluralistic deontological normative theory. Although he stops short of
offering a robust defense of this version of Stakeholder Theory, he
asserts that employing this kind of pluralistic understanding of moral
duties "would provide a strong foundation for a viable type of
stakeholder theory, since it recognizes a plurality of prima facie duties that are relevant to deciding what a person's actual duty is
in any given situation" (Palmer 1999: 705). Moreover, Palmer
concludes that Shareholder Theory is in its very nature inadequate as a
theory of business ethics precisely because it cannot recognize such a
plurality of prima facie duties.
However, Palmer fails to recognize that a Ross-style pluralism
simply cannot serve as the normative basis for "a viable type of
stakeholder theory," at least not if that theory is to be a theory
of business ethics on Palmer's own understanding. Palmer agrees
with Hasnas's characterization of theories of business ethics as
attempting to identify "'intermediate level' principles
to mediate between the highly abstract principles of philosophical
ethics and the concrete ethical dilemmas that arise in the business
environment" (Hasnas 1998: 20; quoted in Palmer 1999: 700). Palmer
expands on this by noting that "the appropriate theory of business
ethics will allow the business person to access most clearly those
considerations that our more general normative theory tells them ought
to factor into their decisions" (Palmer 1999: 700). This
understanding of the function of a theory of business ethics gels nicely
with a recent effort to combat the use of the label "applied
ethics" to refer to areas such as business ethics, medical ethics,
and engineering ethics. In the words of three leading business
ethicists, "Rarely is there a straightforward
'application' of principles that mechanically resolve
problems. Principles are more commonly specified, that is, made more
concrete for the context, than applied" (Beauchamp, Bowie, and
Arnold 2009: 8).
But there are notorious difficulties involved in specifying a
Ross-style theory into anything that can give us guidance about how to
handle concrete cases. However much Ross's identification of a
plurality of prima facie moral duties accords with common sense, there
is nothing within the theory itself that can tell us how to sort out
apparent conflicts among such duties. Thus, for example, most would
agree with Ross that we have a prima facie moral duty to keep our
promises, and another prima facie moral duty to refrain from actions
that would harm others; however, we may expect widespread disagreement
about how to identify in general terms under what conditions one of
these duties trumps the other when they conflict.
Given these problems, we should not take hope--as Palmer does--that
a Ross-style pluralism will give managers any clear guidance about how
to balance the competing stakeholders' moral claims against the
firm. To continue with the example sketched in the preceding paragraph,
simply noting that we have prima facie duties to keep our promises and
to refrain from harming others will not tell management what to do when
it becomes clear that fulfilling a promise made to labor during the last
round of negotiations will harm the interests of the firm's
shareholders (some of whom, we should remember, very well could be
members of the labor group, as well). Perhaps noting the conflict may be
seen as an occasion for management to pursue further analysis of the
situation, but suggesting as much threatens a slippery slope of
analysis, one which could lead to "paralysis by analysis."
V. Conclusion: Teaching Shareholder Theory
The relationship between the degree of control one has over an
asset and the effort one will put into preserving it has been recognized
for centuries:
It is a general principle of human nature, that a man will be
interested in whatever he possesses, in proportion to the firmness or
precariousness of the tenure by which he holds it; will be less attached
to what he holds by a momentary or uncertain title, than to that which
he enjoys by a durable or certain title; and of course will be willing
to risk more for the sake of the one, than for the sake of the other.
This remark is not less applicable to a political privilege, or honor,
or trust, than to any article of ordinary property (Hamilton 1788). (13)
By distancing management's decisions regarding the use of
corporate property from any durable or certain claim by any specific
entity to ownership of that property, stakeholder theory reduces the
probability that any of the entities involved will sacrifice their
immediate desires for the long-term health of the company. The
shareholder model recognizes that one party has primary ownership of the
asset, thereby providing that entity with an incentive to work for the
long-term prosperity of the company, to the benefit of all of the
parties that depend on it. Ironically, by vesting primary control of the
company with one interested party (e.g., the owners), the shareholder
paradigm increases the likelihood that the firm will survive in the long
run and continue providing benefits to all interested parties.
