Corporate Responses to Racial Unrest Editors’ Introduction

Abstract

The year 2020 set into motion a perfect storm that would lead to the global panic ignited by the murder of George Floyd in late May of that year. The COVID-19 virus impacted billions of people around the world. With many forced to shelter in place at home, some Americans for the first time (and an exhaustingly innumerable time for others) observed up close the inequality apparent in American policing. On average, Black Americans are 2.9 times more likely to be shot and killed by the police, with very few officers held accountable and prosecuted for these deaths.1 One cannot make sense of this special section on Corporate Responses to Racial Unrest without an examination of this fact and the events leading up to Floyd’s murder. Statistically speaking, however, the year 2020 did not signal anything unusual. In that year, according to Statistica.com, U.S. police killed 1,020 people. Fatalities had been rising steadily from 981 in 2017 to 983 in 2018 and 999 in 2019. 2 It is not immediately apparent how best to interpret these numbers. What justifies police use of deadly force, and in turn, what is an acceptable rate of police killings per year? Or is this even a productive line of thought? The effectiveness of police power in the United States has been a standing debate since the foundations of American government.3 And the nature of inequality marked by race within policing has been demonstrated countless times in the literature.4 Reforming the phenomenon of “policing” in the United States, however, though simple to call for, is complicated to enact—not least owing to the “blue wall of silence” that protects police officers from the consequences of misconduct and the near-term spikes in crime and expenses that the very communities who are most disadvantaged by current policing practices are forced to bear.