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This presentation shows how discretionary investments in Corporate Responsibility lead to strategic and financial benefits for the businesses. This study reinforced the literature surrounding the stakeholder theory and the resource-based view of the firm in addressing the research objectives and its implicit hypotheses. At the same time, it also pushes forward the 'shared value' notion.
Eabis In A Nutshell Network On Business In SocietyShellavanputten
EABIS is an unique alliance of businesses, business schools and international institutions committed to promoting more sustainable business practice through partnership, research and learning.
This paper sheds light on the regulatory background of responsible organisational behaviour. Several governments are stepping in with their commitment for corporate governance as they are setting their social and environmental responsibility agenda through different frameworks. Many countries are following the guidelines of the International Labour Organisation (ILO) and the Organisation for Economic Cooperation and Development (OECD). These international organisations have provided highly recognised international benchmarks for transparent and accountable practices. This paper also made reference to some of the relevant European Union(EU) Expert Group recommendations for non-financial reporting. It transpires from the pertinent literature review that businesses are encouraged to adopt the reporting instruments of nongovernmental organisations. Finally, this paper concludes by proposing that the way forward is to have a more proactive government regulation which creates shared value by contributing to the wider societal and environmental objectives.
This presentation shows how discretionary investments in Corporate Responsibility lead to strategic and financial benefits for the businesses. This study reinforced the literature surrounding the stakeholder theory and the resource-based view of the firm in addressing the research objectives and its implicit hypotheses. At the same time, it also pushes forward the 'shared value' notion.
Eabis In A Nutshell Network On Business In SocietyShellavanputten
EABIS is an unique alliance of businesses, business schools and international institutions committed to promoting more sustainable business practice through partnership, research and learning.
Slides from an Executive Masterclass I taught at Ta'atheer 2017, the Middle East, North Africa CSR and Social Impact Summit. The one-day program gave participants a quick dive into theory, practice and application of strategic communications and reporting.
Follow, engage, learn, perform
LinkedIn Profile http://bit.ly/Wayne-Profile
LinkedIn Author Page http://bit.ly/Wayne-LinkedIn
YouTube Channel http://bit.ly/CSR-YouTube
Strategic CSR Video Playlist: http://bit.ly/Strategic-CSR
SlideShare http://bit.ly/Wayne-SlideShare
CSR Training Institute on LinkedIn http://bit.ly/CSR-LinkedIn
Twitter @Zingmore / https://twitter.com/ZINGmore
Website http://www.csrtraininginstitute.com/
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University of the Philippines, Technology Management Center
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analysis of a firm’s short-term and long-term value. Over the last several decades—with an
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social impacts stemming from its practices, policies and products has increased substantially.
Effective oversight and management by boards, corporate secretaries and sustainability teams
of so-called “ESG” (environmental, social and governance) issues are increasingly important to
preserving and creating shareholder value. Driven by client demand, reputational risk
management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
disclose their ESG-related efforts. In this brief, we will examine the drivers of the growth in
ESG-related investing and engagement, explore ESG’s impact on financial products and
strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
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EABIS: The network on business in society issuesEABIS
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Innovation contributes to competitive advantage for companies and therefore many researchers have sought to understand how to strengthen the company’s capability to innovate, as this makes enterprises more competitive and perform better financially (Henderson & Clark, 1990).
What’s missing is a system of enablers that work together to support innovation. Our experience with industry leaders shows that when the right people, processes, and metrics come together in a “growth factory,” they can transform how innovation happens, galvanize employees’ creativity, and create long-term competitive advantage.
Innovation is not inherently unpredictable and does not require a heavy dose of serendipity to succeed. When companies take a systems approach, they can pursue innovation in a way that reliably generates repeatable results.
Corporate culture has a significant influence on ethics and professional behavior that starts with corporate owners (i.e. shareholders), downstream through boardrooms, its executives leading by examples, to purchasing professionals and all members of the supply chain taking part of the overall corporate social responsibility.
Change the World Corp is a business performance, personal growth and transformation company using innovative & proven business wisdom, consciousness tools & techniques and transformational laws & principles
to create inspired, energized, sustainable and values based organizations and individuals (www.changetheworldcorp.com).
Slides from an Executive Masterclass I taught at Ta'atheer 2017, the Middle East, North Africa CSR and Social Impact Summit. The one-day program gave participants a quick dive into theory, practice and application of strategic communications and reporting.
