This document provides an overview of corporate social responsibility and sustainability. It defines CSR as voluntary actions that improve social or environmental conditions, while sustainability refers to managing the triple bottom line of financial, social and environmental risks and opportunities. The document discusses theories like systems theory and complexity theory that relate to sustainability. It provides examples of companies taking CSR and sustainability actions, such as Merck & Co.'s drug donations and Interface Carpet's environmental initiatives. It emphasizes the importance of considering not just profits but also people and the planet for long-term business accountability and viability.
Corporate social responsibility of multinational corporationsChristine Omas-as
This document summarizes a thesis written by Lok Yiu Chan about corporate social responsibility of multinational corporations. The thesis was completed in partial fulfillment of the requirements for graduation with Global Honors from the University of Washington Tacoma. The thesis defines corporate social responsibility and discusses its importance. It explains the components of CSR and compares the CSR efforts of Apple and Microsoft as examples of large technology companies. The thesis aims to demonstrate the significance of CSR and how companies can contribute to society through responsible business practices.
A new direction for CSR the shortcomingsof previous CSR mod.docxransayo
A new direction for CSR: the shortcomings
of previous CSR models and the rationale
for a new model
Jane Claydon
Abstract
Purpose – This paper aims to take the reader on a journey through the development of CSR since it first
emerged in the 1940s, through to contemporary models of CSR.
Design/methodology/approach – By drawing on existing CSR literature the achievements and gaps of
CSR are demonstrated. The literature review focuses on a small selection of important CSR models,
referencing the most iconic from the last few decades.
Findings – Existing CSR models are critiqued as being insufficient in providing an adequate
understanding of CSR. It is asserted that a more efficient model of CSR is required and a new model of
CSR is proposed, which is more relevant to and reflective of the present day business environment. The
model of ‘‘consumer-driven corporate responsibility’’ (CDCR) is founded on the notion that consumer
demand for CSR is both the most likely and the most effective driver for the implementation of CSR in a
company.
Research limitations/implications – As CSR is rapidly evolving, undoubtedly models will be created
after this paper was written, that, for this reason, are out of the scope of this review.
Practical implications – This paper provides an alternative, more comprehensive and more effective
model of CSR, useful as a tool for academics and business leaders alike.
Originality/value – As the model of CDCR focuses on the conditions under which companies are most
likely to adopt CSR from both a descriptive and normative perspective, it is proposed as being a more
suitable approach to CSR.
Keywords Corporate social responsibility, Business ethics, Corporate governance,
Sustainable development, Ethical consumption, Consumerism
Paper type Conceptual paper
T
he concept of corporate social responsibility (CSR) has become an increasingly
common term and conjecture in the political, academic and business realms over the
last century. During this time, it has experienced a period of constant defining and
modelling, re-defining and re-modelling. This paper aims to take the reader on a journey
through the development of CSR, demonstrating what it has achieved and highlighting the
gaps it is yet to fill. The reader will be navigated around the development of CSR since it first
emerged in the 1940s through to four models of CSR that have been more recently created.
These models are a small selection but range from those which have been the most
commonly referred to over the last few decades, such as stakeholder theory (Freeman,
1984) and the ‘‘pyramid of CSR’’ (Carroll, 1991), to the some of the more complex and
contemporary, such as the ‘‘model of sustainable development’’ (Aras and Crowther, 2009)
and ‘‘CSR 2.0’’ (Visser, 2010). A critique shall then be put forward, arguing that such models
are insufficient in providing either an adequate descriptive or normative understanding of
CSR, subsequently a.
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
Corporate social responsibility (CSR) involves companies balancing economic, environmental, and social responsibilities. While CSR has traditionally been viewed as a moral obligation, this document argues it can also drive innovation through new products and services that benefit society. The benefits of CSR include improved reputation and community acceptance for companies, as well as environmental protection and a more sustainable world. CSR should be a strategic part of business management, not just charitable donations, in order to create value for both companies and stakeholders.
Corporate social responsibility (CSR) refers to a company's obligation to consider the interests of society through its activities and business
relationships. The document discusses CSR in the context of the global electronics industry supply chain. It identifies key social issues like gender
inequality and discrimination. Environmental issues discussed include pollution and e-waste. Economic issues discussed are tax havens and special
economic trading zones. The document also provides examples of CSR programs addressing communities and education in developing countries.
This document discusses ethics, social responsibility, and sustainability in business strategy. It provides Starbucks as an example of a company that exemplifies these values. It explains that ethics play a critical role in business success by influencing public image, policies, and strategy measurements. Social responsibility is important for treating stakeholders ethically and improving quality of life. Sustainability can influence how a company identifies issues, gathers research, and implements priorities. Starbucks emphasizes green coffee and supports Ethos Water to increase access to clean drinking water.
Corporate Social Responsibility- Microsoft CorporationNikita Jangid
This document provides an introduction to corporate social responsibility (CSR). It defines CSR as how firms integrate social, environmental, and economic concerns transparently and accountably to create value for both the business and society. The document outlines key drivers of CSR like sustainable development, globalization, governance, corporate sector impact, communications, and finance. It also discusses the emergence of CSR as a public and business concern from the 1950s to today.
A Study Of Corporate Social Responsibility And Its Impact On Performance Of C...Joe Andelija
This document provides an introduction and theoretical background for a thesis titled "A Study of Corporate Social Responsibility and Its Impact on the Performance of Corporate Sectors." It discusses the concepts of corporate social responsibility (CSR) and performance, including definitions, frameworks, and theories. The objectives of the study are outlined as 1) operationalizing CSR in the Indian context, 2) developing a tool to study CSR in organizations, 3) studying organizational performance, and 4) examining the impact of CSR on performance.
Corporate social responsibility of multinational corporationsChristine Omas-as
This document summarizes a thesis written by Lok Yiu Chan about corporate social responsibility of multinational corporations. The thesis was completed in partial fulfillment of the requirements for graduation with Global Honors from the University of Washington Tacoma. The thesis defines corporate social responsibility and discusses its importance. It explains the components of CSR and compares the CSR efforts of Apple and Microsoft as examples of large technology companies. The thesis aims to demonstrate the significance of CSR and how companies can contribute to society through responsible business practices.
A new direction for CSR the shortcomingsof previous CSR mod.docxransayo
A new direction for CSR: the shortcomings
of previous CSR models and the rationale
for a new model
Jane Claydon
Abstract
Purpose – This paper aims to take the reader on a journey through the development of CSR since it first
emerged in the 1940s, through to contemporary models of CSR.
Design/methodology/approach – By drawing on existing CSR literature the achievements and gaps of
CSR are demonstrated. The literature review focuses on a small selection of important CSR models,
referencing the most iconic from the last few decades.
Findings – Existing CSR models are critiqued as being insufficient in providing an adequate
understanding of CSR. It is asserted that a more efficient model of CSR is required and a new model of
CSR is proposed, which is more relevant to and reflective of the present day business environment. The
model of ‘‘consumer-driven corporate responsibility’’ (CDCR) is founded on the notion that consumer
demand for CSR is both the most likely and the most effective driver for the implementation of CSR in a
company.
Research limitations/implications – As CSR is rapidly evolving, undoubtedly models will be created
after this paper was written, that, for this reason, are out of the scope of this review.
Practical implications – This paper provides an alternative, more comprehensive and more effective
model of CSR, useful as a tool for academics and business leaders alike.
Originality/value – As the model of CDCR focuses on the conditions under which companies are most
likely to adopt CSR from both a descriptive and normative perspective, it is proposed as being a more
suitable approach to CSR.
Keywords Corporate social responsibility, Business ethics, Corporate governance,
Sustainable development, Ethical consumption, Consumerism
Paper type Conceptual paper
T
he concept of corporate social responsibility (CSR) has become an increasingly
common term and conjecture in the political, academic and business realms over the
last century. During this time, it has experienced a period of constant defining and
modelling, re-defining and re-modelling. This paper aims to take the reader on a journey
through the development of CSR, demonstrating what it has achieved and highlighting the
gaps it is yet to fill. The reader will be navigated around the development of CSR since it first
emerged in the 1940s through to four models of CSR that have been more recently created.
These models are a small selection but range from those which have been the most
commonly referred to over the last few decades, such as stakeholder theory (Freeman,
1984) and the ‘‘pyramid of CSR’’ (Carroll, 1991), to the some of the more complex and
contemporary, such as the ‘‘model of sustainable development’’ (Aras and Crowther, 2009)
and ‘‘CSR 2.0’’ (Visser, 2010). A critique shall then be put forward, arguing that such models
are insufficient in providing either an adequate descriptive or normative understanding of
CSR, subsequently a.
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
Corporate social responsibility (CSR) involves companies balancing economic, environmental, and social responsibilities. While CSR has traditionally been viewed as a moral obligation, this document argues it can also drive innovation through new products and services that benefit society. The benefits of CSR include improved reputation and community acceptance for companies, as well as environmental protection and a more sustainable world. CSR should be a strategic part of business management, not just charitable donations, in order to create value for both companies and stakeholders.
Corporate social responsibility (CSR) refers to a company's obligation to consider the interests of society through its activities and business
relationships. The document discusses CSR in the context of the global electronics industry supply chain. It identifies key social issues like gender
inequality and discrimination. Environmental issues discussed include pollution and e-waste. Economic issues discussed are tax havens and special
economic trading zones. The document also provides examples of CSR programs addressing communities and education in developing countries.
This document discusses ethics, social responsibility, and sustainability in business strategy. It provides Starbucks as an example of a company that exemplifies these values. It explains that ethics play a critical role in business success by influencing public image, policies, and strategy measurements. Social responsibility is important for treating stakeholders ethically and improving quality of life. Sustainability can influence how a company identifies issues, gathers research, and implements priorities. Starbucks emphasizes green coffee and supports Ethos Water to increase access to clean drinking water.
Corporate Social Responsibility- Microsoft CorporationNikita Jangid
This document provides an introduction to corporate social responsibility (CSR). It defines CSR as how firms integrate social, environmental, and economic concerns transparently and accountably to create value for both the business and society. The document outlines key drivers of CSR like sustainable development, globalization, governance, corporate sector impact, communications, and finance. It also discusses the emergence of CSR as a public and business concern from the 1950s to today.
A Study Of Corporate Social Responsibility And Its Impact On Performance Of C...Joe Andelija
This document provides an introduction and theoretical background for a thesis titled "A Study of Corporate Social Responsibility and Its Impact on the Performance of Corporate Sectors." It discusses the concepts of corporate social responsibility (CSR) and performance, including definitions, frameworks, and theories. The objectives of the study are outlined as 1) operationalizing CSR in the Indian context, 2) developing a tool to study CSR in organizations, 3) studying organizational performance, and 4) examining the impact of CSR on performance.
In recent decades, climate change, globalisation and business .docxjaggernaoma
The document discusses corporate social responsibility (CSR), which has become increasingly important for large companies. CSR includes adhering to regulations, considering a company's roles and impact on society/environment, and promoting social progress due to corporate dependence on society. Supporters see CSR as obligatory, while opponents argue a company's only purpose is to increase shareholder wealth. The document evaluates CSR benefits like competitive advantage and positive stakeholder reactions. However, critics argue CSR is an unrealistic expectation, and some use it for public relations rather than meaningful social/environmental goals. Overall, the document examines both sides of the CSR debate.
Where are-all-the-socially-responsible-businesses-in-canadaZhu Mei
This document provides an overview of socially responsible business practices in Canada. It defines what constitutes a socially responsible business and discusses common approaches like sustainability, corporate social responsibility, and triple bottom line accounting. The document also analyzes available data on socially responsible businesses in Canada and identifies gaps. It notes the wide variety of terms used and lack of consensus around what defines a socially responsible company.
2 Social Responsibility and Stakeholders.Jonathan Alcorn.docxeugeniadean34240
2 Social Responsibility and Stakeholders
.Jonathan Alcorn/ZUMA Press/Corbis
Learning Outcomes
After reading this chapter, you should be able to do the following:
• Examine strategic approaches to social responsibility.
• Analyze the value of corporate social responsibility.
