Corporate social responsibility (CSR) refers to a company's obligation to consider the social and environmental impacts of its actions. There are three related concepts: CSR focuses on obligations; corporate social responsiveness emphasizes responsive actions; and corporate social performance measures outcomes. Carroll's influential four-part definition of CSR includes economic, legal, ethical, and discretionary expectations. Debate continues around arguments for and against CSR restricting profits versus addressing social issues proactively.
The document discusses corporate social responsibility and environmental responsibility in businesses. It defines corporate social responsibility as voluntary actions businesses can take over legal compliance to address their own interests and those of society. It discusses the role of human impact and motivation in businesses and how businesses can contribute to environmental responsibility. Key topics covered include corporate social responsibility in business environments, the role of motivation in businesses, and how businesses can contribute to environmental responsibility.
This chapter discusses the importance of business ethics. It defines business ethics as comprising the principles, values, and standards that guide behavior in the business world. Business ethics is as important as other functional areas and deals with questions of acceptable practices. The chapter notes that nearly half of employees observe misconduct in the workplace and that the financial sector in particular has not regained trust after the financial crisis. It outlines specific ethical issues and reasons for studying business ethics, and provides a timeline of ethical and socially responsible concerns from the 1960s to the 2000s.
Chap 4 conducting business ethically and responsibly 2Memoona Qadeer
This document discusses conducting business ethically and responsibly. It covers ethics in the workplace, assessing ethical behavior, and company practices to encourage ethical behavior. It also discusses social responsibility and a company's responsibilities to stakeholders like employees, customers, investors, the community, and the environment. It provides examples of implementing social responsibility programs and different approaches companies can take to social responsibility.
The document discusses conducting business ethically and responsibly, including assessing ethical behavior in the workplace, the importance of social responsibility towards stakeholders like employees, customers, investors, and the environment. It also covers approaches companies can take to implement effective social responsibility programs and how these concepts are relevant for both large and small businesses.
Mining companies need to thoroughly understand the complex social, political, and environmental issues in the areas where they operate in order to be successful. These factors, including community relations, land disputes, environmental concerns, and more, can determine whether a mining project succeeds or fails. Proper stakeholder engagement is crucial to manage these risks.
This document contains an article summarizing the onerous duties and significant liabilities faced by directors of companies in Malaysia. It discusses how directors are generally defined and why their role has received increased scrutiny. Directors can be held personally liable for breaches of their fiduciary duty to the company or failures to comply with statutory requirements, and face penalties like sanctions or criminal charges. Overall the article aims to serve as a guide on the substantial legal exposure directors take on through their important role of overseeing a company.
The document discusses management ethics and social responsibility. It covers two broad categories of ethical theories - consequential and non-consequential principles. It also addresses factors like time pressure and individual/organizational factors that influence ethical behavior. The document provides checklists and steps for encouraging ethical conduct and discouraging unethical behavior in organizations.
The document discusses the institutionalization of business ethics through three dimensions: voluntary practices like philanthropy, core practices that are often legally encouraged like best practices, and mandated boundaries like laws and regulations. It covers topics like the categories of laws governing businesses, incentives for organizations to implement compliance programs, and the importance of institutionalizing ethics through appropriate core practices.
The document discusses corporate social responsibility and environmental responsibility in businesses. It defines corporate social responsibility as voluntary actions businesses can take over legal compliance to address their own interests and those of society. It discusses the role of human impact and motivation in businesses and how businesses can contribute to environmental responsibility. Key topics covered include corporate social responsibility in business environments, the role of motivation in businesses, and how businesses can contribute to environmental responsibility.
This chapter discusses the importance of business ethics. It defines business ethics as comprising the principles, values, and standards that guide behavior in the business world. Business ethics is as important as other functional areas and deals with questions of acceptable practices. The chapter notes that nearly half of employees observe misconduct in the workplace and that the financial sector in particular has not regained trust after the financial crisis. It outlines specific ethical issues and reasons for studying business ethics, and provides a timeline of ethical and socially responsible concerns from the 1960s to the 2000s.
Chap 4 conducting business ethically and responsibly 2Memoona Qadeer
This document discusses conducting business ethically and responsibly. It covers ethics in the workplace, assessing ethical behavior, and company practices to encourage ethical behavior. It also discusses social responsibility and a company's responsibilities to stakeholders like employees, customers, investors, the community, and the environment. It provides examples of implementing social responsibility programs and different approaches companies can take to social responsibility.