Follow, engage, learn, perform
LinkedIn Profile http://bit.ly/Wayne-Profile
LinkedIn Author Page http://bit.ly/Wayne-LinkedIn
YouTube Channel http://bit.ly/CSR-YouTube
Strategic CSR Video Playlist: http://bit.ly/Strategic-CSR
SlideShare http://bit.ly/Wayne-SlideShare
CSR Training Institute on LinkedIn http://bit.ly/CSR-LinkedIn
Twitter @Zingmore / https://twitter.com/ZINGmore
Website http://www.csrtraininginstitute.com/
Newsletter - http://eepurl.com/XWCy5
This is a presentation of The Triple Bottom Line by Alexis Dogwe, Camille Eusebio, Maurice Gonzales, Leslee May Tandoc and Al Marie Tating as part of the requirements in the subject: Marketing and Commercialization of High Technology Products.
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ESG Roadmap: Observations and practical advice for boards, corporate secretar...Mike Wallace
Company governance practices and failures have long been an important factor in investor
analysis of a firm’s short-term and long-term value. Over the last several decades—with an
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management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
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strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
teams.
EABIS: The network on business in society issuesEABIS
EABIS is an unique alliance of businesses, business schools and international institutions committed to promoting more sustainable business practice through partnership, learning and research. EABIS’ objective is to be a reference point for organisations seeking access to leading edge thinking and practice in corporate responsiblity, sustainability, and governance.
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Change the World Corp is a business performance, personal growth and transformation company using innovative & proven business wisdom, consciousness tools & techniques and transformational laws & principles
to create inspired, energized, sustainable and values based organizations and individuals (www.changetheworldcorp.com).
An introduction to the backgrounds of Corporate Social Responsibility.Understanding
fundamental transformations in a turbulent
environment. These slides where brought to you by www.csrcenter.net
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Challenging the Existing Business Models in Business Schools
1. DOWN THE YELLOW BRICK ROAD
Challenging the Existing Business
Models in Business Schools
Keren Lipinsky-Kella, Anat Rotstein
2. CSR in Israel - Facts & Figures
• Establishment of Ma’ala. 1998
2000
19%
The college of management Academic Studies,
School of Business Administration.
4,000
• Companies' liability towards
stakeholders on legislation and
ruling (a change in the
company’s goal according to
article 11 (a), Israeli Companies
Law).
• CSR reporting, advisors, audits.
4. (Pedersen, 2006)
Implementation
"Real commitment to stakeholders… extends to the
organization seeking and using ways of engaging in a
dialogue with its various stakeholders …”
(Jongbloed, Enders, & Salerno, 2008).
TransparencyEmpowermentToleranceOpennessInclusion
5. a. Management Committee
• A shift to networked
governance.
(Jongbloed, Enders, & Salerno,2008).
• School management –
Change in the decision
making mechanism.
TransparencyEmpowermentOpennessInclusion TOLERANCE
7. d. Access to Knowledge
• Available knowledge to
everyone and everywhere.
• Recording a variety of courses.
• Open materials to students and the
general public.
• Sharing knowledge with
stakeholders promotes an inclusion
of all those audiences in the
dialogue (Jongbloed, Enders, & Salerno,
2008).
EmpowermentToleranceINCLUSION TRANSPARENCYOPENNESS
8. • Providing students resources to carry on their ideas.
• Giving students opportunities to manage a change
through mentoring process.
e. Partnerships
TransparencyToleranceOpennessInclusion EMPOWERMENT
Social library
• Engagement's dimension- Equal freedom to various
stakeholders to express themselves along with
decide and carry out these decisions.
9. • Prioritizing among the different demands of various
stakeholders.
• Organizational & psychological barriers to change.
• Adapting to transparency.
• A clash between a strict hierarchical approach to an open
and collaborative one.
Challenges
The strategic thinking has been modified from linear thinking to a multifaceted one. Jongbloed, Enders, & Salerno (2008) further discuss the ‘proper management model’ for higher education and claim that research is needed to explore which different governance models can place stakeholders in a more central position. They suggest that a shift to a networked governance, which is carried through civil society participation in a complex, diverse and continuously changing networks, might balance the needs of a diverse set of stakeholders.