• Evaluate the stakeholder’s role in business ethics and social responsibility and identify the steps required
for stakeholder engagement.
ped82162_02_c02_037-076.indd 37 4/23/15 8:33 AM
Introduction
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered
a responsible company. Top executives make it a priority to convey the message that they
care about their employees, their customers, and the environment. What does it mean to be
a responsible company? The founder and owner of Patagonia, Yvon Chouinard, has admit-
ted that he did not intend for Patagonia to be an industry leader in social and environmental
responsibility when he started the company in 1972. Only after addressing a series of deci-
sions in product design, supply, and marketing did Patagonia executives realize that every
business has responsibilities beyond profit. Chouinard decided that he wanted to make a dif-
ference in the world by offering quality products that had minimal environmental impact and
providing employees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunc-
tioning ventilation system that was recirculating formaldehyde into the air. The source of
formaldehyde was linked to the finishing process of the cotton used in the company’s prod-
ucts. By exploring the issue in detail, Patagonia discovered that formaldehyde in clothing could
create adverse reactions for customers, including cancers and other illnesses. In response, the
company investigated the environmental impact of the materials in their clothing. Based on
their findings, they initiated a switch to organic cotton that was not readily available. Working
with suppliers in the United States and later internationally, Patagonia was able to secure a
greater supply of organic cotton that is free from the harmful chemicals that can affect cus-
tomers and employees as well as the environment. These types of situations have shown that
being a responsible company entails focusing on a broad range of stakeholders and provides
for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible
Company (2012), Chouinard and Vincent Stanley, the company’s chief storyteller and editor
of the Footprint Chronicles (the company’s website that provides transparency to the public
by showing the social and environmental impact of Patagonia products), share five elements
of business responsibility as a model for other companies. These are responsibilities to:
1. The health of the business, including the obl.
The document discusses corporate social responsibility (CSR). It provides an introduction to CSR, explaining that CSR involves businesses self-regulating to ensure they comply with ethical standards and positively impact stakeholders. The document then discusses approaches to CSR, benefits of CSR, and criticisms of CSR. It analyzes issues around using CSR to address crises and problems of relying solely on government regulation of businesses.
This document analyzes the sustainability approaches of Starbucks and Walmart. It notes that their business models and core competencies lead to different sustainability strategies. Starbucks focuses more on environmental and social missions in its strategy, while Walmart prioritizes low prices and efficiency. The document will compare their mission statements, values, and corporate social responsibility systems to understand these divergent sustainability approaches and their support of long-term sustainability.
This article introduces a conceptual framework for understanding corporate social responsibility (CSR) that emphasizes the role of marketing. It discusses past conceptualizations of CSR that view it as a social obligation, stakeholder obligation, ethics-driven, or as managerial processes. The framework proposed in the article depicts CSR initiatives as actions taken to conform with organizational and stakeholder norms. It also discusses the managerial processes needed to monitor, meet, and exceed stakeholder norms. Finally, the framework explains how CSR initiatives can generate increased stakeholder support.
Corporate social responsibility (CSR) refers to activities that demonstrate a business's commitment to operating in an economically, socially, and environmentally sustainable manner. CSR involves businesses self-regulating their operations to ensure compliance with ethical and social standards. CSR policies aim to have a positive impact on stakeholders such as employees, customers, communities, and the environment. Critics argue that CSR contradicts the purpose of business to maximize profits, while proponents assert that CSR can improve long-term profitability by reducing risks and strengthening brand reputation.
This document provides an overview and definitions related to corporate social responsibility and corporate social initiatives. It discusses trends showing increased corporate giving and reporting on social responsibility efforts. The document defines key terms like corporate social responsibility, corporate social initiatives, and describes six major types of initiatives companies undertake to support social causes. It aims to provide guidance to companies on selecting, implementing, and evaluating social initiatives that provide benefits to both social issues and the company.
IntroductionPatagonia The Responsible CompanySpecializing in .docxnormanibarber20063
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered a responsible company. Top executives make it apriority to convey the message that they care about their employees, their customers, and the environment. What does it mean to be aresponsible company? The founder and owner of Patagonia, Yvon Chouinard, has admitted that he did not intend for Patagonia to be anindustry leader in social and environmental responsibility when he started the company in 1972. Only after addressing a series of decisionsin product design, supply, and marketing did Patagonia executives realize that every business has responsibilities beyond profit. Chouinarddecided that he wanted to make a difference in the world by offering quality products that had minimal environmental impact and providingemployees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunctioning ventilation system that was recirculatingformaldehyde into the air. The source of formaldehyde was linked to the finishing process of the cotton used in the company’s products. Byexploring the issue in detail, Patagonia discovered that formaldehyde in clothing could create adverse reactions for customers, includingcancers and other illnesses. In response, the company investigated the environmental impact of the materials in their clothing. Based on theirfindings, they initiated a switch to organic cotton that was not readily available. Working with suppliers in the United States and laterinternationally, Patagonia was able to secure a greater supply of organic cotton that is free from the harmful chemicals that can affectcustomers and employees as well as the environment. These types of situations have shown that being a responsible company entailsfocusing on a broad range of stakeholders and provides for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible Company (2012), Chouinard and Vincent Stanley,the company’s chief storyteller and editor of the Footprint Chronicles (the company’s website that provides transparency to the public byshowing the social and environmental impact of Patagonia products), share five elements of business responsibility as a model for othercompanies. These are responsibilities to:
1. The health of the business, including the obligation of a company to stay financially viable.
2. The workers, including caring for the people who make and sell its products.
3. Customers, focusing on the value of the products and services that satisfy the customers through truthful and honest relationships.
4. The community, which incorporates the varied interests of the neighborhoods and cities where they conduct business, including thevirtual community of blogs and social media.
5. Nature, by recognizing that our economy depends on nature and the resources that it provides. The a.
Corporate social responsibility an alternate route towards creating “true bra...Maxwell Ranasinghe
The document discusses the concept of corporate social responsibility (CSR) and its role in creating "true brands" that contribute to long-term sustainability. It argues that CSR needs to move beyond discrete practices to become integrated throughout business operations. When CSR addresses the expectations of all stakeholders, including employees, society, customers and the environment, it can help transform companies into true brands that add value for everyone and move towards more sustainable economic, social and environmental models. The concept has evolved to include issues like shared value creation and ensuring corporate activities minimize negative ecological impacts.
Corporate Social Responsibility an alternate route towards creating “true bra...Maxwell Ranasinghe
This document discusses the concept of corporate social responsibility (CSR) and its role in creating "true brands" that contribute to long-term sustainability. It argues that CSR needs to move from the periphery to the core of business operations and decision-making. For CSR to be effective, leadership must embrace a stakeholder approach and view sustainability as integral to business effectiveness. When companies transform through expanded CSR that creates shared value for all stakeholders, they can become "true brands" that help address global economic, social and environmental challenges.
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Ethics and Corporate Social Responsibility are recognized as important concerns in making decision in all aspects of our life. And it’s contributing to accelerate the process of overall development of a nation. India being the second most populous country in the world, and have the largest number of people in need of basic amenities call for more intensive efforts as part of such initiatives in the health care space of the nation. We all know that people engage in business to earn profit. However, making profit is not the sole function of the business. It performs number of social function as it is a part of society. It takes care of those who are instrumental in securing its existence and survival. Business ethics are nothing but the application of ethics in business. It proves that business can be and have been ethical and still make profits. Today more and more interest is being given to the application of ethical practices in business dealings and the ethical implications of business. The paper delves into a comprehensive understanding of how Business Ethics and Corporate Social Responsibility involves as concept and the reason that encourage company in India to be socially responsible.
Purpose:
A case study to investigate the implementation of Corporate Social Responsibility practices in a European company and determine the relationship between theatrical recommendations (World Wide and Europe) about CSR and its implementation in a European Company.
Mindful consumption a customer-centric approachto sustainabIlonaThornburg83
Mindful consumption: a customer-centric approach
to sustainability
Jagdish N. Sheth & Nirmal K. Sethia & Shanthi Srinivas
Received: 31 December 2009 /Accepted: 2 August 2010 /Published online: 17 August 2010
# Academy of Marketing Science 2010
Abstract How effectively business deals with the chal-
lenges of sustainability will define its success for decades to
come. Current sustainability strategies have three major
deficiencies: they do not directly focus on the customer,
they do not recognize the looming threats from rising
global over-consumption, and they do not take a holistic
approach. We present a framework for a customer-centric
approach to sustainability. This approach recasts the
sustainability metric to emphasize the outcomes of business
actions measured holistically in term of environmental,
personal and economic well-being of the consumer. We
introduce the concept of mindful consumption (MC) as the
guiding principle in this approach. MC is premised on a
consumer mindset of caring for self, for community, and for
nature, that translates behaviorally into tempering the self-
defeating excesses associated with acquisitive, repetitive
and aspirational consumption. We also make the business
case for fostering mindful consumption, and illustrate how
the marketing function can be harnessed to successfully
implement the customer-centric approach to sustainability.
Keywords Sustainability. Customer-centric sustainability.
Mindful consumption
Introduction
Sustainability is today regarded as a vitally important
business goal by multiple stakeholders, including investors,
customers and policymakers (Epstein and Roy 2003; Hart
2007; Nidumolu et al. 2009; Pfeffer 2010; WBCSD 2008;
WEF 2009; Werbach 2009; Worldwatch Institute 2008).
Writing in Harvard Business Review, Lubin and Esty
(2010) characterize sustainability as an “emerging mega-
trend.” They note that most executives are acutely aware of
the profound significance their response to the challenge of
sustainability may have for competitiveness, and perhaps
even survival, of their organizations.
The term sustainability is defined in many different ways (cf.
Hoffman and Bazerman 2007), and has often focused on
environmental concerns. The discussion in this paper follows a
more comprehensive definition that is gaining worldwide
currency. In this definition, sustainability connotes three
dimensions: economic, environmental and social (Jackson
2006; National Research Council 1999; Seyfang 2009; WCED
1987). As a business goal, sustainability thus construed,
translates into a “triple bottom line” responsibility, with the
implication that assessment of business results should be based
not only on economic performance, but should take into
account the environmental and social impact as well. While
this view has its detractors (see for example, Ambec and
Lanoie 2008; Crook 2005; Franklin 2008), there is little doubt
that leading companies around the world are becoming
increasingly receptiv ...
Core Values The SLU core values of responsible stewardship, excAlleneMcclendon878
Core Values:
The SLU core values of responsible stewardship, excellence, and integrity will be emphasized in this course.
Responsible Stewardship: Our Creator blesses us with an abundance of resources. We foster a spirit of service to employ our resources to university and community development. We must be resourceful. We must optimize and apply all of the resources of our community to fulfill Saint Leo University's mission and goals.
Excellence: Saint Leo University is an educational enterprise. All of us, individually and collectively, work hard to ensure that our students develop the character, learn the skills, and assimilate the knowledge essential to become morally responsible leaders. The success of our University depends upon a conscientious commitment to our mission, vision, and goals.
Integrity: The commitment of Saint Leo University to excellence demands that its members live its mission and deliver on its promise. The faculty, staff, and students pledge to be honest, just, and consistent in word and deed.
Link for book
(PDF) Business and Society: Stakeholders, Ethics, Public Policy 14th Edition | Nhã Nhã - Academia.edu
Week 1 readings During this module, you are required to read Business and Society, Chapters 1, 2, and 3.
Chapter 1 covers the complex relationship between business corporations and the many individuals and organizations in society.
Chapter 2 covers the many public issues and matters of concern to business organizations and its stakeholders.
Chapter 3 covers the social responsibility challenges that affect businesses' interaction with its stakeholders while pursuing traditional economic goals.
Hint: Use the “Key Terms” listed at the end of each chapter to help guide your reading. You should be able to define, provide examples, and state the significance of each term.
Corporate Social Responsibility: Food for Thought
You are encouraged to visit the websites of some of your favorite businesses. See what they say about being socially responsible and consider the following:
· Would you be willing to patronize “green” companies, even if it meant lesser-quality goods at higher prices?
· What if you had to drive across town to patronize these companies?
While using different terminology, most companies address corporate social responsibility in some way or another. Here are some varying link titles that can be found by navigating the company websites.
As you were reviewing various websites, you likely found a lot of information about what corporations are doing to be socially responsible—or at least what they say they are doing. Do you believe that in general, corporations are “practicing what they are preaching”? Do their actions follow their words? Is it really possible to know for sure? What terminology does your organization use to address Corporate Social Responsibility, and does it make good on its words?
Corporate Social Responsibility
Corporate social responsibility is the idea that busines ...