The document discusses conducting business ethically and responsibly, including assessing ethical behavior in the workplace, the importance of social responsibility towards stakeholders like employees, customers, investors, and the environment. It also covers approaches companies can take to implement effective social responsibility programs and how these concepts are relevant for both large and small businesses.
Mining companies need to thoroughly understand the complex social, political, and environmental issues in the areas where they operate in order to be successful. These factors, including community relations, land disputes, environmental concerns, and more, can determine whether a mining project succeeds or fails. Proper stakeholder engagement is crucial to manage these risks.
This document contains an article summarizing the onerous duties and significant liabilities faced by directors of companies in Malaysia. It discusses how directors are generally defined and why their role has received increased scrutiny. Directors can be held personally liable for breaches of their fiduciary duty to the company or failures to comply with statutory requirements, and face penalties like sanctions or criminal charges. Overall the article aims to serve as a guide on the substantial legal exposure directors take on through their important role of overseeing a company.
The document discusses management ethics and social responsibility. It covers two broad categories of ethical theories - consequential and non-consequential principles. It also addresses factors like time pressure and individual/organizational factors that influence ethical behavior. The document provides checklists and steps for encouraging ethical conduct and discouraging unethical behavior in organizations.
The document discusses the institutionalization of business ethics through three dimensions: voluntary practices like philanthropy, core practices that are often legally encouraged like best practices, and mandated boundaries like laws and regulations. It covers topics like the categories of laws governing businesses, incentives for organizations to implement compliance programs, and the importance of institutionalizing ethics through appropriate core practices.
The document discusses sustainable development and the market. It outlines how sustainable development is largely incompatible with neoclassical economics but not incompatible with capitalism. It argues that harnessing the power of the market can catalyze change by incentivizing economic agents to operate along ecologically sustainable lines. The document also discusses how companies' environmental performance has evolved from regulatory compliance to risk management to a focus on long-term sustainable development strategies. Finally, it notes how corporate accountability now extends beyond shareholder profit maximization to consider stakeholders and a triple bottom line of people, planet and profit.
Innovation Reading Club - Social Responsibility. A global reflection about CSRgradiant
The document summarizes a book on corporate social responsibility (CSR) from 20 different perspectives in essays. It discusses CSR as a business management strategy for long term success and uprightness. The goals of CSR include increasing market share, economic profits, and productivity through building a fair reputation and social relationships. The main actors discussed are academics, businessmen, politicians, and tools for CSR include collaborative working environments, cost reduction, and building brand differentiation.
1) The document discusses the challenges of leadership in a modern low-trust world, where transparency and accountability are increasingly important.
2) It notes that we live in a globalized, interconnected world where actions in private can become public, and where corporations have significant influence over governments and economies.
3) Leaders are expected to set a high standard of integrity and behave ethically, as their actions impact both their organization and reputation. Situational factors can influence people to rationalize unethical behavior.
The document outlines a chapter about social responsibility and managerial ethics from a management textbook. It discusses key topics like the classical and socioeconomic views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability like the greening of management, and the role of values-based management and shared corporate values. The learning outline provides an overview of the subtopics and issues covered in the chapter.
Corporate social responsibility (CSR) and innovation can improve business performance and benefit stakeholders. CSR-driven innovation integrates social and environmental concerns into new products and services. When companies engage stakeholders and empower employees to contribute ideas, it can foster a culture of innovation. Examples show how CSR innovation increased employee engagement, market penetration, and goodwill through initiatives like LifeStraw water filters and Google's renewable energy projects. The document provides recommendations for making social commitments part of corporate culture and keeping programs legally compliant to maximize benefits of CSR innovation.
This document provides an overview of conducting business ethically and responsibly. It discusses ethics in the workplace, assessing ethical behavior, and company practices to encourage ethical behavior. It also covers social responsibility, including the stakeholder model of responsibility and areas of social responsibility toward the environment, customers, employees, and investors. The document discusses implementing social responsibility programs and managing social responsibility.
This document discusses corporate social responsibility (CSR). It defines CSR as actions by organizations to achieve social benefits beyond profit and legal compliance. It discusses perspectives on CSR including instrumental approaches that see profit as the only goal versus social contract approaches. It also covers drivers of CSR like transparency, sustainability, and public sector failures. It introduces the triple bottom line of people, planet and profit and different types of CSR practices organizations adopt.
