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Edited on Sat Sep-20-08 08:02 AM by marmar
"150 years ago, the business corporation was a relatively insignificant institution. Today, it is all-pervasive. Like the Church, the Monarchy and the Communist Party in other times and places, the corporation is today's dominant institution. This documentary examines the nature, evolution, impacts, and possible futures of the modern business corporation. Initially given a narrow legal mandate, what has allowed today's corporation to achieve such extraordinary power and influence over our lives? We begin our inquiry as scandals threaten to trigger a wide debate about the lack of public control over big corporations."
- Opening narration
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"There were very few chartered corporations in early United States history. And the ones that existed had clear stipulations in their state issued charters, how long they could operate, the amount of capitalisation, what they made or did or maintained, a turnpike or whatever was in their charter and they didn't do anything else. They didn't own or couldn't own another corporation. Their shareholders were liable. And so on."
- Mary Zepernick
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"Corporations were given the rights of immortal persons. But then special kinds of persons, persons who had no moral conscience. These are a special kind of persons, which are designed by law, to be concerned only for their stockholders. And not, say, what are sometimes called their stakeholders, like the community or the work force or whatever."
- Noam Chomsky
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"To whom do these companies owe loyalty? What does loyalty mean? Well, it turns out that that was a rather naïve concept anyways as corporations are always owed obligation to themselves to get large and to get profitable. In doing this, it tends to be more profitable to the extent that it can make other people pay the bills for its impact on society. There's a terrible word that economists use for this called 'externalities'."
- Robert Monks
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"Running a business is a tough proposition. There are costs to be minimised a every turn, and at some point the corporation says, you know, let somebody else deal with that. Let's let somebody else supply the military power to the Middle East to protect the oil at its source. Let's let somebody else build the roads that we can drive these automobiles on. Let's let somebody else have these problems. And that is where externalities come from, that notion of let somebody else deal with that. I got all I can handle myself."
- Ray Anderson
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"I've got to be honest with you. When the September 11th situation happened, and I must say, and I wanna say this because I don't want to take it lightly. It's not a light situation. It was a devastating act. It was really a bad thing. It was one of the worst things I've seen in my lifetime, you know. But, I will tell you and every trade will tell you, who was not in that building and who was buying gold and who owned gold and silver, that when it happened, the first thing you thought about was, "well, how much is gold up?" The first thing that came to mind was, "my God, gold must be exploding". Fortunately, for us, all our clients were in gold. So when it went up they all doubled their money. Everybody doubled their money. It was a blessing in disguise. Devastating, crushing, heart shattering, but on the financial sense, for my clients that were in the market, they all made money. Now, I wasn't looking for this type of help, but it happened. When the USA bombed Iraq back in 1991 the price of oil went from $13 to $40 a barrel, for cying out loud! Now, we couldn't wait for the bombs to start raining down on Saddam Hussein. We were all excited. We wanted Saddam to really create problems. "Do whatever you have to do, set fire to some more oil wells, because the price is going to go higher." Every broker was chanting that. There was not a broker that I know of that wasn't excited about that. This was a disaster. This was something that was, you know, catastrophe happening. Bombing. Wars. In devastation there is opportunity."
- Carlton Brown
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"(Corporate) social responsibility isn't a deep shift because it's a voluntary tactic. A tactic, a reaction to a certain market at this point. And as the corporation reads the market differently, it can go back. One day you see Bambi, next day you see Godzilla."
- Elaine Bernard
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