This document discusses marketing's potential role in corporate social responsibility (CSR). It argues that marketing, which is often misunderstood, is well-positioned to meaningfully contribute to CSR goals. The document outlines different levels of CSR that marketing can be introduced at, from superficial efforts to damage control to more genuine strategic repositioning. It also discusses factors like changing consumer values, particularly of younger generations, and how CEO views are increasingly aligned with social responsibility concerns. The document analyzes different approaches marketing currently takes toward CSR, from superficial efforts to more meaningful contributions, and opportunities for marketing to further enhance its CSR impact.
The document discusses corporate social responsibility (CSR). It begins with a brief history of CSR, noting that while Adam Smith saw businesses as having responsibilities to society, Milton Friedman argued their sole responsibility was maximizing shareholder profits. The document then presents arguments both for and against CSR. Arguments for include addressing social problems through initiatives, improving corporate image and generating long-term profits, and creating a better internal work environment. While some debate the degree of social responsibility for businesses, engaging in CSR can provide benefits to both businesses and society.
2An Evaluation of UPSAn Evaluation of UPSs Approa.docxjesusamckone
2
An Evaluation of UPS
An Evaluation of UPS's Approach toward Sustainability
An Evaluation of UPS's Approach toward Sustainability
The ethical dilemma witnessed in UPS provides an essential point of focus in determining the application of strategies in tackling different stakeholder's interests to achieve the objectives of the company. The dealing with the needs of the company must put the interests of stakeholders at stake to ensure that each group is satisfied with the operations of the organization. In the analysis of UPS, it is possible to explain the emerging issues by focusing on various forms of ethics to handle. Examples of ethical factors relevant in this discussion include the utilitarian, virtue, Kantian, and rights approaches (Herschel & Miori, 2017; Kalokairinou, 2018). Solving the ethical dilemma at UPS is possible by an emphasis on identification of the problem, balance sheet approach, engaging people, and the application of ethical reasoning to accomplish the misunderstanding.
Internal and external stakeholders have divergent views regarding the support of sustainable activities to society and the environment. Internal stakeholders include shareholders, the management, the chief financial officer, and other employees while the external stakeholders include the government, environmental agencies, suppliers, and competitors, among others. The major challenge regarding corporate social responsibility (CSR) lies in the use of resources that may not have the required returns from the perspective of the shareholders (Kolk, 2016). The internal environment of the business is likely going to focus on the financial aspects of the firm and the benefits of the shareholders to an extent of suspending sustainability activities as evident in the case study where other workers do not understand the CFO's commitment to CSR. The existence of different ideas regarding the problem in the company makes it necessary to apply approaches that help solve ethical dilemmas.
The four aspects applicable in UPS include debating the moral choice, using the balance sheet approach, engaging individuals at different levels in the organization, and integrating the final resolution into the strategic activities of the management (Herschel & Miori, 2017). It is essential to note that the application of these steps must use provisions of various ethical theories and approaches such as utilitarian, virtue, or Kantianism, depending on the factor that is affecting the organization. According to Kalokairinou (2018), CSR mostly applies the ideals of virtue and utilitarianism because the business enterprise such as UPS must engage in activities that are beneficial to a large number of people to make such an engagement a right. The public, therefore, is an example of the beneficiaries of environmental initiatives that ensure conservation and sustainability.
In the case study, the CFO should debate the moral choices of providing benefits t.
How To Shift Consumer Behaviors to be more sustainable; a literature review a...Nicha Tatsaneeyapan
This article presents a literature review and framework for understanding how to shift consumer behaviors to be more sustainable. The framework is called SHIFT and proposes that consumers are more likely to engage in pro-environmental behaviors when messages or contexts leverage social influence, habit formation, individual identity, feelings and cognition, and tangibility. The review identified these five factors as the most common ways discussed in the literature to encourage sustainable consumption. The article then provides an in-depth discussion of each of these five factors and how they can shape consumer decision making and behaviors related to sustainability.
1. Discuss Blockchains potential application in compensation system.docxmonicafrancis71118
1. Discuss Blockchain's potential application in compensation systems (base wages, incentives, rewards).
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ped82162_02_c02_037-076.indd 37 4/23/15 8:33 AM
Introduction
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered
a responsible company. Top executives make it a priority to convey the message that they
care about their employees, their customers, and the environment. What does it mean to be
a responsible company? The founder and owner of Patagonia, Yvon Chouinard, has admit-
ted that he did not intend for Patagonia to be an industry leader in social and environmental
responsibility when he started the company in 1972. Only after addressing a series of deci-
sions in product design, supply, and marketing did Patagonia executives realize that every
business has responsibilities beyond profit. Chouinard decided that he wanted to make a dif-
ference in the world by offering quality products that had minimal environmental impact and
providing employees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunc-
tioning ventilation system that was recirculating formaldehyde into the air. The source of
formaldehyde was linked to the finishing process of the cotton used in the company’s prod-
ucts. By exploring the issue in detail, Patagonia discovered that formaldehyde in clothing could
create adverse reactions for customers, including cancers and other illnesses. In response, the
company investigated the environmental impact of the materials in their clothing. Based on
their findings, they initiated a switch to organic cotton that was not readily available. Working
with suppliers in the United States and later internationally, Patagonia was able to secure a
greater supply of organic cotton that is free from the harmful chemicals that can affect cus-
tomers and employees as well as the environment. These types of situations have shown that
being a responsible company entails focusing on a broad range of stakeholders and provides
for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible
Company (2012), Chouinard and Vincent Stanley, the company’s chief storyteller and editor
of the Footprint Chronicles (the company’s website that provides transparency to the public
by showing the social and environmental impact of Patagonia products), share five elements
of business responsibility as a model for other companies. These are responsibilities to:
1. The health of the business, including the obl.
The document discusses corporate social responsibility (CSR). It provides an introduction to CSR, explaining that CSR involves businesses self-regulating to ensure they comply with ethical standards and positively impact stakeholders. The document then discusses approaches to CSR, benefits of CSR, and criticisms of CSR. It analyzes issues around using CSR to address crises and problems of relying solely on government regulation of businesses.
This document analyzes the sustainability approaches of Starbucks and Walmart. It notes that their business models and core competencies lead to different sustainability strategies. Starbucks focuses more on environmental and social missions in its strategy, while Walmart prioritizes low prices and efficiency. The document will compare their mission statements, values, and corporate social responsibility systems to understand these divergent sustainability approaches and their support of long-term sustainability.
This article introduces a conceptual framework for understanding corporate social responsibility (CSR) that emphasizes the role of marketing. It discusses past conceptualizations of CSR that view it as a social obligation, stakeholder obligation, ethics-driven, or as managerial processes. The framework proposed in the article depicts CSR initiatives as actions taken to conform with organizational and stakeholder norms. It also discusses the managerial processes needed to monitor, meet, and exceed stakeholder norms. Finally, the framework explains how CSR initiatives can generate increased stakeholder support.
Corporate social responsibility (CSR) refers to activities that demonstrate a business's commitment to operating in an economically, socially, and environmentally sustainable manner. CSR involves businesses self-regulating their operations to ensure compliance with ethical and social standards. CSR policies aim to have a positive impact on stakeholders such as employees, customers, communities, and the environment. Critics argue that CSR contradicts the purpose of business to maximize profits, while proponents assert that CSR can improve long-term profitability by reducing risks and strengthening brand reputation.
This document provides an overview and definitions related to corporate social responsibility and corporate social initiatives. It discusses trends showing increased corporate giving and reporting on social responsibility efforts. The document defines key terms like corporate social responsibility, corporate social initiatives, and describes six major types of initiatives companies undertake to support social causes. It aims to provide guidance to companies on selecting, implementing, and evaluating social initiatives that provide benefits to both social issues and the company.
IntroductionPatagonia The Responsible CompanySpecializing in .docxnormanibarber20063
Introduction
Patagonia: The Responsible Company
Specializing in outdoor clothing in a niche market, Patagonia, Inc. has long been considered a responsible company. Top executives make it apriority to convey the message that they care about their employees, their customers, and the environment. What does it mean to be aresponsible company? The founder and owner of Patagonia, Yvon Chouinard, has admitted that he did not intend for Patagonia to be anindustry leader in social and environmental responsibility when he started the company in 1972. Only after addressing a series of decisionsin product design, supply, and marketing did Patagonia executives realize that every business has responsibilities beyond profit. Chouinarddecided that he wanted to make a difference in the world by offering quality products that had minimal environmental impact and providingemployees with meaningful work.
In 1988, staff at one of the Patagonia stores began to experience headaches due to a malfunctioning ventilation system that was recirculatingformaldehyde into the air. The source of formaldehyde was linked to the finishing process of the cotton used in the company’s products. Byexploring the issue in detail, Patagonia discovered that formaldehyde in clothing could create adverse reactions for customers, includingcancers and other illnesses. In response, the company investigated the environmental impact of the materials in their clothing. Based on theirfindings, they initiated a switch to organic cotton that was not readily available. Working with suppliers in the United States and laterinternationally, Patagonia was able to secure a greater supply of organic cotton that is free from the harmful chemicals that can affectcustomers and employees as well as the environment. These types of situations have shown that being a responsible company entailsfocusing on a broad range of stakeholders and provides for a viable and sustainable business.
Patagonia has since become a leader in social responsibility. In their book, The Responsible Company (2012), Chouinard and Vincent Stanley,the company’s chief storyteller and editor of the Footprint Chronicles (the company’s website that provides transparency to the public byshowing the social and environmental impact of Patagonia products), share five elements of business responsibility as a model for othercompanies. These are responsibilities to:
1. The health of the business, including the obligation of a company to stay financially viable.
2. The workers, including caring for the people who make and sell its products.
3. Customers, focusing on the value of the products and services that satisfy the customers through truthful and honest relationships.
4. The community, which incorporates the varied interests of the neighborhoods and cities where they conduct business, including thevirtual community of blogs and social media.
5. Nature, by recognizing that our economy depends on nature and the resources that it provides. The a.
Corporate social responsibility an alternate route towards creating “true bra...Maxwell Ranasinghe
The document discusses the concept of corporate social responsibility (CSR) and its role in creating "true brands" that contribute to long-term sustainability. It argues that CSR needs to move beyond discrete practices to become integrated throughout business operations. When CSR addresses the expectations of all stakeholders, including employees, society, customers and the environment, it can help transform companies into true brands that add value for everyone and move towards more sustainable economic, social and environmental models. The concept has evolved to include issues like shared value creation and ensuring corporate activities minimize negative ecological impacts.
Corporate Social Responsibility an alternate route towards creating “true bra...Maxwell Ranasinghe
This document discusses the concept of corporate social responsibility (CSR) and its role in creating "true brands" that contribute to long-term sustainability. It argues that CSR needs to move from the periphery to the core of business operations and decision-making. For CSR to be effective, leadership must embrace a stakeholder approach and view sustainability as integral to business effectiveness. When companies transform through expanded CSR that creates shared value for all stakeholders, they can become "true brands" that help address global economic, social and environmental challenges.
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Ethics and Corporate Social Responsibility are recognized as important concerns in making decision in all aspects of our life. And it’s contributing to accelerate the process of overall development of a nation. India being the second most populous country in the world, and have the largest number of people in need of basic amenities call for more intensive efforts as part of such initiatives in the health care space of the nation. We all know that people engage in business to earn profit. However, making profit is not the sole function of the business. It performs number of social function as it is a part of society. It takes care of those who are instrumental in securing its existence and survival. Business ethics are nothing but the application of ethics in business. It proves that business can be and have been ethical and still make profits. Today more and more interest is being given to the application of ethical practices in business dealings and the ethical implications of business. The paper delves into a comprehensive understanding of how Business Ethics and Corporate Social Responsibility involves as concept and the reason that encourage company in India to be socially responsible.
Purpose:
A case study to investigate the implementation of Corporate Social Responsibility practices in a European company and determine the relationship between theatrical recommendations (World Wide and Europe) about CSR and its implementation in a European Company.
