Based on these cases:

- Pharmaceuticals case (Merck & Co., Inc. and River blindness)

https://www.nytimes.com/1987/10/22/world/merck-offers-free-distribution-of-new-river-blindness-drug.html

https://www.newyorker.com/magazine/2015/10/12/taking-on-the-drug-profiteers

- Apparel case (Rana Plaza disaster)

https://www.nytimes.com/2018/04/24/style/survivors-of-rana-plaza-disaster.html

https://www.reuters.com/article/us-bangladesh-garments-lessons-analysis/three-years-after-rana-plaza-disaster-has-anything-changed-idUSKCN0XJ02G

- Good Jobs case

https://www.nytimes.com/2016/02/28/magazine/managed-by-qs-good-jobs-gamble.html

Please answer this question:

Do the articles support the premise of the course (and Ed Freeman, Managing for Stakeholders) that we can build relationships based on the common good rather than solely the good of corporations/business owners? If so, how? If not, why not?