This document provides an agenda for a workshop on corporate social responsibility (CSR). It includes readings, video clips, and a lecture to help participants understand the concept of CSR and how companies incorporate CSR into their business strategies and operations. Companies approach CSR differently depending on issues relevant to their industry and stakeholders. CSR activities should benefit society and create value for the company. Reporting and measurement standards help companies evaluate and communicate their CSR programs. The agenda aims to help participants discover how CSR has evolved, best practices for CSR strategies and processes, and consider appropriate CSR activities for different companies and industries.
Corporate social responsibility (CSR) refers to a company's initiatives to assess and take responsibility for its effects on environmental and social wellbeing. CSR goes beyond legal compliance and involves voluntary actions that contribute to sustainable development. It has been defined in various ways but generally refers to balancing economic, environmental, and social interests. Key CSR issues companies address include environmental management, human rights, labor standards, community relations, and anti-corruption measures. Proper CSR implementation can benefit companies through improved reputation, customer loyalty, and risk management.
Stakeholder theory, ethics and the return on customerekanovich
This document discusses corporate social responsibility (CSR) and its relationship to business profitability and customer satisfaction. It provides background on the evolution of CSR, from early philanthropic activities to today's strategic integration of social and environmental issues. The document examines different theories around CSR, including stakeholder theory. It argues that modern consumers expect companies to implement CSR strategies and that CSR can be competitively advantageous by increasing customer satisfaction and loyalty. Overall, the document suggests that CSR allows companies to redefine profit maximization and increase their "return on customer."
Creating Value towards Impact InvestingXavier Heude
1) Impact investing aims to generate both financial returns and measurable social/environmental benefits. It involves for-profit investments that target social outcomes.
2) A value analysis assesses opportunities through due diligence and scoring on legal, operational, market, financial, and social/environmental factors. Projects are then monitored on key performance indicators.
3) Lessons indicate collaboration is key to finding deals and sharing knowledge. Metrics and emotion also play a role in decision-making, though financial performance remains primary. The approach requires awareness, dialogue, patient capital, and risk-taking.
Organizational culture refers to the shared values, assumptions, and behaviors that define an organization. There are three levels of organizational culture - artifacts, espoused values, and basic underlying assumptions. A strong organizational culture provides members with identity and commitment, helps the organization make sense of things, and shapes member behavior through control and reinforcement of values. Managing organizational culture involves paying attention to what leaders emphasize, how they react to crises, how they behave, how they allocate rewards, and how they hire and fire people. Socializing new members is important for transmitting an organization's core values through role models, training, and rewarding certain behaviors.
This document provides an overview of a class on managing sustainable enterprise. [1] It discusses different perspectives on the social responsibility of business, from Adam Smith arguing that business acts in self-interest, to Milton Friedman arguing the sole responsibility is to increase profits. [2] It then covers definitions of corporate social responsibility and sustainable enterprise. [3] The document outlines principles of corporate citizenship and examples of CSR initiatives over the last ten years like the UN Global Compact.
111129 nk rajawali foundation csr gatheringNoke Kiroyan
Noke Kiroyan has held leadership positions in several mining and resource companies in Indonesia. He currently serves on the boards of various organizations focused on business, governance, and sustainability issues. Kiroyan has extensive international experience and education.
The document discusses corporate social responsibility and outlines the key differences between CSR, philanthropy, and charity. It explains that CSR is a strategic vision to create sustainable change in society, unlike charity which focuses on short-term giving. The document also discusses the business case for CSR in terms of competitive advantage, addressing issues like having an educated workforce and partnerships with communities. Finally, it provides examples of CSR initiatives by multinational and local companies operating in Pakistan.
The document discusses corporate responsibility and CSR. It provides perspectives from economists like Milton Friedman who argued that a corporation's only social responsibility is to increase profits. However, there is a growing expectation for corporations to consider stakeholders beyond just shareholders. The document then discusses Grameenphone's approach to CSR, which focuses on creating shared value through economic, environmental and social actions using their core business of connectivity.
Social responsibility of business management ethicsabinavbharath
This document discusses the social responsibility of businesses and management ethics. It defines management as directing human and physical resources to achieve goals. Social responsibility refers to a business's basic obligations to various stakeholders like the community, employees, and government. Businesses have a responsibility to maintain environmental quality, treat customers and employees fairly, and support community needs like healthcare and education. Ethics refers to principles of right and wrong behavior. Managerial ethics involves equitable treatment of employees, fair pricing, paying taxes, and becoming a good corporate citizen. Ethics guidelines are broader than social responsibilities, which focus on organizational decisions with social impacts. Tools of ethics include values, rights/duties, and respecting people and property. Ethical issues in management include self-
Building organisational reputation through responsible corporate social inves...Bolaji Okusaga
In these days of distrust and community apathy to orchestrated corporate reputaion programme, corporate social investment remains a novel yet veritable path that organisations can chart in building their
This document introduces the TOWS matrix, a tool for situational analysis. It discusses strategic planning and analyzing both external threats/opportunities and internal weaknesses/strengths. The TOWS matrix systematically matches these external and internal factors to help organizations develop strategies. It outlines the strategic planning process, including recognizing inputs, preparing profiles, analyzing the external and internal environment, developing alternative strategies, and implementing plans. The TOWS matrix can help managers analyze their situation and develop effective strategies to achieve organizational objectives.