Mindful consumption a customer-centric approachto sustainabIlonaThornburg83
Mindful consumption: a customer-centric approach
to sustainability
Jagdish N. Sheth & Nirmal K. Sethia & Shanthi Srinivas
Received: 31 December 2009 /Accepted: 2 August 2010 /Published online: 17 August 2010
# Academy of Marketing Science 2010
Abstract How effectively business deals with the chal-
lenges of sustainability will define its success for decades to
come. Current sustainability strategies have three major
deficiencies: they do not directly focus on the customer,
they do not recognize the looming threats from rising
global over-consumption, and they do not take a holistic
approach. We present a framework for a customer-centric
approach to sustainability. This approach recasts the
sustainability metric to emphasize the outcomes of business
actions measured holistically in term of environmental,
personal and economic well-being of the consumer. We
introduce the concept of mindful consumption (MC) as the
guiding principle in this approach. MC is premised on a
consumer mindset of caring for self, for community, and for
nature, that translates behaviorally into tempering the self-
defeating excesses associated with acquisitive, repetitive
and aspirational consumption. We also make the business
case for fostering mindful consumption, and illustrate how
the marketing function can be harnessed to successfully
implement the customer-centric approach to sustainability.
Keywords Sustainability. Customer-centric sustainability.
Mindful consumption
Introduction
Sustainability is today regarded as a vitally important
business goal by multiple stakeholders, including investors,
customers and policymakers (Epstein and Roy 2003; Hart
2007; Nidumolu et al. 2009; Pfeffer 2010; WBCSD 2008;
WEF 2009; Werbach 2009; Worldwatch Institute 2008).
Writing in Harvard Business Review, Lubin and Esty
(2010) characterize sustainability as an “emerging mega-
trend.” They note that most executives are acutely aware of
the profound significance their response to the challenge of
sustainability may have for competitiveness, and perhaps
even survival, of their organizations.
The term sustainability is defined in many different ways (cf.
Hoffman and Bazerman 2007), and has often focused on
environmental concerns. The discussion in this paper follows a
more comprehensive definition that is gaining worldwide
currency. In this definition, sustainability connotes three
dimensions: economic, environmental and social (Jackson
2006; National Research Council 1999; Seyfang 2009; WCED
1987). As a business goal, sustainability thus construed,
translates into a “triple bottom line” responsibility, with the
implication that assessment of business results should be based
not only on economic performance, but should take into
account the environmental and social impact as well. While
this view has its detractors (see for example, Ambec and
Lanoie 2008; Crook 2005; Franklin 2008), there is little doubt
that leading companies around the world are becoming
increasingly receptiv ...
Core Values The SLU core values of responsible stewardship, excAlleneMcclendon878
Core Values:
The SLU core values of responsible stewardship, excellence, and integrity will be emphasized in this course.
Responsible Stewardship: Our Creator blesses us with an abundance of resources. We foster a spirit of service to employ our resources to university and community development. We must be resourceful. We must optimize and apply all of the resources of our community to fulfill Saint Leo University's mission and goals.
Excellence: Saint Leo University is an educational enterprise. All of us, individually and collectively, work hard to ensure that our students develop the character, learn the skills, and assimilate the knowledge essential to become morally responsible leaders. The success of our University depends upon a conscientious commitment to our mission, vision, and goals.
Integrity: The commitment of Saint Leo University to excellence demands that its members live its mission and deliver on its promise. The faculty, staff, and students pledge to be honest, just, and consistent in word and deed.
Link for book
(PDF) Business and Society: Stakeholders, Ethics, Public Policy 14th Edition | Nhã Nhã - Academia.edu
Week 1 readings During this module, you are required to read Business and Society, Chapters 1, 2, and 3.
Chapter 1 covers the complex relationship between business corporations and the many individuals and organizations in society.
Chapter 2 covers the many public issues and matters of concern to business organizations and its stakeholders.
Chapter 3 covers the social responsibility challenges that affect businesses' interaction with its stakeholders while pursuing traditional economic goals.
Hint: Use the “Key Terms” listed at the end of each chapter to help guide your reading. You should be able to define, provide examples, and state the significance of each term.
Corporate Social Responsibility: Food for Thought
You are encouraged to visit the websites of some of your favorite businesses. See what they say about being socially responsible and consider the following:
· Would you be willing to patronize “green” companies, even if it meant lesser-quality goods at higher prices?
· What if you had to drive across town to patronize these companies?
While using different terminology, most companies address corporate social responsibility in some way or another. Here are some varying link titles that can be found by navigating the company websites.
As you were reviewing various websites, you likely found a lot of information about what corporations are doing to be socially responsible—or at least what they say they are doing. Do you believe that in general, corporations are “practicing what they are preaching”? Do their actions follow their words? Is it really possible to know for sure? What terminology does your organization use to address Corporate Social Responsibility, and does it make good on its words?
Corporate Social Responsibility
Corporate social responsibility is the idea that busines ...
This document discusses marketing's potential role in corporate social responsibility (CSR). It argues that marketing, which is often misunderstood, is well-positioned to meaningfully contribute to CSR goals. The document outlines different levels of CSR that marketing can be introduced at, from superficial efforts to damage control to more genuine strategic repositioning. It also discusses factors like changing consumer values, particularly of younger generations, and how CEO views are increasingly aligned with social responsibility concerns. The document analyzes different approaches marketing currently takes toward CSR, from superficial efforts to more meaningful contributions, and opportunities for marketing to further enhance its CSR impact.
The document discusses corporate social responsibility (CSR). It begins with a brief history of CSR, noting that while Adam Smith saw businesses as having responsibilities to society, Milton Friedman argued their sole responsibility was maximizing shareholder profits. The document then presents arguments both for and against CSR. Arguments for include addressing social problems through initiatives, improving corporate image and generating long-term profits, and creating a better internal work environment. While some debate the degree of social responsibility for businesses, engaging in CSR can provide benefits to both businesses and society.
2An Evaluation of UPSAn Evaluation of UPSs Approa.docxjesusamckone
2
An Evaluation of UPS
An Evaluation of UPS's Approach toward Sustainability
An Evaluation of UPS's Approach toward Sustainability
The ethical dilemma witnessed in UPS provides an essential point of focus in determining the application of strategies in tackling different stakeholder's interests to achieve the objectives of the company. The dealing with the needs of the company must put the interests of stakeholders at stake to ensure that each group is satisfied with the operations of the organization. In the analysis of UPS, it is possible to explain the emerging issues by focusing on various forms of ethics to handle. Examples of ethical factors relevant in this discussion include the utilitarian, virtue, Kantian, and rights approaches (Herschel & Miori, 2017; Kalokairinou, 2018). Solving the ethical dilemma at UPS is possible by an emphasis on identification of the problem, balance sheet approach, engaging people, and the application of ethical reasoning to accomplish the misunderstanding.
Internal and external stakeholders have divergent views regarding the support of sustainable activities to society and the environment. Internal stakeholders include shareholders, the management, the chief financial officer, and other employees while the external stakeholders include the government, environmental agencies, suppliers, and competitors, among others. The major challenge regarding corporate social responsibility (CSR) lies in the use of resources that may not have the required returns from the perspective of the shareholders (Kolk, 2016). The internal environment of the business is likely going to focus on the financial aspects of the firm and the benefits of the shareholders to an extent of suspending sustainability activities as evident in the case study where other workers do not understand the CFO's commitment to CSR. The existence of different ideas regarding the problem in the company makes it necessary to apply approaches that help solve ethical dilemmas.
The four aspects applicable in UPS include debating the moral choice, using the balance sheet approach, engaging individuals at different levels in the organization, and integrating the final resolution into the strategic activities of the management (Herschel & Miori, 2017). It is essential to note that the application of these steps must use provisions of various ethical theories and approaches such as utilitarian, virtue, or Kantianism, depending on the factor that is affecting the organization. According to Kalokairinou (2018), CSR mostly applies the ideals of virtue and utilitarianism because the business enterprise such as UPS must engage in activities that are beneficial to a large number of people to make such an engagement a right. The public, therefore, is an example of the beneficiaries of environmental initiatives that ensure conservation and sustainability.
In the case study, the CFO should debate the moral choices of providing benefits t.
How To Shift Consumer Behaviors to be more sustainable; a literature review a...Nicha Tatsaneeyapan
This article presents a literature review and framework for understanding how to shift consumer behaviors to be more sustainable. The framework is called SHIFT and proposes that consumers are more likely to engage in pro-environmental behaviors when messages or contexts leverage social influence, habit formation, individual identity, feelings and cognition, and tangibility. The review identified these five factors as the most common ways discussed in the literature to encourage sustainable consumption. The article then provides an in-depth discussion of each of these five factors and how they can shape consumer decision making and behaviors related to sustainability.
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1. Case 3-4 Franklin Industries’ Whistleblowing (a GVV Case)
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2. Current Exchange Rate ($ / rupee):
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business news relating to
India? http://www.thehindu.com/business/Industry/economy-suffers-as-firms-tackle-
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be fairing in comparison. It also shows that business and banking policies are not that different on some
levels.
4. During the past week (or since your last entry), what has been the major political
news in India? http://www.thehindu.com/news/national/andhra-pradesh/patronising-congress-
again-a-historic-necessity/article19679153.ece
First, why do I consider this major political news in India? The discussions and accusations being talked
about in the article are serious and can definitely effect votes for the mentioned political parties, which
in turn can change or add new laws, regulations, taxes, and etc. The title seemed incredibly familiar to
what we always see in American newspapers about our politics. I felt that the author, or maybe the
newspaper, might actually lean more towards the BJP and TDP’s opposing forces. Other than that, there
were tons of biased quotes from both parties. So, why do I think this topic is relevant to my
understanding of India? Simply put, just as with business and banking, there is this kind of familiarity in
a way. This article lets me get an inside view on the current parties and the accusations being made,
showing me that politics is a somewhat universal language, one part attack ads, one part confusion, and
one part progress.
5. What new information have you found related to religion in
India?http://www.thehindu.com/society/faith/tendencies-of-
prakriti/article19656107.ece
We talked a lot about how the culture of India and the religions of it can definitely be intertwined. This
short article tells of the three ‘gunas’, which I didn’t know much about if anything really. As far as biases
go, you could say that the article is biased to what it is teaching about this religious aspect, but honestly,
it feels more informative. Why is thi.
1. compare and contrast predictive analytics with prescriptive and d.docxmonicafrancis71118
1. compare and contrast predictive analytics with prescriptive and descriptive analytics. Use examples. (250 words and two references no plagiarism)
2. Discuss the process that generates the power of AI and discuss the differences between machine learning and deep learning.(250 words and two references no plagiarism)
.
1. Creating and maintaining relationships between home and schoo.docxmonicafrancis71118
1. Creating and maintaining relationships between home and school are pivotal to the overall success of our ELL students. Discuss some ways you might cultivate these partnerships throughout the school year.
2. There is research supporting the theory that students who are literate in their home language are more likely to be literate in their second or subsequent language. Thinking of this, what are the potential effects of home language on the development of English and classroom learning?
.
1. Compare and contrast Strategic and Tactical Analysis and its .docxmonicafrancis71118
1. Compare and contrast Strategic and Tactical Analysis and its application to street crimes such as robbery and property crimes such as burglary. In your opinion is one more suited in addressing criminal behavior?
Strategic analysis involves the analysis over the long-term, whereas tactical analysis involves analysis in a more direct manner. Each has analysis scheme has their uses in addressing criminal behavior. To use an example with drug activity strategic analysis would be better suited to understanding who could be the future customers of drug dealers, where are possible locations that could facilitate such deals, and helping law-enforcement and community leaders come up with measures to combat drug sales. However, the tactical analysis would focus more on finding out where the current supply of drugs is coming in from, who the leader(s) is(are), and cracking down on local dealers. While there is overlap between the two, I believe that tactical analysis is the best when addressing criminal behavior, because of the more immediate results that it provides.
2. What is CPTED? Please elaborate on how CPTED may be an effective means to reduce a criminals Modus operandi? Provide an example.
CPTED is an acronym that stands for crime prevention through environmental design which is “The proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime, and an improvement in the quality of life” (Cozens, Saville, & Hillier, 2005). This means that CPTED is all of the passive defenses that the environment provides law-abiding citizens against criminally minded individuals. These defenses can be broken down into six different aspects that work together to create CPTED they are: territoriality, surveillance, access control, target hardening, image/maintenance, and active support (Cozens, Saville, & Hillier, 2005). All of these aspects work together to decrease crime in the area.
respond to this discussion question in 250 words
.
