Abstract
Fezzey et al. (2024) propose a novel typology of CEO activism based on two behavioral conceptual dimensions—CEO talk (leveraging communicative power) and CEO action (leveraging economic power)—resulting in four archetypes of CEO activists. While this classification of CEO activists addresses a gap in literature, we argue that a motivational framework grounded in social psychological theories of motivation (e.g., Batson et al., 2002; Lewin, 1951) is more theoretically and practically useful. A return to motivation would allow researchers to better predict CEOs’ long-term engagement in activism by identifying their underlying ultimate goals for action. We highlight different forms of motivation for CEO activism and emphasize the importance of altruistic motivation, particularly when coupled with a stable orientation toward social groups (i.e., valuing the welfare of disadvantaged communities). We examine the strengths and limitations of CEO altruistic motivation and call for more systematic research into how altruistically motivated CEOs navigate and strategically respond to demands for action in support of disadvantaged groups.
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