Tale of Three Economies: US, China & indiaSantosh Pathak
The document summarizes similarities and differences between the economies of the US, China, and India, which together represent a large portion of the global economy and population. Some key points:
- All three countries have large, diverse populations and economies but foreign firms often treat them as homogeneous markets, leading to high failure rates.
- They each have a combination of wealthy, middle class, and poor consumers. However, their financial systems are at different stages of development and their firms differ in levels of globalization.
- The US has an older and wealthier population while India has a young and growing middle class. China's population is aging but still largely middle class.
The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
The document discusses sustainable development and the market. It outlines how sustainable development is largely incompatible with neoclassical economics but not incompatible with capitalism. It argues that harnessing the power of the market can catalyze change by incentivizing economic agents to operate along ecologically sustainable lines. The document also discusses how companies' environmental performance has evolved from regulatory compliance to risk management to a focus on long-term sustainable development strategies. Finally, it notes how corporate accountability now extends beyond shareholder profit maximization to consider stakeholders and a triple bottom line of people, planet and profit.
Innovation Reading Club - Social Responsibility. A global reflection about CSRgradiant
The document summarizes a book on corporate social responsibility (CSR) from 20 different perspectives in essays. It discusses CSR as a business management strategy for long term success and uprightness. The goals of CSR include increasing market share, economic profits, and productivity through building a fair reputation and social relationships. The main actors discussed are academics, businessmen, politicians, and tools for CSR include collaborative working environments, cost reduction, and building brand differentiation.
1) The document discusses the challenges of leadership in a modern low-trust world, where transparency and accountability are increasingly important.
2) It notes that we live in a globalized, interconnected world where actions in private can become public, and where corporations have significant influence over governments and economies.
3) Leaders are expected to set a high standard of integrity and behave ethically, as their actions impact both their organization and reputation. Situational factors can influence people to rationalize unethical behavior.
The document outlines a chapter about social responsibility and managerial ethics from a management textbook. It discusses key topics like the classical and socioeconomic views of social responsibility, the relationship between social involvement and economic performance, approaches to environmental sustainability like the greening of management, and the role of values-based management and shared corporate values. The learning outline provides an overview of the subtopics and issues covered in the chapter.
Corporate social responsibility (CSR) and innovation can improve business performance and benefit stakeholders. CSR-driven innovation integrates social and environmental concerns into new products and services. When companies engage stakeholders and empower employees to contribute ideas, it can foster a culture of innovation. Examples show how CSR innovation increased employee engagement, market penetration, and goodwill through initiatives like LifeStraw water filters and Google's renewable energy projects. The document provides recommendations for making social commitments part of corporate culture and keeping programs legally compliant to maximize benefits of CSR innovation.
This document provides an overview of conducting business ethically and responsibly. It discusses ethics in the workplace, assessing ethical behavior, and company practices to encourage ethical behavior. It also covers social responsibility, including the stakeholder model of responsibility and areas of social responsibility toward the environment, customers, employees, and investors. The document discusses implementing social responsibility programs and managing social responsibility.
This document discusses corporate social responsibility (CSR). It defines CSR as actions by organizations to achieve social benefits beyond profit and legal compliance. It discusses perspectives on CSR including instrumental approaches that see profit as the only goal versus social contract approaches. It also covers drivers of CSR like transparency, sustainability, and public sector failures. It introduces the triple bottom line of people, planet and profit and different types of CSR practices organizations adopt.
This document provides an agenda for a workshop on corporate social responsibility (CSR). It includes readings, video clips, and a lecture to help participants understand the concept of CSR and how companies incorporate CSR into their business strategies and operations. Companies approach CSR differently depending on issues relevant to their industry and stakeholders. CSR activities should benefit society and create value for the company. Reporting and measurement standards help companies evaluate and communicate their CSR programs. The agenda aims to help participants discover how CSR has evolved, best practices for CSR strategies and processes, and consider appropriate CSR activities for different companies and industries.
