What if there were an index that measured how much cultural benefit a CEO brought to society during his or her tenure at a company and also measured how much their company enhanced or preserved culture? In other words, how did the leader and the company demonstrate cultural responsibility? This book will make the argument that “cultural responsibility” is a critical element of the broader commitment that business has for society. The practice of Corporate Social Responsibility (CSR) has become a norm for business, yet there is little discussion of cultural practice as part of a broader CSR program. It is almost as though “culture” lost a seat at the table as the CSR movement matured. Corporate patrons and collectors of art such as Andrew Carnegie and John D. Rockefeller are well known, but there are many others that serve as examples for business and culture to engage in a mutually beneficial relationship. In the nascent study of the partnership between art and commerce, it is important to examine the social and cultural practices of early industrialists, which were often both innovative and replicable. This paper begins with a historical overview of pioneering efforts by the private sector to support culture and the arts. First, it is not always clear that the arts have benefited greatly from the patronage of visionary business leaders throughout history. Certainly, the wealth created by industry allowed Carnegie and the Rockefeller family to become benefactors of art, culture, and the humanities. These early leaders viewed art and culture as humanizing forces within the workplace and society. Although mostly paternalistic, their practices reflected attempts to promote humanism and underscored the importance of art and culture to a healthy society. Second, the arts have provided corporations and their leaders opportunities to improve their own business performance, brands, reputations, and communities.
As the Global Director of Employee Engagement in the office of Global Community Impact at Johnson & Johnson, Michael Bzdak manages the Corporation’s efforts to engage employees in social impact. He founded the Corporate Art Program and continues to manage philanthropic support of K-12 education, including a global STEM education initiative. Michael has been an employee of Johnson & Johnson since 1990 and also teaches courses on business and society at Rutgers University. He received a BFA from Virginia Commonwealth University and an MA and Ph.D. from Rutgers University.