Professor Jiao Luo studies how firms organize to shape public policy, which she describes as “non-market strategy". The goal is to develop a climate through which investments in social outcomes are valued more fully–and thus become more profitable. But given this, why are corporate-social-responsibility initiatives so difficult for firms to pursue profitably? How does the governance structure of a firm shape the ways in which employees respond to CSR investments, and what new ways of doing things–such as cooperatives–carry the greatest promise for overcoming the obstacles?

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