Shareholder Theory thus has the (epistemological) advantage of
allowing management to conduct the affairs of the firm with a clear eye
on fulfilling its obligations to the shareholders, that one group whose
interests are typically both transparent and uniform. This should not be
mistaken as suggesting that management's job is easy, or that it is
always clear what should be done in the pursuit of satisfying
shareholders' interests. It is to suggest, however, that
Shareholder Theory remains a viable normative theory of business ethics,
especially when it is set against the background understanding of what
makes the pursuit of profit valuable for the maximization of moral goods
for society as a whole.
In light of the above characterization, we suggest that courses in
business ethics better prepare future business people when they proceed
from the perspective of Shareholder Theory. To proceed from the
alternative perspective--that provided by the normative version of
Stakeholder Theory--is to suggest to business students that the primary
objective they will have to keep in mind once they enter their
professional lives is the direct satisfaction of all the stakeholder
groups. This is problematic insofar as it both increases likelihood of
collapsing into "analysis paralysis" and removes from the
conduct of business a central recognition of the ways in which
business's creation of wealth contributes to maximal exercise of
individual autonomy.
References
Aristotle. 1996. Politics. Trans. Terence Irwin and Gail Fine, in
Introductory Readings. Indianapolis: Hackett.
Beauchamp, Thomas L., Bowie, Norman E., and Arnold, Denis G., eds.
2009. Ethical Theory and Business, 8th ed. Upper Saddle River, NJ:
Pearson Prentice Hall.
Bergstrom, Fredrik and Gidehag, Robert. 2004. EU Versus USA.
Stockholm: Timbro; available at
www.timbro.se/bokhandel/pdf/9175665646.pdf.
Friedman, Milton. 1970. "The Social Responsibility of Business
is to Increase Its Profits." New York Times Magazine: SM17.
Reprinted in Beauchamp, Bowie, and Arnold (2009), 51-55.
Hamilton, Alexander. 1788. The Federalist No. 71.
Hasnas, John. 1998. "The Normative Theories of Business
Ethics: A Guide for the Perplexed." Business Ethics Quarterly 8
(1): 19-42.
Hosmer, LaRue. 2006. The Ethics of Management, 5th ed.. New York:
McGraw-Hill.
Machan, Tibor R. and Chesher, James E. 2002. A Primer on Business
Ethics. Lanham, MD: Rowman & Littlefield.
Palmer, Daniel. 1999. "Upping the Stakes: A Response to John
Hasnas on the Normative Viability of the Stockholder and Stakeholder
Theories." Business Ethics Quarterly 9 (4): 699-706.
Smith, Adam. 2004. The Theory of Moral Sentiments. Whitefish, MT:
Kessinger.
Strassler, Robert B., ed. 1996. The Landmark Thucydides. New York:
Touchstone.
Weiss, Joseph W. 2006. Business Ethics: A Stakeholder and Issues
Management Approach, 4th ed. Mason, OH: Thomson-Southwestern.
(1) This "simplified" form of shareholder theory--more
pointedly, this caricature of shareholder theory--seeks to isolate the
pursuit of profit as itself morally problematic. That is, the mechanism
for simplifying shareholder theory consists in setting in opposition the
pursuit of profit (or wealth) on the one hand, and something genuinely
"other-regarding" on the other hand. It is only by forcing
this oppositional characterization through, and then by assimilating the
moral with the genuinely other-regarding, that the pursuit of profit (or
wealth) is rendered morally problematic. Hence the overused quip concerning the apparently paradoxical nature of the very phrase,
"business ethics." For more on the role of such fundamental
maneuvers, see the Preface to Machan & Chesher 2002; see esp.
xi-xiii.
(2) "Tend" here need not indicate any high frequency of
realization. We can grant that the organizational context tends to
introduce opportunities for individual preference frustration, but we
need not think of this as anything especially problematic. Emphasizing
individual capacity for rational choice, for example, suggests that the
frequency of preference frustration must be (identified as) relatively
low, otherwise individuals would refrain from entering into
relationships in an organizational context. Proponents of stakeholder
theory tend instead to assert that the ways in which the organizational
context renders the interests of some stakeholders--the "weak"
ones--especially vulnerable requires that someone more powerful
(management, activist groups, regulators) limit the ability of other
powerful entities to exploit the weaker ones. Discussions of the moral
status of the "at will" understanding of the employment
arrangement provide a telling example of how these differences tend to
play out; see, for example, the essays by Patricia H. Werhane & Tara
J. Radin and Richard A. Epstein in Beauchamp, Bowie, and Arnold 2009,
113-29. At the same time, recognition of the risk associated with the
pursuit of preference satisfaction within the organizational context
provides an opportunity for individuals to cultivate the classical
virtue of prudence; an emphasis on the role of this virtue in a
comprehensive ethical defense of business is a central "theme"
of Machan & Chesher 2002.
