Angela Aneiros, an assistant professor at Gonzaga University School of Law in Spokane, Wash., can’t get enough of Elon Musk.
“For better or worse, he’s like the gift that keeps on giving to corporate law professors. Because there’s just so much. It actually helps me teach the material. The students relate to Musk and I can say to them, ‘Here’s the perfect example of what not to do.’”
The latest perfect example is what Musk wrote on Monday on X, which he owns. He said he is “uncomfortable” working to make Tesla into a leader in artificial intelligence and robotics unless he has 25 percent of the voting shares in Tesla. “Unless that is the case,” he wrote, “I would prefer to build products outside of Tesla.”
To Aneiros and other experts in corporate law, Musk’s threat is audacious, for reasons I’ll get into. But it’s also a teachable moment in that it surfaces principles concerning how corporations, their boards and their executives work with one another.
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