1. Coalition ProposalVaccination Policy for Infectious Disease P.docxmonicafrancis71118
1. Coalition Proposal
Vaccination Policy for Infectious Disease Prevention and Control
Scope of the Problem
Vaccines have done an excellent job at preventing many diseases, some of which can be deadly if not prevented. When bacteria or viruses enter the body, they immediately begin to attack and multiply, which then causes an infection. The immune system will then fight off the infection and establish antibodies, which will help recognize and fight off the same disease in the future. For this very reason, it has been important for children to be vaccinated at an early age so that they may establish those antibodies their bodies need. Vaccines act as the disease so that the body may produce antibodies, but the good thing is that it won’t cause an infection (CDC, 2017).
There are current policies that mandate vaccinations in the U.S., for example, all children are required to be up to date on their vaccines before beginning school. The problem is that there are many loopholes and exceptions to the rule, whether it’s due to religious reasons or other medical issues. Because of this, there are still many children and adults who have yet to be fully compliant with vaccine requirements
Some important statistics to note (Johns Hopkins Medicine):
· CDC estimated 2,700 new cases of hepatitis A in the U.S.
· It is estimated that in 2011, 19,000 new cases of hepatitis B and 17,000 cases of hepatitis C occurred.
· In 2012, nearly 10,000 new cases of tuberculosis were reported.
· Approximately 36,000 people per year die from influenza and pneumonia.
· 50,000 new cases of HIV infection occur annually.
· In 2012, new cases of STD’s were reported, including HPV, Chlamydia, Gonorrhea, HIV, and Syphilis.
Who is affected by this problem? Identify.
Children are mainly affected by this problem due to parents’ hesitancy for vaccinations. Although law mandates for children to be vaccinated for school enrollment, parents have the option to use exemptions to avoid having their children vaccinated. Currently, medical exemptions are allowed for medical reasons in all states, and it is estimated that one to three percent of children are excused from vaccinations because of these exemptions. Parents have continued to use reasons to avoid vaccinations, for example, the belief that the decline in vaccine-preventable diseases is due to improved health care, hygiene, and sanitation (Ventola, C. L., 2016).
Health disparities among Blacks, Hispanics, and Whites have played a huge role in terms of vaccination coverage. Studies have shown that health insurance has a direct impact on the vaccination coverage in adults, therefore, low-income families who can’t afford health insurance will most likely not get the vaccines they need. With that being said, uninsured prevalence was higher among non-Hispanic blacks (19.5%) and Hispanics (30.1%) compared with non-Hispanic whites (11.1%) (Lu, P., et al, 2015).
What has been written on the issue and policy options?
There ha.
1. Company Description and Backgrounda. Weight Watchers was cr.docxmonicafrancis71118
1. Company Description and Background
a. Weight Watchers was created by Jean Nindetch in 1963 when she began to invite her friends and neighbors so that they can discuss their weight loss issues and how they could lose weight successfully. The basic concept of WW plan consisted of two components: the WW program and group support. Comprised of a food plan and an activity plan. WW eliminated counting calories by introducing a point system.
b. Targeted women 25 to 55
c. 2017 about 1 million members who attended 32,000 WW meetings around the world organized by more then 9,000 leaders who had successful lost weight using WW.
d. Record high revenue 2011 $1.8 billion, in 2012 a slight reduction occurred but beat all pre-2011 numbers, in 2013 is when business began take a turn for the worse.
e. December 2015, WW launched a SmartPoints system which was a scale for food management. It was introduced to work along with a new weight management program called “Beyond the Scale.” Even thought doctors and nutrition’s approved the program, then-CEO David Kirchhoff felt it wasn’t enough because the programs didn’t take into account social, environmental and behavioral factors that led members to fail at their weight loss journey. Shortly after in August 2013, CEO Kirchhoff resigned in order to “pursue other opportunities” which left WW struggling to adjust their business strategy in the Internet Age.
2. Problems Posed In The Case
a. CEO Jim Chambers resigned in September 2016 afterward a tumultuous year with stock prices dropping 54% that year alone and seven straight quarters of declining sales.
b. Next generation diet programs and online apps like MyFitnessPal and FitBit were providing the same services for free of charge. CEO Chambers admitted that “consumers have changed and that WW hadn’t kept the pace.”
c. As obesity levels increased worldwide, the market for weight loss products was growing exponentially, however, WW had to increase customer value and seek new target segments to fend off competitors from traditional rivalry’s like Nutrisystem, Slim Fast, Medifast, Jenny Craig and the Biggest Loser.
d. Emergence of fad diets
e. Decreased effectiveness of marketing and advertising programs
f. The need for developing new and innovative products and services that could be delivered online or via mobile apps
g. WW International faced stock price volatility because of rival weight management options such as the over-the-counter weight-loss drug Alli launched by GlaxoSmithKline in June 2006 and the development of Allergan’s Lap-Band device.
h. Worldwide Health Organization estimated 2.3 billion people to be overweight by 2015 and more than 700 million obese.
i. The development of effective weight-management methods i.e. pharmaceuticals, surgical options such as the Lap-Band.
3. Financial Analysis
a. In 2017, revenue was 1.3 billion and in 2018 revenue was up by 5.77% at 1.5 billion.
4. Strategic Options
a. During the dot-com era they creat.
1. Come up with TWO movie ideas -- as in for TWO screenplays that .docxmonicafrancis71118
1. Come up with TWO movie ideas -- as in for TWO screenplays that you'd be interested in writing.
You will eventually choose ONE screenplay to live with for the duration of this course. You will distill each idea into a single sentence. We call this a LOGLINE.
A good logline: 1. Must include your PROTAGONIST. 2. Must be under 50 words. 3. Must contain the word "BUT" ("but" signifies conflict).
After you write the logline. Tell us about your PROTAGONIST. What is her/his most pressing DESIRE? What are some of the potential OBSTACLES that can get in the way?
TRY TO KEEP IT SIMPLE!
Here's an example:
MOVIE IDEA #1
WORKING TITLE: "COLLATERAL"
LOGLINE: A cab driver dreams of starting his own limo company, BUT when a hitman gets into his cab, our hero must figure out how to survive the night.
PROTAGONIST: Max (Cab Driver)
DESIRE: To stop Vincent (the Hitman)
POTENTIAL OBSTACLES: The HITMAN who never fails. THE COPS who think Max is the hitman. THE GANGSTERS who want the hitman dead. MAX’s own timid and hesitant nature.
2.What is the INCITING INCIDENT in your two film ideas? What is the 1stACT BREAK?
Example:
MOVIE TITLE: COLLATERAL
INCITING INCIDENT: Vincent gets into Max’s cab, makes Max an offer
1STACT BREAK: Body drops on Max’s cab; Reveal Vincent is a Hitman
(To discover your inciting incident possibly contemplate what the worst thing that could happen to your particular character would be)
Interview questions
1. Do you have a specific reason why you wanted to become a physical therapist?
2. Why do think it’s a good idea to be a physical therapist?
3. What did you get your bachelor degree on?
4. Were you in any kind of program for PT?
5. What kind of opportunities were there for you after getting your bachelor degree?
6. What were some of the difficulties you faced when you were looking for jobs?
7. What are some things I should know before I continue?
8. What are some jobs that I can apply to, to get experience with what a want to pursue?
9. How long did it take you to finish school and start your job?
10. What are some skills a person should have that wants to do DPT?
Unal 2
Seyma Unal
English 101 Z02N
Ms. Claytor
24 June 2019
Isabella Mia Interview as a Physical Therapist
Isabella Mia is a physical therapist who is working in the US as a therapist for the last 10 years. I have selected her for the interview because the physical therapist is a tough job and it is important to consider a person who has worked in it for a long time to get the right insights. She is a very dedicated person towards her work and this the reason behind her success in this field. I met her for this interview on a coffee shop and following is the information that I got from her.
Seyma Unal : Do you have a specific reason why you wanted to become a physical therapist?
Isabella Mia : I believe that this is a very rewarding career. I always wanted to do something that can ease other people and in this profession, we have contact with customers .
1. Choose a case for the paper that interests you. Most choose a .docxmonicafrancis71118
1. Choose a case for the paper that interests you. Most choose a case that they experienced on the job (e.g., company merger, reorganization, adoption of innovation or new procedure). If you have never experienced anything remotely like this, then you could choose a case in your community that interested you (e.g., political issues like taxes, land acquisition, school boards). If none of those apply then you can choose a case that is personal to you (e.g., getting a raise, selling something to a client or customer). If you have never worked, then choose a case you may experienced as an intern or student. I am pretty liberal about the kind of case that you choose.
2. Choose a case that involved a failed change attempt or proposes a change that has never been attempted. DO NOT CHOOSE A CASE THAT WAS SUCCESSFUL. The outline is hard to use when describing successful change attempts.
3. Write the paper as an expanded outline. That means writing paragraphs under the lower level headings. By using the outline as headings, you won’t leave something out.
4. With regard to length, some overwrite Section I. I think they get into describing the problem and go on a tirade. Although cathartic, it eats space. Section II should be relatively brief and the shortest of the three sections. Section III is where you should be writing a lot. That is where you are showing me that you can use the course content to propose an effective change.
5. Remember that you will be sending the paper to me as an attachment. I will grade it and make comments in the file. I will return it to you at the SAME address from which I received it. IF FOR SOME REASON, YOU DON’T WANT ANYONE TO SEE THE PAPER, USE YOUR STUDENT EMAIL ADDRESS. DO NOT USE YOUR WORK ADDRESS.
6. I will erase all papers at the end of the term. I never share papers with others.
Below I will give you some insights into the outline.
SUGGESTED OUTLINE FOR CHANGE MANAGEMENT PAPERS
I. Statement of problem area. In this section, describe the change attempt and the key players.
A. Background of change attempt.
1. Nature of change (What is being proposed?).
In this section, provide an overview of the change including a brief history.
2. Issues (Why is it being proposed?).
If you are writing about a failed change, indicate why it was proposed and how it failed. If you are writing about a proposed change, then describe the problem it is intended to resolve.
3. Change Agent(s). This section is focused on the people who proposed or will propose the change. If there are only a few change agents, you can describe what each on is like. If you are there many, then describe their general characteristics.
4.
A. Personality. What are they like? If you want, you can refer to the personalities I mention in the handout on integrative bargaining.
B. Power. What kind of power do the change agents have and how much? Is their power formal (e.g., authority) and/or or informal (e.g., expertise, chari.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. 1. The financial bottom line is the only element that determines
a business’s
sustainability. T/F
2. Inputs, throughputs, and outputs represent the three elements
of a system. T/F
3. Continuous improvement applies to individual performance
only. T/F
4. Waste, in its many forms, damages the bottom line but does
not impact a business’s
sustainability. T/F
5. Sustainable businesses have a higher capacity for change. T/F
Answers can be found at the end of the chapter.
Introduction
This book advocates a better way to do business, build
organizations, and benefit society.
We argue for a holistic and sustainable approach to business
because we believe business is
not, nor can it be, disconnected from society, communities, the
environment, government, or
individuals. This chapter lays the foundation for this
perspective by introducing the idea of
socially responsible and sustainable firms and by describing a
leadership mind-set for both.
The sustainability mind-set described here moves leaders from a
reactive stance to a proac-
tive one. When they adopt such a mind-set, leaders move away
from reacting to consum-
ers, trends, and activists and toward being proactive and
strategic about the opportunities
and interconnections in business. The sustainability mind-set
also helps guide leaders and
4. Section 1.1Corporate Social Responsibility and Sustainability
Defining Corporate Social Responsibility and Sustainability
Corporate social responsibility (CSR) refers to voluntary
actions taken by firms that are
designed to improve social or environmental conditions
(Mackey, Mackey, & Barney, 2007;
McWilliams & Siegel, 2001). More specifically, CSR refers to
the “continuing commitment by
business to contribute to economic development while
improving the quality of life of the
workforce and their families, as well as of the community and
society at large” (as quoted
in World Business Council on Sustainable Development, 2015).
Originally, the CSR para-
digm simply reflected the fact that some corporations were
aware of their immediate busi-
ness context and generous only to the people within that context
(primarily employees and
customers).
Most heavily discussed by business leaders and consumers in
the 1970s, early CSR efforts
primarily focused on compliance with legal commitments to
shareholders or appeasing and
supporting local communities—the earliest efforts and
discussion of CSR largely focused on
corporate philanthropy and workers’ rights. Early CSR by the
Dow Chemical Company, for
example, included donations to the local museum and
sponsoring flower gardens along the
main streets in the headquarter’s town of Midland, Michigan.
CSR at Dow today is a much
5. more comprehensive practice that includes innovation and
decisions that pertain to new
product development.
