No one preaches corporate responsibility quite like Timberland's Jeff Swartz. Embraced by hip-hop trendsetters, his boot company grew eightfold in market capitalization from 1992 to 2005, hitting $1.6 billion. He used his position to deploy social initiatives galore, instituting some of the toughest worker-protection standards in the manufacturing industry, planting 1 million trees, and sponsoring thousands of volunteer events. He won accolades from Wall Street and social activists alike. But with his company's revenue soft and the stock price tumbling, is his own job sustainable?
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