Corporate social responsibility (CSR) refers to a company's initiatives to assess and take responsibility for its effects on environmental and social wellbeing. CSR goes beyond legal compliance and involves voluntary actions that contribute to sustainable development. It has been defined in various ways but generally refers to balancing economic, environmental, and social interests. Key CSR issues companies address include environmental management, human rights, labor standards, community relations, and anti-corruption measures. Proper CSR implementation can benefit companies through improved reputation, customer loyalty, and risk management.
Stakeholder theory, ethics and the return on customerekanovich
This document discusses corporate social responsibility (CSR) and its relationship to business profitability and customer satisfaction. It provides background on the evolution of CSR, from early philanthropic activities to today's strategic integration of social and environmental issues. The document examines different theories around CSR, including stakeholder theory. It argues that modern consumers expect companies to implement CSR strategies and that CSR can be competitively advantageous by increasing customer satisfaction and loyalty. Overall, the document suggests that CSR allows companies to redefine profit maximization and increase their "return on customer."
Creating Value towards Impact InvestingXavier Heude
1) Impact investing aims to generate both financial returns and measurable social/environmental benefits. It involves for-profit investments that target social outcomes.
2) A value analysis assesses opportunities through due diligence and scoring on legal, operational, market, financial, and social/environmental factors. Projects are then monitored on key performance indicators.
3) Lessons indicate collaboration is key to finding deals and sharing knowledge. Metrics and emotion also play a role in decision-making, though financial performance remains primary. The approach requires awareness, dialogue, patient capital, and risk-taking.
Organizational culture refers to the shared values, assumptions, and behaviors that define an organization. There are three levels of organizational culture - artifacts, espoused values, and basic underlying assumptions. A strong organizational culture provides members with identity and commitment, helps the organization make sense of things, and shapes member behavior through control and reinforcement of values. Managing organizational culture involves paying attention to what leaders emphasize, how they react to crises, how they behave, how they allocate rewards, and how they hire and fire people. Socializing new members is important for transmitting an organization's core values through role models, training, and rewarding certain behaviors.
This document provides an overview of a class on managing sustainable enterprise. [1] It discusses different perspectives on the social responsibility of business, from Adam Smith arguing that business acts in self-interest, to Milton Friedman arguing the sole responsibility is to increase profits. [2] It then covers definitions of corporate social responsibility and sustainable enterprise. [3] The document outlines principles of corporate citizenship and examples of CSR initiatives over the last ten years like the UN Global Compact.
111129 nk rajawali foundation csr gatheringNoke Kiroyan
Noke Kiroyan has held leadership positions in several mining and resource companies in Indonesia. He currently serves on the boards of various organizations focused on business, governance, and sustainability issues. Kiroyan has extensive international experience and education.
The document discusses corporate social responsibility and outlines the key differences between CSR, philanthropy, and charity. It explains that CSR is a strategic vision to create sustainable change in society, unlike charity which focuses on short-term giving. The document also discusses the business case for CSR in terms of competitive advantage, addressing issues like having an educated workforce and partnerships with communities. Finally, it provides examples of CSR initiatives by multinational and local companies operating in Pakistan.
The document discusses corporate responsibility and CSR. It provides perspectives from economists like Milton Friedman who argued that a corporation's only social responsibility is to increase profits. However, there is a growing expectation for corporations to consider stakeholders beyond just shareholders. The document then discusses Grameenphone's approach to CSR, which focuses on creating shared value through economic, environmental and social actions using their core business of connectivity.
Social responsibility of business management ethicsabinavbharath
This document discusses the social responsibility of businesses and management ethics. It defines management as directing human and physical resources to achieve goals. Social responsibility refers to a business's basic obligations to various stakeholders like the community, employees, and government. Businesses have a responsibility to maintain environmental quality, treat customers and employees fairly, and support community needs like healthcare and education. Ethics refers to principles of right and wrong behavior. Managerial ethics involves equitable treatment of employees, fair pricing, paying taxes, and becoming a good corporate citizen. Ethics guidelines are broader than social responsibilities, which focus on organizational decisions with social impacts. Tools of ethics include values, rights/duties, and respecting people and property. Ethical issues in management include self-
Building organisational reputation through responsible corporate social inves...Bolaji Okusaga
In these days of distrust and community apathy to orchestrated corporate reputaion programme, corporate social investment remains a novel yet veritable path that organisations can chart in building their
This document introduces the TOWS matrix, a tool for situational analysis. It discusses strategic planning and analyzing both external threats/opportunities and internal weaknesses/strengths. The TOWS matrix systematically matches these external and internal factors to help organizations develop strategies. It outlines the strategic planning process, including recognizing inputs, preparing profiles, analyzing the external and internal environment, developing alternative strategies, and implementing plans. The TOWS matrix can help managers analyze their situation and develop effective strategies to achieve organizational objectives.