Since the 1970s CSR has expanded to focus less on compliance,
philanthropy, and donations
and has become a more strategic, inclusive, and global concept.
Accordingly, the topic has
moved from being discussed primarily in ethical terms to both
ethical and strategic ones;
the word sustainability now also accompanies or replaces the
term CSR in some discus-
sions (Jones Christensen, Peirce, Hartman, Hoffman, & Carrier,
2007). Business sustain-
ability refers to how an enterprise manages the triple bottom
line—a process by which
companies manage financial, social, and environmental risks,
obligations, and opportuni-
ties (often referred to as profits, people, and planet)
(“Definition,” 2015). This definition of
sustainability is partially rooted in the environmental movement
and implies that in order
to increase sustainability, a corporation must reduce its negative
environmental and social
impacts and increase its stewardship of resources. Thus, for
some, sustainability includes
CSR behaviors while also extending and building on historically
CSR activities. This book
advocates the idea that corporate sustainability includes typical
CSR activities and adds
more strategic environmental and social elements to the
concept. Authors writing for the
Harvard Business Review suggest that sustainable business
practices can be the norm in the
future. Chouinard and colleagues (2011) say, “Instead of asking
either ‘how can we turn a
7. Drug Administration to
approve more of its drugs than any other company (Merck &
Co., 2015). These include
groundbreaking drugs that help treat diabetes, high cholesterol,
autoimmune disorders
such as arthritis, and cancer. Merck scientist Maurice Hilleman
developed the first
vaccines for mumps, rubella, and chicken pox. Merck scientists
also developed the first
statin class drug and the first effective treatment for
tuberculosis.
In 1987 Merck & Co. partnered with the United Nations (UN) to
develop a drug to donate to
those who suffered from river blindness in Africa. Estimates
suggest that at that time, the
cost of developing such a drug averaged 12 years and $200
million (Hanson, & Weiss, 1991).
The decision to support drug development when the firm might
never recoup the costs was
a major one that Merck executives ultimately supported. There
are now regions in which
river blindness has been eradicated, in large part because of the
financial and social support
from Merck. Merck’s actions continue to be widely known and
publicly commended.
The reputational benefits and free marketing Merck has received
from its charitable actions
has helped it in social and financial ways equal to or beyond
what it could have gained by
taking a for-profit approach. This book addresses how to
identify, evaluate, and intelligently
lead firms to make such choices. More importantly, it is about
how to think beyond narrow
philanthropy-only versions of social responsibility and toward
9. Section 1.1Corporate Social Responsibility and Sustainability
and were published in a report called Our Common Future. This
document came to be called
the “Brundtland Report” or the “Brundtland definition” (even
though the entire commission
worked to achieve it) and included the following key text:
The environment is where we live; and development is what we
do in attempt-
ing to improve our lot within that abode. The two are
inseparable. Sustain-
able development meets the needs of the present without
compromising the
ability of future generations to meet their own needs. (World
Commission on
Environment and Development, 1987, Part I)
The establishment of this definition became a landmark event
for sustainable development.
It was notable because it took a long-term view in its mention
of future generations. It also
stood out at a time when the majority of the business
community was operating under a very
short-term and isolationist or nationalist mind-set. With its
focus on long-term accountabil-
ity to future generations, it gave policy makers, businesspeople,
and governments a starting
point from which to evaluate actions and choices. Over time,
the definition was honored for
these accomplishments but also criticized for mentioning
“needs,” as needs are hard to define
and harder still to agree upon for large numbers of people.
Despite that issue, this definition
of sustainability continues to dominate the literature and
10. popular press on the topic.
Interface Carpet represents an early example of how a business
used sustainability principles
to become innovative and profitable while attempting to restore
society and the environment.
Ray Anderson, the company’s founder, admits that for the
company’s first 30 years of opera-
tion he focused solely on profits. He did not consider his own
consumption of raw materials
as impacting the environment or future generations. As
Anderson learned more about the
relationship between ecology and commerce, he pushed the firm
to take responsibility for its
products, from the extraction of raw materials to the disposal of
used product.
CSR and Sustainability in Action: Interface Carpet, Part 1
In 1973 Ray Anderson founded Interface Carpet to provide
modular floor coverings
to corporate and institutional clients. He ultimately built a
billion-dollar company, but
in 1994 Anderson realized the company lacked an
environmental policy. As Anderson
worked to create one, he was inspired by Paul Hawken’s book,
The Ecology of Commerce.
It discusses many principles, but especially how to reframe
business toward a goal of zero
waste (Anderson, 1998).
Anderson was distressed to learn that it took 800 million pounds
of nonrenewable
material extracted from the earth to generate $802 million of
product (Anderson, 1998).
Inspired by Hawken, he felt that business and industry were the
12. A simple way to identify a sustainable business is to determine
whether it formally accounts
for (or even considers) a “double or triple bottom line.” This
phrase builds on the concept of
the single bottom line—the term for financial profit. The idea of
a triple bottom line refer-
ences an analysis or accounting tool that evaluates
environmental costs (or liabilities) and
benefits (or assets) along with the costs and benefits of social
and financial decisions.. If a
firm considers two of the three categories, it uses double bottom
line thinking; when a firm
considers all three categories, it serves and measures the triple
bottom line. Some groups
refer to these categories as the Three Ps: profit, people, and
planet.
The Economic Bottom Line: Profit
A basic economic truth about business implies that without
some form of outside subsidy
or similar intervention, companies need a steady financial profit
or they ultimately cease to
exist. When the cost of running the business exceeds the firm’s
financial profit, it must seek a
subsidy or stop operating. Financial profits pay salaries; support
research and development;
fund investments in property, supplies, and equipment;
contribute to the tax base; and other-
wise drive operations. In standard accounting practice, financial
results enable comparisons
to be made between firms, which offer investors and other
stakeholders clear signals about
viability and value. For many, the financial bottom line
represents the most basic type of sus-
tainability—the kind where the company is “sustained” to
operate and thus able to provide
14. people is the right thing to do)
to finances. When employees are happy, secure, and healthy,
there is less turnover, higher pro-
ductivity, and fewer training and replacement costs (Weber,
2008). Whatever the motivation
behind pro-people behaviors, the outcomes remain similar:
higher retention rates, higher
satisfaction rates, fewer errors, lower health care costs, and
other related savings and bene-
fits. Cutting-edge CSR and sustainability practices go beyond
employees to include suppliers,
community members, government, and others (Weber, 2008).
A sustainable firm may also take a long-term approach to
developing people inside and out-
side the company. Managers in such a company may give
employees growth and promotion
opportunities, focus on diversity and inclusion, or take an
expansive view of work–life bal-
ance. Such managers also tend to create an environment where
innovation is rewarded, as
innovation by definition moves everyone forward. Part of
supporting innovation relates to
remaining loyal to people when they experiment; it also means
giving people the resources
and freedom to develop ideas, build prototypes, and test the
final product. Merck & Co. offers
one example of how investing in employees by providing
resources and support for innova-
tion can result in social benefits (more health) and corporate
benefits (more profits) (“Key
facts,” 2015).
Investments in people are often called social investments, which
can take the form of money
spent on training, fair or above-market wages, motivational
15. programs, benefits packages, and
more. Social investments not only acknowledge that employees
make a valuable contribution,
they also highlight the value of the lives of people outside the
company. An excellent example
of this is the mission statement (purposefully called a “credo”)
of Johnson & Johnson, a drug
and consumer products company similar to Merck in some
product categories. Johnson &
Johnson’s credo highlights its priorities. The first line reads:
“We believe our first responsibil-
ity is to the doctors, nurses and patients, to the mothers and
fathers, and all others who use our
products and services” (Johnson & Johnson, 2016).
This important statement guides corporate leaders and
employees in their daily decision
making because it tells them to put the user of the product first,
not the owner of the com-
pany or its shareholders. Such a clear sense of focus can help
decision making and priority
setting, and it likely plays a large role in Johnson & Johnson’s
success since the 1860s. That
said, Johnson & Johnson’s credo does not ignore the business
aspects of the pharmaceutical
enterprise. Its credo says later in the first paragraph: “Our
suppliers and distributors must
have an opportunity to make a fair profit.” The second
paragraph states that the employees
must have a “sense of security in their jobs” (Johnson &
Johnson, 2016).
This last point is evident in Johnson & Johnson’s on-site career
center. There employees who
leave the company can take advantage of the career center’s
resources. Johnson & Johnson
17. streams that may have some level of toxicity. Pulp and paper
firms and those in the lumber
industry must harvest trees and alter the natural landscape (even
on company property).
Firms in the extractive industry have long received public
attention because mining is danger-
ous and results in obvious pollution. However, there remain
many other and less obvious ways
to consider the environmental impacts of operating a business.
The Environmental Defense
Fund (EDF) reports that 1 in 3 Fortune 500 companies uses
interns and advisors from the
EDF to help reduce their corporate carbon footprint (EDF,
2015). Such support results in sim-
ple initiatives such as carpooling or allowing “work from home
days” to reduce air pollution
generated by employees, as well as more complex initiatives
related to changing packaging
material, altering chemical composition of products, relocating
factories, and so on.
Companies that adopt a CSR and sustainability mind-set no
longer see themselves as iso-
lated in the market or society, or outside of environmental
concerns. They see themselves as
part of the larger system. This mind-set may stem from the
increased global connectivity that
has developed over the past 20 years, as well as from an
increased appreciation for systems
theory concepts, which have been refined and expanded over the
past 60 years. The following
sections introduce systems theory and complexity theory and
examine the impacts of both on
the CSR and sustainability movement.
1.2 Theories Related to Sustainability
19. philosophy. Today biologist Ludwig von Bertalanffy is probably
the best and most noted sys-
tems theorist. He published Perspectives on General Systems
Theory in 1975. In it, he argues
that all systems share certain characteristics. Common elements
include inputs (such as raw
material), throughputs (such as shaping the raw material), and
outputs (a final product ready
to be sold). A system can be defined by what it takes in, what it
changes, and what it puts out.
For example, a lumber company takes in rough-cut trees (input);
then employees dry, saw,
and plane the wood (process); after these processes, the firm
offers a final product in the form
of lumber (output). For a less tangible example, consider a
communication system. There are
inputs (words and signals); throughputs (listening to or
recording the words and signals);
and outputs (additional words and signals that are ideally
related to and link with the inputs).
As mentioned, systems theory operates on the fundamental idea
that all phenomena have a
network of relationships with common patterns. The notion of
patterns leads us to the sec-
ond set of ideas in the family of systems theory that we call
complexity theory. While the
ideas seem closely related to biology and life sciences, business
advisors such as Peter Senge
(1990) and Margaret Wheatley (1992) have written a great deal
about the importance of sys-
tems theory in business thinking and planning. To understand
the relationship, we first need
to describe complexity theory.
Complexity Theory: Another Precursor to Sustainability
20. Complexity theory refers to a general theory of systems that
describes how corporations,
or any changeable structures, adapt to their environment and
cope with conditions of uncer-
tainty (Gleick, 1987). This theory helps us understand why
sustainability is such a precious
and fragile commodity in business. Complexity theory provides
a lens through which to view
all systems, including organizational ones such as corporations.
Complexity theory stems
from observing nature; its central tenet is the idea that all
systems are organic and emer-
gent (or that they constantly grow and change). Someone who
notices patterns in a business
organization within a dynamic market and says, “This
organization has a life of its own” is
knowingly or unknowingly recognizing a key theme of
complexity theory (Hammond, 1997).
How does such a seemingly vague idea relate to business and
CSR? An organization that builds
cars or creates chemical compounds (or any product or service)
operates in ways bounded
by resources, talent, and market opportunity. Owners and
managers can change somewhat
over time, but the paths for change are limited—a car
manufacturer cannot keep its core
resources, talents, and market opportunities and become a real
estate firm. While firms can
change, we cannot predict which path an organization will take.
Each managerial decision,
each corporate action leads to a new set of complex realities.
Consider how Ray Anderson turned Interface Carpet from a
waste-producing organization
to one with almost zero waste. Doing so required a change in
22. are not dynamic, because
by definition predictive means knowing what will happen, so
there is no surprise or dyna-
mism. Such predictive systems cannot change for the better or
for the worse. More specifi-
cally, Nobel Prize–winning physicist Ilya Prigogine (Prigogine
& Stengers, 1984) showed that
disequilibrium is a necessary condition for a system. Prigogine
called changeable systems
dissipative structures. These are structures that are resilient
rather than stable, and order
comes from within through self-organization. These phrases and
ideas further relate to busi-
ness, because acknowledging that all markets, corporations, and
systems are self-organizing
reflects sustainability—corporations must continually adapt.
