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It takes courage to stage a public disruption or act of civil disobedience, but often that is the only type of work the public might see. The harder work is that which occurs before and after public acts of protest. It also takes tenacity to do all of this work without being bought by political machines or donors. Moreover, we are not affiliated with a political party.

Our work is not funded or driven by any political party nor is it influenced by local or national candidates. That's why activists might disrupt a presidential contender's speech, even if they might suffer reproach by those who also claim that BlackLivesMatter. In the network, there is space for differences of opinion and space for celebration and continued learning. The work can only be effective, however, if the tactics and strategies activists employ are organized around a shared vision and set of outcomes. Movements need moments like the demonstration Saturday as a reminder of this need for focus.

And ultimately, black America needs a movement for black lives. The question we must collectively respond to, however, is, what type of world do we want moving forward? By Darnell L. Getting what you need: How reputation and status affect team performance, hiring, and salaries in the NBA. Academy of Management Journal, 56 , — Forbes, D. Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24 , — Freeman, R. Strategic management: A stakeholder approach.

Boston: Pitman.

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The stakeholder approach revisited. Stakeholder theory: The state of the art.

Journalists Matter: Faces of The Capital Gazette

Cambridge: Cambridge University Press. Gioia, D. Practicability, paradigms, and problems in stakeholder theorizing.

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Academy of Management Review, 24 2 , — Goranova, M. Shareholder activism: A multidisciplinary review. Journal of Management, 40 5 , — Gould, R. The origins of status hierarchies: A formal theory and empirical test. The American Journal of Sociology, 5 , — Griffin, J. The corporate social performance and corporate financial performance debate: Twenty-five years of incomparable debate. Business and Society, 36 1 , 5— Harrison, J.

Managing for stakeholders, stakeholder utility functions, and competitive advantage.

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  • Strategic Management Journal, 31 1 , 58— Huberman, B. Status as a valued resource.

    Seeing is a matter of experience: Visual perception for faces, letters similar

    Social Psychology Quarterly, 67 1 , — Jawahar, I. Toward a descriptive stakeholder theory: An organizational life cycle approach. Academy of Management Review, 26 , — Jensen, M. Should we stay or should we go?

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    Accountability, status anxiety, and client defections. Administrative Science Quarterly, 51 , 97— The importance of status in markets: A market identity perspective. Pearce Ed. New York: Cambridge. Staging exchange partner choices: When do status and reputation matter? Academy of Management Journal, 51 3 , — Jones, T.

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    Convergent stakeholder theory. King, B. A social movement perspective of stakeholder collective action and influence. Business and Society, 47 1 , 21— Kuhn, M. An empirical investigation of self-attitudes. American Sociological Review, 19 , 68— Laplume, A.

    Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34 6 , — Lawrence, A.

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    Business and society: Stakeholders, ethics, public policy 13th ed. Magee, J. Social hierarchy: The self-reinforcing nature of power and status. The Academy of Management Annals, 2 , — McVea, J. A names-and-faces approach to stakeholder management: How focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together. Journal of Management Inquiry, 14 1 , 57— Merton, R. The Matthew effect in science. Science, , 56— Meyer, J. Institutionalized organizations: Formal structure as myth and ceremony.

    The American Journal of Sociology, 83 2 , — Mitchell, R. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22 4 , — Parent, M. A case study of stakeholder identification and prioritization by managers. Journal of Business Ethics, 75 1 , 1— Pearce, J.

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    But remembering a name requires recall , a different system entirely. The findings were recently published in the Quarterly Journal of Experimental Psychology. To test which was more memorable in a fairer environment, the researchers showed participants images of strangers, together with their names. They also tested with names in the same or different fonts.