(3) Most recent books on business ethics appear to be written from
a stakeholder perspective, and some business ethics textbooks (e.g.,
Weiss 2006) appear to suggest that stakeholder theory is the only
perspective from which to address business ethics. An obvious (though
not exclusive) exception to this is Machan & Chesher 2002.
(4) It must also be remembered that managers have a fiduciary
responsibility to act in the best interests of shareholders. Companies
and their managers have increasingly been subject to shareholder suits
for actions that allegedly impaired shareholder value (usually
determined by the stock price). Thus, managers who consistently
subordinate the owners' interests to those of other parties expose
themselves to civil liability for damages suffered by the owners. Unless
and until this legal reality is changed, business ethicists should be
careful about suggesting that managers must expose themselves to
litigation in order to behave ethically.
(5) Proponents of stakeholder theory often point to Europe as a
place where their model has been successfully employed. However, an
examination of western European growth rates (especially vis-a-vis those
of the more shareholder oriented United States) illustrates the costs of
analysis paralysis. See the 2004 Timbro Report "EU Versus USA"
for more details.
(6) The recent increase in corporate CEO turnover is one example of
this phenomenon. While there are many reasons why corporate leaders
leave, many are being forced out for failing to meet shareholder
expectations.
(7) It should be noted that in cases of extreme mismanagement (e.g., New York City in the 1970s, or Buffalo, NY currently) government
entities can be subjected to control boards. While this embarrasses the
affected politicians and limits their autonomy, such "adult
supervision" rarely leads to the political entity's
liquidation, or often even the removal of the particular politicians.
(8) Of course, the recent bailout of the major financial and
banking institutions is tantamount to an increase in taxes in order to
make up for a (tremendous) shortfall. The many ways in which this
bailout allows management not to be held accountable for its
irresponsible exercise of power surely accounts for why most
libertarians find the bailout objectionable.
(9) Let us not forget that Milton Friedman acknowledged the
controlling force of both law and so-called "ethical custom"
even as he launched his forceful defense of using the firm's
resources exclusively to seek to satisfy shareholder interest. See
"The Social Responsibility of Business is to Increase its
Profits," reprinted in Beauchamp, Bowie, and Arnold 2009, pp.
51-55; see esp. 51.
(10) Ibid., p. 55.
(11) We must be careful, though, about assigning too much moral
force to the current state of the law. Prima facie we should respect the
law (as a whole and specifically), but we properly object when the law
unreasonably restricts basic liberty, including property rights. More
precisely, the context in which commerce occurs is morally legitimate to
the extent that it is grounded in a recognition of the value of
individual liberty.
(12) We stress the "typically" in this last statement. A
further complicating factor for managers as they seek to satisfy
shareholder interest is the degree of plurality within the interests of
the several shareholders. Recognizing this makes the task of meeting
obligations to shareholders more difficult than just finding the most
effective way of providing a reasonable return on investment.
(13) As Thucydides reports it, Pericles recognized the disastrous
effects of a general lack of concern for the cultivation of value from
an accessible good: "each fancies that no harm will come of his
neglect, that it is the business of somebody else to look after this or
that for him; and so, by the same notion being entertained by all
separately, the common cause imperceptibly decays" (History I.141).
Less than a century later, Aristotle argued against communal ownership
(of the sort featured in the articulation of the kallipolis in
Plato's Republic) on the grounds of its incompatibility with the
exercise of moral virtue, especially liberality/generosity (see Politics
II.v).
David Levy (Levy@geneseo.edu) is Assistant Professor, Department of
Philosophy, SUNY College at Geneseo. Mark Mitschow
(Mitschow@geneseo.edu) is Professor, School of Business, SUNY College at
Geneseo.
CITE THIS ARTICLE AS: David Levy & Mark Mitschow, "'I
Paid for this Microphone!': The Importance of Shareholder Theory in
(Teaching) Business Ethics," Libertarian Papers 1, 25 (2009).
ONLINE AT: libertarianpapers.org. THIS ARTICLE IS subject to a Creative
Commons Attribution 3.0 License (creativecommons.org/licenses).