Sustainability and CSR directly
relate to a corporation’s ability to adapt. When a person in a
firm sees that action and change
are necessary, applying these theories can help individuals and
firms can take action toward
change. Again, these theories represent both the motivation and
the bridge to move from past
behaviors to future practices.
As defined by complexity theory, a final characteristic of any
dynamic system, including busi-
ness, is that systems must be seen holistically, or as a whole and
not just in parts. This idea
represents another point at which the principles of complexity
theory and the notion of sus-
tainability merge. A system cannot be sustainable without
someone accounting for as many
variables as possible in as much detail as possible.
Sustainability and CSR require that leaders
take a wide account of the source of any problem and any
24. resale or redistribution.
Section 1.3Continuous Improvement
1.3 Continuous Improvement
There are essentially two choices when managing a business—
one can either stay the same
and gradually decay over time or purposely enact a cycle where
the business gradually or dra-
matically improves. To strategically decide to analyze all
processes with the intent to under-
stand and improve them is to commit to continuous
improvement in business. In this case,
improve means to adapt to the changing environment and
become more efficient and inno-
vative with the business’s inputs and throughputs. Simply put,
dynamic organizations that
prevail in the market continuously improve. Consider, for
example, how if a company wins
awards one year, those award-winning behaviors become
expected and status quo the next
year; to win the next award, the company must do something
more than before.
Operations management classes teach a number of specific
processes that firms adopt to for-
mally enact continuous improvement. Two examples of such
programs are the Shingo model
and Six Sigma. These programs emphasize ongoing adaptation
as the only way an organiza-
tion can adjust to a changing environment and the only way to
sustain financial stability, cus-
tomer loyalty, employee dedication, and lower environmental
impact (Shingo, 1986, 1987).
25. At the core of such continuous improvement is a concept called
kaizen, which means “change
good” or “change for good” in Japanese. Kaizen became famous
in the United States from
Masaaki Imai’s 1986 book, Kaizen: The Key to Japan’s
Competitive Success. Continuous improve-
ment concepts are similar to those described previously that
relate to general systems theory.
That is, they are focused on continuously adapting inputs,
processes, and output to reduce
waste and improve sustainability.
The Shingo Model
The Shingo model represents one of the more useful and
successful change management
or kaizen systems. Based on the work of Dr. Shigeo Shingo,
who brought the Toyota Motor
Corporation to manufacturing prominence in the 1970s and
1980s, the model takes a spe-
cific approach to operations and continuous improvement. It is
based on 10 principles that
begin with the social and human side of business. The Shingo
model differs from other kai-
zen systems in that it starts with the human dimension, while
still including economic and
environmental dimensions, in order to help organizations find
long-term ways to become
sustainable. The 10 Shingo principles fall into four overarching
categories. The categories
and principles build on and reinforce each other—the cultural
enablers and human emphasis
form the model’s basis, and all additional principles build on
that foundation (see Figure 1.1;
Shingo, 1986, 1987).
27. for the Customer
Enterprise Alignment
Create Constancy of Purpose
Think Systemically
Continuous Improvement
Assure Quality at the Source • Flow & Pull Value
Embrace Scienti�c Thinking • Focus on Process
Seek Perfection
Source: Shingo Institute—shingo.org. Reprinted with
permission.
Lead With Humility
The second Shingo principle involves leading with humility.
Leaders, including senior manage-
ment, need to continuously learn and listen to people within
their organization. As an active
listener, a good leader acknowledges that he or she does not and
cannot know everything.
Leaders who embrace humility tend to take a more open and
learning-orientated approach
to each conversation and interaction with coworkers—and this
applies to coworkers at every
level of the organization. A possible result of doing so is
generating better solutions that
include a wide range of ideas; another is benefiting from more
engaged and involved employ-
ees who each feel they can make a substantive contribution
because leaders listen and care
about new input.
29. which steps (if any) can be eliminated, simplified, improved, or
otherwise changed. Compa-
nies with a focus on process tend to be more humane places to
work, because managers do
not blame people when outputs fall short; rather, they consider
how the process forced a less-
than-optimal outcome. When there is less blame, a culture of
effort and safety can flourish
(Liker, 2004).
Embrace Scientific Thinking
Organizational leaders seeking to be socially and
environmentally responsible by applying
Shingo (or similar) principles learn enough about themselves
and the organization to gain
insight into what is really going on at work, as is illustrated by
the fifth Shingo principle,
which revolves around embracing scientific thinking. In
management, scientific thinking
means using data and clear measurements to verify assumptions.
It involves forming hypoth-
eses, creating tests, gathering data, creating new hypotheses,
and making direct observations.
A key part of the kaizen process involves going to the genba. In
Japanese, this means going to
“the place where things are happening.” Applying the idea of
the genba to CSR and sustain-
ability means that more sustainable choices come from frontline
employees who are doing
the work, rather than from some manager who is far removed
from day-to-day activities and
processes. More generally, the idea applies to CSR and
sustainability because it suggests that
people must analyze the heart of all processes to better
understand why they exist, what pur-
pose they serve, and how they might change.
31. who encourage coworkers to
ensure quality inputs, throughputs, and outputs and to focus on
goals emphasize quality at
every part of the process, not just at the outcome.
Think Systemically
The eighth Shingo principle moves into the area of enterprise
alignment and encourages all
leaders and employees to think systemically (another nod to
systems thinking). It is essential
to thoroughly understand the relationship within and between
different parts of the organi-
zation, in order to make better decisions and improve. In the
Shingo model all levels of the
organization are encouraged to know about the
interrelationships of all the other levels of the
organization. Typically, sustainable organizations are not
congested hierarchies, but rather
flat structures that require less administration, bureaucracy, and
communication.
Create Constancy of Purpose
The ninth principle in the Shingo model relates to creating a
constancy of purpose. The goal of
this principle is to create unwavering clarity about why the
organization exists, its direction,
and its purpose, as well as the role and value of all those
involved. The underlying idea relates
to the concept of unity—that is, in order to create a consistency
of purpose, people need to
innovate, adapt, and take risks together.
Foster Value for Customers
The tenth and final principle in the Shingo model stipulates that
employees must create value
for customers. The customer represents the systemic connection
32. to the market. Ultimately,
the customer defines the value created and demonstrates that
belief by purchasing or other-
wise interacting meaningfully with the product or service. Thus,
all organizational members
benefit from trying to adopt the customer’s perspective.
Organizations that fail to effectively
and efficiently deliver on what is most important to the
customer typically fail.
Of course, the Shingo model represents just one of many
methods companies can employ to
keep continuous improvement central to the organization. Some
companies choose delib-
erately from the available options, while others may utilize
some key principles without
adopting all of them. Companies that formally embrace and
train employees on continuous
improvement methods tend to experience more consistent
market success and gains.
An early and excellent example of a sustainable manufacturing
organization in the United
States is New United Motor Manufacturing, Inc. (NUMMI) in
Fremont, California. NUMMI
was originally the site of the General Motors (GM) Fremont
assembly plant; it was closed
down until GM and Toyota launched a joint venture to
manufacture vehicles marketed by
both brands. GM considered the venture an opportunity to learn
from Toyota about how to
manufacture high-quality smaller cars, while Toyota sought its
first North American manu-
facturing base and the opportunity to deploy the Shingo model
in production with American
workers. When the NUMMI plant reopened in 1984, 70% of the
34. conflict, created one of the most successful manufacturing sites
in history (O’Reilly, 1998).
Continuous improvement, coupled with and informed by ideas
from systems thinking, cre-
ates a drive to be eco-friendly, humane, and connected to other
entities (such as government
or industry groups) in ways that benefit all parties. It also
creates a passionate drive to reduce
waste and refine processes. As stated earlier, one of the first
(and easiest) goals related to
moving toward more sustainability and greater responsibility
regarding resources is to man-
age waste.
1.4 Defining Waste
Simply defined, waste refers to a product that has zero value.
Waste takes the form of pollu-
tion to the environment, unfulfilled human potential, or missed
market opportunities. Waste
represents activity with no benefit. The more waste an
organization creates, the further it
moves from sustainability and responsibility. Also, waste is
usually costly for the firm and
sometimes for society at large. Creating waste can be viewed as
irresponsible and even uneth-
ical. Learning to avoid waste or turning it into something of
value is a key principle in CSR and
sustainability.
Architect, designer, and sustainability expert William “Bill”
McDonough educates people
about the concept of zero waste using the phrase “waste =
food.” This means that waste in
one part of the organization could become input (or food) for
another part of the organi-
36. been cut from the spool. Third, the process wasted materials, as
each long strand of cable had
segments trimmed off each end.
After realizing these levels of waste, the factory workers and
managers worked together to
change their processes. They started taking an accurate
measurement when wire was first
cut from the spool. This change allowed each worker to increase
his or her daily output. It not
only allowed the firm to save money on materials, it put less
waste in the landfill.
Firms seeking to be sustainable and to take social and
environmental responsibility for their
operations pay vigorous attention to systems that help identify
where, when, and how to
eliminate waste. A useful example of such a system is the total
quality improvement program
called Six Sigma.
Waste and Six Sigma
Six Sigma refers to a disciplined, data-driven methodology for
eliminating defects in any pro-
cess, from manufacturing to service. It follows formal steps,
often requires specific training
and certification, and can be applied throughout a company or
in a single department. The Six
Sigma process identifies eight different kinds of waste found in
organizations. We also discuss
two additional types not always included in standard Six Sigma
descriptions.
Defects
The first kind of waste involves defects. Defects occur when
manufacturers create products
37. that do not meet minimum manufacturing or customer standards
or when the service fails to
produce the desired results. Most defects result in a loss for the
company and the consumer.
Almost everyone has experienced a defect in service. An
example of a defect in service is when
you miss a meeting because an airline overbooked a flight. You
paid to get to the meeting but
did not receive the benefit of attending the meeting. Similarly,
if you purchase a car that does
not work, you incur the cost of buying and maintaining the car
without the benefit of using
it. Defects in service or products frustrate customers as well as
the people who make the
product or provide the service. Requesting and granting defect-
related refunds costs money
and represents the waste of having made a product or provided a
service without generating
actual benefit. Defects increase the price of manufacturing, and
the cost can be passed on to
the consumer by increasing the cost of the product or service.
Overproduction
Overproduction represents a second kind of common waste.
Overproduction occurs when
manufacturers create too much of any particular good or
service. A common practice that
leads to overproduction is when companies utilize the batch
system, which means they man-
ufacture something in predetermined amounts regardless of how
many customers order.
When a customer requests a certain product, a factory may
produce more than the customer
requested. The factory does this assuming some other customer
will want the same product.
39. convert them to product to immediately ship, without wasting
time getting it to the customer
or wasting resources in storage.
As firm managers increasingly understand the costs associated
with storing inventory, man-
agers increasingly compare storage costs with shipping costs. In
fact, they often choose to
use shipping services rather than store products. For example,
consider a company that uses
a warehouse to hold products before shipping them to
customers. After applying the Shingo
principle of scientific thinking and analyzing data, the company
realizes that most customers
request 5-day shipping to save money. However, keeping the
product for several days costs
the company money because storing it requires a facility that
must be air conditioned and
heated and must have security to keep warehoused goods from
being stolen. However, if the
company ships the product using 1-day shipping, the firm
eliminates the need for any stor-
age or warehouse facility. By offering customers free 1-day
shipping, the company eliminates
warehouse costs, lowers customer wait time, and improves
customer service.
Skills and Underemployment
Underutilized talent represents a fourth form of waste. When
managers do not see or utilize
the talents and expertise of employees, the latter become less
energized and engaged with
their work. Distracted employees who use work time and
resources to find other jobs, com-
plain to other employees, or listlessly accomplish tasks can
waste the money paid to them
41. least accept working a menial job because they feel engaged by
interesting training programs,
good benefits, or valuable on-site facilities.
Transportation
Transportation, or unnecessary movement, represents a fifth
kind of waste. Of course, all
products need to be moved to reach customers, but with each
move, the company risks prod-
ucts being damaged, lost, or delayed. A good example of a lean
company that pays close atten-
tion to transportation costs is the 7-Eleven company in Japan.
