Clarkson Principles

Knowledge Center


Explanation of Clarkson Principles for Stakeholder Management. ('93-'98)



The Clarkson Principles originate from four conferences that were hosted by the Centre for Corporate Social Performance and Ethics in the Faculty of Management [now: the Clarkson Centre for Business Ethics & Board Effectiveness or CC(BE)] between 1993 and 1998. 

In these conferences, management students gathered to share ideas on stakeholder theory, a then emerging field of study examining the relationships and responsibilities of a corporation to employees, customers, suppliers, society, and the environment.

The Clarkson Principles of Stakeholder Management represent an early stage general awareness of corporate governance concerns that have been widely discussed in connection with the business scandals of 2001-2003.

Principle 1

Managers should acknowledge and actively monitor the concerns of all legitimate stakeholders, and should take their interests appropriately into account in decision-making and operations.

Principle 2

Managers should listen to and openly communicate with stakeholders about their respective concerns and contributions, and about the risks that they assume because of their involvement with the corporation.

Principle 3

Managers should adopt processes and modes of behavior that are sensitive to the concerns and capabilities of each stakeholder constituency.

Principle 4

Managers should recognize the interdependence of efforts and rewards among stakeholders, and should attempt to achieve a fair distribution of the benefits and burdens of corporate activity among them, taking into account their respective risks and vulnerabilities.

Principle 5

Managers should work cooperatively with other entities, both public and private, to insure that risks and harms arising from corporate activities are minimized and, where they cannot be avoided, appropriately compensated.

Principle 6

Managers should avoid altogether activities that might jeopardize inalienable human rights (e.g., the right to life) or give rise to risks which, if clearly understood, would be patently unacceptable to relevant stakeholders.

Principle 7

Managers should acknowledge the potential conflicts between (a) their own role as corporate stakeholders, and (b) their legal and moral responsibilities for the interests of stakeholders, and should address such conflicts through open communication, appropriate reporting and incentive systems and, where necessary, third party review.

The Clarkson Principles should be regarded as "meta-principles", encouraging and requiring management to develop more specific stakeholder principles and then to implement those in accordance with the Principles.

Book: Jeffrey L. Seglin - The Right Thing -

Book: Joseph W. Weiss - Business Ethics -

Book: O. C. Ferrell - Business Ethics -

Clarkson Principles Special Interest Group

Special Interest Group (3 members)

Clarkson Principles Forum  

Recent topics

  Quotes on the Clarkson Principles. Quotations
Hi, do you know of a remarkable, humorous quote by a famous person or a proverb related to the Clarkson Principles?
Please enter a reaction to shar...

Best Practices - Clarkson Principles

Expert Tips - Clarkson Principles

Who are your Stakeholders?


The Skills Needed to Spot Ethical Issues


The Maturity Stages of Corporate Responsibility


Advance yourself in business administration and management

Resources - Clarkson Principles

The Purpose of Business: Stockholder versus Stakeholder Theories


Fundamentals of Business Ethics


Issues in Improving Ethics in Multinational Corporations


News about Clarkson Principles


News about Stakeholder Management


Videos about Clarkson Principles


Videos about Stakeholder Management


Presentations about Clarkson Principles


Presentations about Stakeholder Management


Books about Clarkson Principles


Books about Stakeholder Management


More about Clarkson Principles


More about Stakeholder Management


Accelerate your management career

Compare with: Ashridge Mission Model  |  Stakeholder Analysis  |  Stakeholder Mapping  |  Intrinsic Stakeholder Commitment  |  Strategic Stakeholder Management  |  Seven Signs Of Ethical Collapse  |  Strategic Intent  |  Moral Purpose

Return to Management Hub: Communication & Skills  |  Ethics & Responsibility  |  Strategy

More Management Methods, Models and Theory

Special Interest Group Leader


About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
© 2018 12manage - The Executive Fast Track. V15.0 - Last updated: 13-12-2018. All names ™ of their owners.