Tale of Three Economies: US, China & indiaSantosh Pathak
The document summarizes similarities and differences between the economies of the US, China, and India, which together represent a large portion of the global economy and population. Some key points:
- All three countries have large, diverse populations and economies but foreign firms often treat them as homogeneous markets, leading to high failure rates.
- They each have a combination of wealthy, middle class, and poor consumers. However, their financial systems are at different stages of development and their firms differ in levels of globalization.
- The US has an older and wealthier population while India has a young and growing middle class. China's population is aging but still largely middle class.
The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
The document summarizes the Hofer method of business portfolio analysis. The Hofer method divides a company's business into strategic business units and plots them on a 15-quadrant matrix based on their competitive position and stage in the product life cycle. This visualization helps identify strategies for each unit. Units in different quadrants may require different strategies, such as investing resources in "star" units, maintaining cash flows from "cash cow" units, or providing limited support to "question mark" units. The Hofer method aims to help companies allocate resources and develop balanced, long-term strategies for each of their business units.
The document discusses strategic management and environmental scanning. It provides details on:
1) Conducting an environmental scan to understand external opportunities and threats through collecting information on early signals of change, competitor strategies, and market trends.
2) Performing an internal analysis using tools like SWOT and SAP to understand organizational strengths, weaknesses, and how to match capabilities to opportunities/threats.
3) Analyzing the industry using Porter's 5 Forces model and examining strategic groups within the industry to understand competition and customer segments.
The key goal is to understand the external environment and internal capabilities to develop strategies that position the organization for success. Regular scanning and analysis is needed to adapt to changing conditions.
This document discusses strategic management concepts including vision, mission, business definition, and other strategic intents. It provides examples of good vision and mission statements and explains how they should be formulated. A vision is described as the future aspirations that inspire an organization, while a mission reflects the organization's purpose and reason for existence in working to achieve the vision. Together, vision and mission provide strategic direction and motivate stakeholders. The document also discusses related concepts like stretch, leverage, and fit in strategic positioning.
Notes for mba (strategic management) unit isnselvaraj
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
The document discusses strategic planning and management. It defines strategic management as formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It notes that strategic management helps organizations succeed by guiding them to achieve strategic goals in light of internal and external factors. The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
Corporate social responsibility and Green washingAmr Sherif
1) Corporate social responsibility (CSR) refers to a company's responsibility for how its actions impact society and the environment. It involves transparent and ethical behavior that considers stakeholders and is compliant with laws.
2) There are arguments for and against CSR. Arguments against include that companies only responsibility is to maximize profits, and they are not equipped to handle social issues. Arguments for include that CSR is in companies' long-term self-interest and can reduce costs and risks.
3) Greenwashing refers to misleading communications about a company's environmental practices or a product's environmental benefits to present an overly positive image. It is a risk of CSR that companies may pursue it for marketing rather than performance reasons.
This document provides an overview of corporate social responsibility (CSR). It defines CSR as an organization's obligations to both internal and external stakeholders that may extend beyond legal and economic responsibilities. The document outlines several models for understanding the scope and dimensions of CSR, including its economic, legal, ethical, and discretionary responsibilities. It also discusses the importance of identifying key social issues, conducting social audits, and strategically managing an organization's social responsiveness over time. In summary, the document frames CSR as a multifaceted concept that considers business's roles and impacts on society, stakeholders, and the environment.
Corporate social responsibility emerged in the 1960s as companies faced increasing pressure to address harmful impacts of their operations. CSR involves voluntary commitments by companies beyond legal and economic obligations. It can be defined as accommodating corporate behavior to societal values and expectations. There are various approaches to CSR, including Milton Friedman's view that a company's only responsibility is to increase profits legally, and Archie Carroll's view that companies have economic, legal, ethical, and discretionary responsibilities. Arguments for and against CSR center around profit maximization, resource fit, and lack of accountability.
- CSR emerged in the 1960s as companies faced increasing pressure to address harmful impacts of operations traditionally handled by governments.
- CSR can be defined as accommodating corporate behavior to societal values and expectations beyond legal and economic requirements.