Transportation costs in Japan
are particularly high because of the country’s narrow roads and
high fuel prices, so 7-Eleven
never opens a store that is more than 1 mile from another store.
This allows stores to cluster
close to each other and reduces transportation costs related to
stocking products. 7-Eleven
stores in Japan also employ a particularly innovative inventory-
control system that requires
daily deliveries to each store. As customer needs are anticipated
and product restocked
quickly, transportation savings dominate stocking and logistical
decision making.
In most parts of the United States, buying local products has
become a way to reduce the
transportation costs associated with manufactured goods and
agriculture. Buying locally
and reducing or eliminating transportation costs can reduce
people’s and companies’ car-
bon footprint. Services have transportation costs as well,
particularly when consultants travel
extensively to reach destinations and stay in hotels while
making site visits. Technology helps
43. resale or redistribution.
Section 1.4Defining Waste
Motion
The seventh type of waste involves physical motion. This type
of waste differs from transpor-
tation, which refers to product damage and transportation costs.
Motion refers to the damage
the production process inflicts on the person or machine
creating the product or service.
Having too complicated a mechanical process—such as when a
process uses a lot of parts
that must be cleaned, serviced, and tuned—adds to the cost of
creating a product. Similarly,
workers who use too many motions or move inefficiently also
add to a product’s cost, espe-
cially when they suffer repetitive motion injuries or spend too
much time manufacturing too
few products. In the service industry, consultants who spend too
much time and energy on
unnecessary research or conduct unnecessary meetings can
cause multiple people to waste
motion. Think of all the movement required to stop what you
are doing to move to another
place to attend an unnecessary meeting.
Increased motion on the part of employees (and to a lesser
extent, on the part of machines)
also introduces the possibility for accident and diminished work
safety. While safety is a prin-
cipal concern for many manufacturing and service
organizations, the most common impact
that work has on our bodies is related to long-term motion or
44. lack of motion. For example,
some work environments feature prolonged sitting or cause
problems related to eye strain
and computer work. Many companies have taken steps to offset
these impacts by adding
standing desks to work areas and building exercise rooms in
their office space.
Overprocessing
The eighth kind of waste involves overprocessing, which occurs
when employees or machines
perform work not requested by the customer. This can include
adding components and fea-
tures that were not requested or making the product too precise,
more complex, or of higher
quality than expected or paid for. For example, much of today’s
technology is overprocessed.
There are too many features in particular software or too many
capabilities on a phone or a
laptop computer; typical customers do not need most of these
features. This makes the prod-
uct excessively complex and adds to its cost.
In the service industry, overproduction means providing
customers with something they
did not want or need. Airlines, for example, have stopped
providing services such as in-
flight hot food or luggage transportation for customers who do
not want those services. In
addition, the same firms charge customers a per-service fee
when they want such services.
Implementing pay-for-service fees can reduce wasted resources
and direct resources exactly
where they are needed; this can reduce wasted motion and can
lower costs for airlines and
consumers.
46. the value of the air, land, and water, we cre-
ate health problems or potential health
problems for animal and plant life. Envi-
ronmental pollution differs from the other
types of waste because such pollution can
come from manufacturing processes or the
end-of-life fate of goods. Recycling offers to
recover what was once waste into some-
thing that adds value. Chapter 2 offers an in-
depth discussion of the responsibility that
businesses have toward the environment
and describes the environment as a stake-
holder in the business.
1.5 Characteristics of Sustainable Corporations
What constitutes a socially responsible and sustainable
company? Some people think these
terms are too broad and therefore lack meaning. But
characteristics of sustainable companies
can form a starting point to give the terms meaning. The
remainder of this section will discuss
the seven characteristics of sustainable corporations.
First, a sustainable company has a long-term time horizon.
Second, such a firm conceptual-
izes its relationship with people, including employees,
expansively. Sustainable businesses
are more likely to pay employees a living wage, provide health
care benefits, engage in phil-
anthropic activities, and reward productivity. They provide
growth opportunities for employ-
ees, including tuition reimbursement, health benefits, training,
and promotion opportunities.
As part of the relationship element, such firms support social
causes. They do not abuse rela-
tionships nor manipulate unions and other communities.
48. Thirdly, managers in such firms regard the environment as
something to be valued and often
take what is called a full cost or a true cost approach to
accounting. Instead of considering
natural inputs as free goods, this approach tries to reflect the
actual costs of air, land, and
water used by the firm. Thus, sustainable businesses
conceptualize the relationship with the
natural environment differently than traditional businesses.
They take proactive positions on
reducing their carbon footprint. They see the environment not as
a resource to be exploited,
but as a gift to be carefully stewarded and restored whenever
possible. They not only engage
in practices that protect the environment, but also encourage
employees to reduce packaging
and other waste.
Fourth, sustainable firms may have a different kind of
relationship with the government, both
by accepting appropriate regulation and opposing
overregulation. While they accept appro-
priate government regulation in areas that protect the
environment and employee rights or
ensure honesty and fair business practices, they also resist
attempts by government to over-
regulate and cause waste.
Fifth, sustainable businesses attempt to adapt, regenerate, and
reinvent themselves. In other
words, they have a higher capacity for change because they see
change as essential. Change
means continuously improving and setting aspirational goals.
Returning to the story of chief
executive officer (CEO) Ray Anderson at Interface, he set an
aspirational goal for his firm: to
49. become a restorative company that leaves communities and the
earth better than before the
firm’s involvement. Goals such as these create the opportunity
for sustainability and CSR to
overlap and complement each other.
Sixth, sustainable businesses have a unique relationship with
suppliers and customers. They
try to move the product from a supplier, through the business,
and on to the customer with
maximum efficiency. This means less time or waste in
warehouses; it also means meeting
customer expectations so that the relationship with the customer
persists over time. Sustain-
able businesses may spend less money on marketing because
keeping consumers can be less
costly than acquiring new ones. Some sustainability practices
also garner free press, which
can be more valuable than paid press and can further reduce
sales and marketing expenses.
Finally, sustainable businesses have a higher capacity for
change. They seek to become more
efficient, effective, and innovative, and in the process they may
reduce costs and capture new
and improved forms of value. This sometimes means that they
are able to dramatically reduce
a product’s cost. Sustainable businesses follow new
technologies, change, and adapt, and
managers help partners and customers change and adapt.
Owners and managers see busi-
ness as a way to create wealth not just for themselves, but also
for employees and suppliers.
They take pride in adding value for customers and serving
customers in a way that exceeds
their expectations.
51. People
Does the organization value each person and offer promotion,
development, and training
opportunities? Do leaders lead with humility? If so, what is
your evidence? If not, what is
lacking? Conversely, are people seen as resources to be
exploited? Does the organization
focus on conflict, conflict resolution, and conflict management?
The environment
Does the corporation pay attention to its impact on the natural
environment? Do managers
encourage employees to behave responsibly toward the
environment? Does the corporation
take steps to reduce its carbon footprint and recycle waste? If
so, how? If not, how do you
know? Conversely, is the corporation in conflict with sound
environmental management
principles? Does it resist reducing waste? Does it challenge
criticism to improve? What
evidence supports your claim?
Government
Does the corporation accept appropriate government regulation
and question
overregulation? Conversely, is the corporation in conflict with
regulatory entities, involved in
lawsuits, or lobbying for exceptions? How can you tell? Explain
your findings.
Suppliers and customers
53. Does the corporation see change as incremental and ongoing?
What steps does it take to
continually improve quality, increase employee satisfaction, and
embrace new technology?
Conversely, does the corporation undergo change processes in
order to “get it right” and then
leave it alone? What evidence supports your conclusions?
Chapter Summary
The beginning of this chapter introduced two closely related
concepts as the foundation for
this book. The first concept, corporate social responsibility,
represents an important lens
through which to view business behaviors. The second concept,
corporate sustainability,
includes all of the concepts associated with CSR and adds a
more strategic and environmen-
tal element to the mix. Sustainability typically incorporates
many CSR principles and can be
measured by the triple bottom line and better understood
through the lens of complexity and
general systems theory.
Chapter 2 introduces the concept of stakeholders, or all of the
people and organizations that
affect and are affected by operations. Stakeholders are not just
shareholders or owners, but
include the employees, the environment, the government, the
social community, future gen-
erations, suppliers, end users, and others. Chapter 3 looks inside
the corporation and exam-
ines employees, suppliers, and investors as specific stakeholders
with unique drivers and
interests. Chapter 4 expands the analysis of people as
55. Posttest
1. A company that makes a good profit and takes care of its
people but does not take
steps to reduce waste neglects which bottom line?
a. financial
b. human
c. environmental
d. personal
2. The “Brundtland Report” was a landmark for sustainable
development because
.
a. it created a list of suggestions for organizations in developed
countries to follow
regarding sustainability
b. it laid down regulations regarding sustainability for U.S.
organizations
c. it defined sustainable development as something that requires
long-term planning
and accountability
d. it established best practices for short-term sustainable
development
3. The concept of sustainability has roots in .
a. common accounting practices
b. systems theory and life sciences
c. politics
d. human development research
4. Trees are what component of a lumber creation system or
sawmill?
a. input
57. waste. Every year it does another internal review and makes
additional changes as
needed.
c. A catering company that does a review of its inputs and
outputs, looking for ways
to reduce waste and its carbon footprint. After several years, it
becomes one of the
most eco-friendly catering companies in its region.
d. A manufacturing company that institutes an annual internal
review and begins
improving the efficiency of its processes and reducing waste
where possible.
Experts within the company also suggest new innovative
techniques, and the com-
pany executives decide to implement some of them, despite the
risk.
7. Suppose a company builds the body of an airplane on one
side of the country and
ships it to the other side of the country by rail to complete it.
What kind of waste is
this practice creating?
a. material
b. talent
c. motion
d. transportation
8. A car company adds satellite and digital radio features to its
cars that are sold
in developing countries where neither is available. This is an
example what kind
of waste?
a. skills
b. transportation
59. how is a corporation like
an ecosystem?
2. Considering the Shingo principles explored in this chapter,
which are most likely to
produce a sustainable corporation? Do the value of the
principles change by industry?
3. Identify the different types of waste that are present in a
specific business or educa-
tional institution. How could waste be eliminated? Remember to
think beyond physi-
cal waste.
4. How might your career in a CSR/sustainable company differ
from the career of some-
one at a similar company in a previous generation?
5. What is the Brundtland definition of sustainable
development? How does it relate to
CSR? What problems are there with the definition? Can you
find one you like better?
Why is it better?
6. How do sustainable corporations view the following topics
differently than traditional
corporations? Can you think of other categories that should be
added to the list?
• Time
• People
• The environment
• Government
• Suppliers and customers
• Their own corporation
61. Chapter Summary
Rejoinders to Posttest
1. Waste is a product with no financial value and often has a
cost, as companies pay for
physical waste to be removed, and the rates are often higher for
more weight or more
frequent removal. Note that it is also possible for a company to
find a buyer for waste,
which thus turns waste into a resource when another company
can buy and use it as
an input.
2. The “Brundtland Report” was drafted in 1987 and defined
several important terms,
including sustainable development. It featured language that
stressed the long-term
consequences of sustainability and accountability to future
generations.
3. The concept of sustainability was adapted for the study of
ecosystems and is also tied
to systems theory, which looks at the relational components of
all corporations.
4. Trees are the input, or raw material, for the creation of
lumber.
5. While it helps to be aware of surrounding trends, continuous
improvement is more
concerned with looking ahead and constantly trying to move
forward, rather than just
keeping up.
62. 6. In order for continuous improvement to be successful, it is
important to try new tech-
niques and innovate, as well as improve upon existing
processes.
7. Transportation is a form of waste that creates a non-value-
added cost.
8. This waste can be considered overproduction, or the addition
of unnecessary
features.
9. Sustainable corporations consider the full cost of their
materials, taking into account
environmental and social costs in addition to monetary ones.
10. While understanding the full cost of a product is important
for sustainability, it does
not tend to drive costs down or save money.
Key Terms
complexity theory A general theory of
systems that describes how corporations
or any changeable structures adapt to their
environment and cope with conditions of
uncertainty.
corporate citizenship A term that
describes the relationship between a cor-
porate entity and its membered social
environment.
corporate social responsibility (CSR)
A firm’s voluntary actions that are designed
to improve social or environmental
conditions.