Exxonmobil's social responsibility messaging – 2002–2013 CEO letters

Grantham, Susan; Vieira, Edward T.

doi:10.1080/1533015x.2017.1411216

Cited by 8 publications

(9 citation statements)

References 39 publications

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“…Jaworska 51 observes the emergence of ''risk'' as one of the most frequent collocations of ''climate change'' in the late 2000s within the corporate social responsibility reports of the world's major oil corporations, including Exxon-Mobil. Grantham and Vieira, 44 examining ''welcome letters'' from ExxonMobil's CEO in the company's Corporate Citizenship Reports, note that ''risk'' is one of the most influential words coinciding with emphasis on the ''planet.'' Schlichting 17 concludes that, over the course of the 2000s, industry actors increasingly adopted the framing that ''climate change [might be/is] a risk.''…”

Section: Discussionmentioning

confidence: 99%

“…Our study offers the first computational assessment of how ExxonMobil has used language to frame public discourse about AGW. By bringing to bear the mixed-methods of computational linguistics and inductive frame analysis, our results add to (1) analyses of ExxonMobil's public affairs practices, [32][33][34][35][36][37][38][39][40][41][42][43][44] (2) qualitative accounts of the company's AGW communications, 23,[45][46][47][48][49] and (3) the application of discourse and (algorithmic) content analysis to AGW communications by ExxonMobil and the wider climate countermovement. 1,2,[17][18][19]26,27,29,[50][51][52][53][54][55][56][57] A ''distant''that is, quantitative, statistical, and macroscopic-reading of ExxonMobil's AGW communications offers three practical advantages.…”

Section: Introductionmentioning

confidence: 99%

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Rhetoric and frame analysis of ExxonMobil's climate change communications

2021

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Rhetoric and frame analysis of ExxonMobil's climate change communications

2021

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“…ExxonMobil is a profit-driven corporation dedicated to maximizing value for shareholders; however, the TNC is also a node of global governance design that claims to pursue a "triple bottom line" focused on profit, people and planet. 19 Scholarly research chronicles the development of ExxonMobil's approach to corporate social responsibility, including its efforts at community engagement 20 and resulting challenges. 21 ExxonMobil has adopted a range of global conventions as well as developed its own corporate policies and codes of conduct to guide its interactions with Indigenous peoples; the TNC frequently reiterates these commitments in its public relations materials.…”

Section: Exxonmobil On the Ground: Extraction And Indigenous Peoples In Sakhalin And Alaskamentioning

confidence: 99%

Global Standards, Corporate Diagrams and Indigenous Agency: ExxonMobil in Russia and Alaska

2022

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This paper examines how a transnational corporation (TNC) translates global standards and corporate policies into programs at sites of extraction. We explore this question through a comparative analysis of ExxonMobil’s operations in two different politico-economic contexts: the Sakhalin-1 project in Russia and the Point Thomson project on the North Slope of Alaska, with field work on Sakhalin Island in 2013–2015 and in Alaska in 2015–2018. Theoretically, we use the Deleuzian concept of “diagram” as a lens through which to examine corporate policies, and a governance generating network (GGN) approach to analyze similarities and differences in benefit-sharing programs in both localities. We show that while global commitments and corporate principles contribute to a standardized approach to community engagement, Indigenous movements and associations, the government, and other corporate actors may play important roles in influencing how corporate policies and global standards are implemented at sites of extraction. Moreover, adaptation of community engagement, benefit-sharing, and environmental monitoring in one location may shape how the company’s strategies are implemented in other sites of extraction.

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“…They concluded that Welch's language self-constructed his leadership identity as the metaphoric equivalent of a pedagogue, physician, architect, commander and saint. CEO letters have also been explored to ascertain a corporation's "tone at the top" (Amernic et al, 2010) and the ways in which a company reacts to important external events, such as the 2007 global financial crisis, and the 2010 Deepwater Horizon oil spill in the Gulf of Mexico (Grantham and Vieira Jr., 2018).…”

Section: The Ceo Letter and Autobiographical Vignettesmentioning

confidence: 99%

“…Third, to explore how CEOs can establish a common ground with followers by appealing emotionally to them. We add to the body of research on CEO letters that appears in diverse literatures such as strategy (Barr et al , 1992), business communication (Conaway and Wardrope, 2010), business ethics (Craig and Amernic, 2018), organizational structuring (Fiol, 1989), corporate social responsibility (Grantham and Vieira, 2018) and accounting (Brennan and Conroy, 2013; Hooghiemstra, 2010).…”

Section: Introductionmentioning

confidence: 99%

Autobiographical vignettes in annual report CEO letters as a lens to understand how leadership is conceived and enacted

Craig¹,

Amernic²

2019

AAAJ

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Purpose The purpose of this paper is to examine autobiographical vignettes that are embedded in the annual report letters to shareholders of chief executive officers (CEOs). The aim is to reveal the capacity of this narrative to self-construct leader identity, show how they can help CEOs attain legitimacy and how they help CEOs to exert management control. Design/methodology/approach The paper is positioned within literature that focuses on the importance of the annual report CEO letter and the strategic use of CEO autobiographical vignettes therein. Three autobiographical vignettes included in letters to shareholders signed by E. Hunter Harrison, CEO of Canadian National Railway (2004, 2005 and 2007), are analysed using close reading techniques. This involved the authors separately reading each vignette by slowing down the reading process to aid understanding of the text’s “inner workings”. Several close readings of each vignette were conducted until a consensus was reached between the authors. Findings Autobiographical vignettes have strong potential to be used strategically, as rhetorical devices, to help CEOs exert management control, facilitate change, shape leader-follower relationships and sustain self-legitimacy. Originality/value This paper is the first within the accounting domain to highlight the potential for autobiographical narrative in a CEO’s annual letter to shareholders to convey corporate information (including strategic intent), to construct leader identity and to exert management control.

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Exxonmobil's social responsibility messaging – 2002–2013 CEO letters

Cited by 8 publications

References 39 publications

Rhetoric and frame analysis of ExxonMobil's climate change communications

Rhetoric and frame analysis of ExxonMobil's climate change communications

Global Standards, Corporate Diagrams and Indigenous Agency: ExxonMobil in Russia and Alaska

Autobiographical vignettes in annual report CEO letters as a lens to understand how leadership is conceived and enacted

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