- There are arguments both for and against CSR, relating to profit maximization, resource fit with social issues, and lack of corporate accountability. However, CSR can also improve corporate image, attract employees, and minimize government intervention.
The document discusses corporate social responsibility (CSR) and defines it as emphasizing a company's obligations and accountability to society. It presents different frameworks for CSR, including corporate citizenship concepts, the business criticism/social response cycle, and Carroll's four-part definition identifying economic, legal, ethical and discretionary responsibilities. The document also outlines arguments for and against CSR, and states that in the 21st century, businesses have a responsibility to contribute to social goals, insulate society from negative impacts, share benefits with stakeholders, and demonstrate that doing the right thing is profitable.
This document discusses corporate social responsibility (CSR) and how companies can use it as a business strategy to build trust and improve reputation. It defines CSR and notes that while there is no single definition, it generally refers to a company's commitment to operate ethically and contribute to economic and social development. The document also discusses the debate around CSR, with some arguing that a company's only responsibility is to maximize profits, while others believe companies should also consider social and environmental impacts. It presents research finding that the majority of global CEOs expect CSR practices to influence purchasing decisions. Additionally, it provides examples of how companies implement CSR through various initiatives and notes that consistent CSR commitment can help build a strong brand and reputation over the long run.
This document provides an overview of corporate social responsibility (CSR). It defines CSR according to literature and discusses stakeholder theory. The document outlines reasons why businesses engage in CSR, such as reputation and avoiding regulation, and perspectives on CSR, such as instrumental vs political views. It also discusses criticisms of CSR, including that it can be used for propaganda or public relations purposes to draw attention away from negative business practices. The document cautions that while CSR initiatives have value, organizations ultimately operate to maximize profits for owners. It encourages critically examining how companies adopt and implement CSR.
Corporate Social Responsibility presentation - BAF 2Jay Mehta
This chapter discusses corporate social responsibility and related concepts. It defines corporate social responsibility as consisting of economic, legal, ethical and discretionary responsibilities. It differentiates social responsibility, which is about obligations, from social responsiveness, which is about taking action. Corporate social performance refers to the outcomes and results of corporate social activities. The chapter outlines the historical development of corporate social responsibility and provides arguments both for and against it. It also discusses the relationships between social performance and financial performance.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
This document discusses corporate social responsibility (CSR). It defines CSR as a commitment by businesses to improve community well-being through voluntary practices and contributions. The document outlines the meaning of corporate and social aspects, as well as the accountability or responsibility between the two. It also discusses the importance and benefits of CSR, including attracting employees, improving reputation, and anticipating future legislation. Finally, it notes that companies adopting CSR should work to benefit society beyond legal obligations.
Fostering corporate social responsibility in sub saharan africaRuth Adams
The document discusses theories of corporate social responsibility (CSR) and their application in Sub-Saharan Africa. It argues that existing CSR theories do not fully capture the dynamics of CSR in Africa for several reasons: they overlook the role of socioeconomic context in determining CSR priorities and motivations; they overlook the influence of cultural norms; and they suggest a linear progression of CSR that does not match evidence from Africa. The document also examines current CSR initiatives in Africa and how they vary between large multinational corporations and small- and medium-sized enterprises.
CSR is an increasingly important topic for business students. This revision presentation explains the basic theory behind CSR and outlines the main arguments for and against implementing CSR. Various case studies are also provided together with links to further research.
Final group presentation web 2- friedmanLisaLisa10
This document provides a critical analysis of Milton Friedman's statement that "the social responsibility of business is to increase its profits." The analysis presents Friedman's argument and context, then discusses views on a company's social responsibilities. It argues that adopting a synergistic approach of increasing profits and social responsibility benefits stakeholders and the corporation more than a singular focus on profits. Examples are given of companies that successfully balance profits and social responsibility.
The document discusses corporate social responsibility from several perspectives:
1. It defines CSR as a business's commitment to operate in an economically, socially, and environmentally sustainable manner while balancing stakeholder interests.
2. Businesses traditionally focused on profit maximization and shareholder value, but now have broader responsibilities to stakeholders and society through ethical practices, legal compliance, and contributing to economic development.
3. CSR has evolved from profit-centric and stakeholder models to one where businesses proactively address social issues like poverty, education, health, and the environment to improve quality of life.