Change in the decision making mechanism and the management structure. As an example of setting a tone, the SBA’s Dean formed a School management led by a multidisciplinary committee of 7 members. The committee is very diverse both demographically (age, gender, status and seniority) and professionally (psychology, human resources, law, accounting, finance & CSR). This diversity promotes various ways of thinking and reflects a tolerance to new alternative voices that now can be respected (Pedersen, 2006). The committee meets once a week to discuss, conduct, design, learn, decide and deal with emerging problems.
The strategic thinking has been modified from linear thinking to a multifaceted one. Jongbloed, Enders, & Salerno (2008) further discuss the ‘proper management model’ for higher education and claim that research is needed to explore which different governance models can place stakeholders in a more central position. They suggest that a shift to a networked governance, which is carried through civil society participation in a complex, diverse and continuously changing networks, might balance the needs of a diverse set of stakeholders.
Change in the decision making mechanism and the management structure. As an example of setting a tone, the SBA’s Dean formed a School management led by a multidisciplinary committee of 7 members. The committee is very diverse both demographically (age, gender, status and seniority) and professionally (psychology, human resources, law, accounting, finance & CSR). This diversity promotes various ways of thinking and reflects a tolerance to new alternative voices that now can be respected (Pedersen, 2006). The committee meets once a week to discuss, conduct, design, learn, decide and deal with emerging problems.
The strategic thinking has been modified from linear thinking to a multifaceted one. Jongbloed, Enders, & Salerno (2008) further discuss the ‘proper management model’ for higher education and claim that research is needed to explore which different governance models can place stakeholders in a more central position. They suggest that a shift to a networked governance, which is carried through civil society participation in a complex, diverse and continuously changing networks, might balance the needs of a diverse set of stakeholders.
Change in the decision making mechanism and the management structure. As an example of setting a tone, the SBA’s Dean formed a School management led by a multidisciplinary committee of 7 members. The committee is very diverse both demographically (age, gender, status and seniority) and professionally (psychology, human resources, law, accounting, finance & CSR). This diversity promotes various ways of thinking and reflects a tolerance to new alternative voices that now can be respected (Pedersen, 2006). The committee meets once a week to discuss, conduct, design, learn, decide and deal with emerging problems.
According to Pedersen (2006), the meaning of transparency is giving stakeholders a full access to information about the process and outcomes of the dialogue. Indeed, a model of dialogue and engagement is not full if stakeholders are being heard but their voices do not count. Therefore the school makes a huge effort not only to report back to students about the way their involvement affected decision but also to provide them with resources to carry on their ideas.
One example is a complaint that an MBA student raised on a course internet forum about poor conditions in the security guard's room in one of the colleges gates. The student described that the guard needs to work in high temperatures due to mal functioning air-conditioner. The complaints got an immediate care by the college's CSR center and the students got a clear and transparent description of all the things that were taken care. It is important to notice that a lot of dialogue mechanisms, like surveys, forums, round tables and even informal discussions, already exist in higher education institutions and what is needed is a feedback to the students about the contribution of their suggestions and the way they impact and change decisions. A remark regarding mid-semester feedback made by an MBA student in a CSR course forum exemplifies the importance of this approach to dialogue:
"I must point out that in corporate responsibility course the staff really acts responsibly and I refer to the publication of the results of the feedback that was conducted in the middle of the course. It is nice to find out that there is a practical treatment of the issues which were raised by us. Thank you (-:"
When a more complex solution is needed, the school gives the students the opportunity to manage the change by providing them with mentoring process, required resources, knowledge and managerial tools. For example, a BA student was concerned about the need to copy new study materials every year, a behavior that harms the environment due to use of paper and toner, and consume money and time. This student decided that there must be a solution offering students the enjoyment of a more sustainable study environment. Through this process, the student initiated and built a social library, enabling students to carry forward and reuse of the learning material. That way the students save both money and paper. The student got a full support during the process, including consultancy, a proper room and marketing materials to promote his project. This approach reflects the engagement's dimension of empowerment that means giving equal freedom to various stakeholders not only to express themselves but also to decide and carry out these decisions. The third example can be given due to successful collaboration of the Center with the School of Computer Science in our college. The students’ were requested to submit a final project for their third and final year of the BA. During the last two years, we took under our wings, each year, a group of students which developed unique apps. The first one was “Green Campus” which offered green solutions to all the college stakeholders, such
as finding parking spot in the campus parking lot (saving time and money); finding the nearest shelter to your current location (unfortunately it’s relevant due to our country security threat); finding a recycle bin etc.