“Justifying Corporate Speech Regulation Through a Town-Meeting Understanding of the Marketplace of Ideas”

2007 ◽  
Vol 9 (2) ◽  
pp. 57-113
Author(s):  
Robert L. Kerr
2002 ◽  
Vol 79 (2) ◽  
pp. 394-415 ◽  
Author(s):  
Robert L. Kerr

The corporate voice is arguably the loudest in mass communication today and has been the subject of a series of landmark Supreme Court decisions since 1978. This integrative essay offers an ethical basis for justifying regulation of corporate speech, based on the neglected moral and political theories of Adam Smith. His essential tenets on free markets are applied to the First Amendment marketplace of ideas concept that has been prominent in developing corporate free-speech rights. This essay argues that regulation of corporate speech on this basis can actually enable more ideas to flourish in the political marketplace—advancing utilitarian ideals of the common good.


Author(s):  
Lisa Siraganian

F. Scott Fitzgerald imagines corporate marriage proposals as a promising thought experiment to think through the fundamental incoherence of what was eventually to be known as corporate speech after the U.S. Supreme Court case Citizens United (2010). His autobiographical and underappreciated meditations on the film industry, The Love of the Last Tycoon (1940) and The Pat Hobby Stories (1940–1), tease out corporate expression’s difficulties and possibilities—complications that are typically overlooked in contemporary discussions of corporate speech. In Tycoon, Fitzgerald’s Hollywood executive producer imagines that he can “buy” what is in his screenwriter’s “mind.” His understanding of speech articulates Oliver Wendell Holmes, Jr.’s theory of contractual meaning and economist Ronald Coase’s literalization of “the marketplace of ideas,” anticipating the Supreme Court’s reasoning in Citizens United. But when that tycoon’s lover treats her multiple Dear John letters to him in the same literal manner—as automatic, repetitive, and commodified—the tycoon senses the flaws in his account of language. After examining Citizens United and related precedents struggling to conceptualize corporate speech, this chapter argues that Fitzgerald’s focus on the problem of repeated action reveals a basic incoherence in theories of corporate speech. Conceiving of ideas as brain content that can be bought and sold, Tycoon’s corporate executive unwittingly stumbles on the essentially impoverished nature of corporate speech as repetitive but not meaningful. Decades before corporate speech had First Amendment protections, Fitzgerald’s late fiction imagined and represented its potential problems.


2019 ◽  
Vol 4 (2) ◽  
pp. 322-324
Author(s):  
Thomas F. Burke

Purpose The purpose of this article was to describe a model for “hybrid speech telecoaching” developed for a Fortune 100 organization and offer a “thought starter” on how clinicians might think of applying these corporate strategies within future clinical practice. Conclusion The author contends in this article that corporate telecommunications and best practices gleaned from software development engineering teams can lend credibility to e-mail, messaging apps, phone calls, or other emerging technology as viable means of hybrid telepractice delivery models and offer ideas about the future of more scalable speech-language pathology services.


Author(s):  
Peter G. Klein ◽  
Mark D. Packard ◽  
Karen Schnatterly

This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.


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