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1. Corporate Social Responsibility
(CSR)
Preliminary definitions of CSR
Introduction to Corporate Social • The impact of a company’s actions on society
Responsibility • Requires a manager to consider his acts in
(CSR) terms of a whole social system, and holds him
responsible for the effects of his acts
anywhere in that system
Corporate Social Responsibility (CSR)
Corporate Social Responsibility
Business Criticism/ Social Response Cycle
(CSR) Factors in the Societal Environment
Corporate Citizenship Concepts Criticism of Business
• Corporate social responsibility – emphasizes Increased concern A Changed
for the Social Environment
obligation and accountability to society Social Contract
• Corporate social responsiveness – emphasizes Business Assumption of Corporate Social Responsibility
action, activity Social Responsiveness, Social Performance, Corporate Citizenship
• Corporate social performance – emphasizes A More Satisfied Society
outcomes, results Fewer Factors Leading Increased Expectations Leading
to Business Criticism to More Criticism
Corporate Social Responsibility Corporate Social Responsibility
(CSR) (CSR)
Historical Perspective Historical Perspective
• Economic model – the invisible hand of the • Modified the economic model
marketplace protected societal interest – Philanthropy
• Legal model – laws protected societal interests – Community obligations
– Paternalism
2. Corporate Social Responsibility Corporate Social Responsibility
(CSR) (CSR)
Historical Perspective
Historical Perspective From the 1950’s to the present the concept
• What was the main motivation? of CSR has gained considerable acceptance
– To keep government at arms length and the meaning has been broadened to
include additional components
Corporate Social Responsibility Corporate Social Responsibility
(CSR) (CSR)
Evolving Viewpoints
Evolving Viewpoints
• CSR considers the impact of the company’s
actions on society (Bauer) • CSR mandates that the corporation has not
only economic and legal obligations, but also
• CSR requires decision makers to take actions certain responsibilities to society that extend
that protect and improve the welfare of
beyond these obligations (McGuire)
society as a whole along with their own
interests (Davis and Blomstrom)
Corporate Social Responsibility Corporate Social Responsibility
(CSR) (CSR)
Evolving Viewpoints Carroll’s Four Part Definition
• CSR relates primarily to achieving outcomes from • CSR encompasses the economic, legal, ethical
organizational decisions concerning specific issues
and discretionary (philanthropic) expectations
or problems, which by some normative standard
have beneficial rather than adverse effects upon
that society has of organizations at a given
pertinent corporate stakeholders. The normative point in time
correctness of the products of corporate action have
been the main focus of CSR (Epstein)
4. Corporate Social Responsibility (CSR) Corporate Social Responsiveness
Business Responsibilities in the 21st Century
• Demonstrate a commitment to society’s values and Evolving Viewpoints
contribute to society’s social, environmental, and
economic goals through action. • Ackerman and Bauer’s action view
• Insulate society from the negative impacts of • Sethi’s three stage schema
company operations, products and services.
• Frederick’s CSR1, CSR2, and CSR3
• Share benefits of company activities with key
stakeholders as well as with shareholders. • Epstein’s process view
• Demonstrate that the company can make more
money by doing the right thing.
Corporate Social Performance Corporate Social Performance
Carroll’s CSP model integrates economic concerns
into a social performance framework
Extensions and Reformulations
• Wartick and Cochran’s extensions
• Wood’s reformulations
• Swanson’s Reorientation
Corporate Social Performance
Corporate Social Performance
Nonacademic Research
• Fortune's ranking of most and least admired
corporations
• Council on Economic Priorities Corporate
Conscience Awards
• Business Ethics Magazine Awards
• WalkerInformation’s Research on the impact
of social responsibility
5. Corporate Citizenship Social—and Financial—Performance
Perspective 1: CSP Drives the Relationship
Corporate citizenship embraces all the facets of Good Corporate
Social Performance
Good Corporate
Financial
Good Corporate
Reputation
Performance
corporate social responsibility, responsiveness
and performance Perspective 2: CFP Drives the Relationship
Good Corporate Good Corporate
Good Corporate
Financial Social
Reputation
Performance Performance
Perspective 3: Interactive Relationship Among CSP, CFP, and CR
Good Corporate
Good Corporate Good Corporate
Financial
Social Performance Reputation
Performance
Social and Financial Performance Socially Conscious or Ethical
A Multiple Bottom-Line Perspective Investing
Social screening is a technique used to
screen firms for investment purposes
Selected Key Terms
• Business for Social • Economic, legal, ethical
Responsibility and discretionary
• Community obligations responsibilities
• Corporate Citizenship
• Paternalism
• Corporate social
responsibility Corporate • Philanthropy
social responsiveness • Pyramid of CSR
• Corporate social • Socially conscious
performance
investing