Lecture One: Introduction to Corporate Responsibility (2011 class)
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A lecture looking at the history, drivers and actions around the development and expansion of the corporate responsibility movement/trend post WWII to present day.
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Similar to Lecture One: Introduction to Corporate Responsibility (2011 class)
Lecture One Introduction To Cr
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A new direction for CSR the shortcomingsof previous CSR mod.docx
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.
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2) Details on the methodology and limitations of the research presented.
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4) Discussion of definitions of CSR and debates around the topic.
5) Examination of contemporary social issues and how CSR relates to environmental, global, and technology issues.
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Corporate Social Responsibility Presentation
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This article is published in a peer-reviewed section of the Ut.docx
This article is published in a peer-reviewed section of the Utrecht Law Review
51
Four Case Studies on Corporate Social Responsibility:
Do Conflicts Affect a Company’s Corporate Social
Responsibility Policy?
Cristina A. Cedillo Torres,
Mercedes Garcia-French,
Rosemarie Hordijk,
Kim Nguyen, Lana Olup*
http://www.utrechtlawreview.org | Volume 8, Issue 3 (November) 2012 | URN:NBN:NL:UI:10-1-112903 |
1. Introduction
1.1. Background and objectives
This article will discuss the different Corporate Social Responsibility (CSR) issues that emerged within
four multinationals (Apple, Canon, Coca-Cola and Walmart). There is no clear definition of CSR. In
Corporate Social Responsibility, Legal and semi-legal frameworks supporting CSR Lambooy gives an
overview of several definitions of CSR.1 The European Commission defines CSR as ‘the responsibility
of enterprises for their impacts on society’.2 This is the definition which is the most suitable for the
context of the article’s research question. As this article will focus on companies from the US and Japan,
the authors also provide an overview of the focus on CSR from the US and Japanese perspective. In the
US there is no governmental regulation regarding CSR or business best practices. Instead, according
to findings from Bennett American, companies have a marked tendency to use codes of conduct.3 The
American CSR perspective could be described as following a principles-based approach, with codes of
conduct that prescribe values and principles which company members as a whole should aspire to follow.
In contrast, Japanese companies prefer to focus on areas where their contributions can be statistically
measured. Interest in social aspects of CSR is significantly less pronounced than in other industrialized
countries.4 In Japan there are no specific provisions regulating CSR. However, the 1988 law that promotes
specific non-profit activities is of major significance in this context.5
Early notions of CSR on an academic level can be traced back to the 1960s. In 1991 Carroll presented
CSR as a multi-layered concept that consists of four interrelated aspects: economic, legal, ethical and
philanthropic responsibilities.6 Carroll proposed a pyramid that analyses the dimension of CSR. It starts
* C.A. Cedillo Torres MA, LLM, [email protected]; M. Garcia-French LLM, [email protected]; R.M. Hordijk LLM,
MA, is a researcher at the Molengraaff Institute for Private Law, at Utrecht University School of Law, Utrecht (the Netherlands),
[email protected]; P.K. Nguyen LLM, [email protected]; L. Olup LLM, [email protected] The research for this
article ended on 30 June 2012. For further information on this article please contact: Rosemarie Hordijk, e-mail: [email protected]
1 T.E. Lambooy, Corporate Social Responsibility. Legal and semi-legal frameworks supporting CSR, 2010, pp. 10-12.
2 European Commission, Communication from the Commission to the European Economic and So.
Journal ofMarketingManagement, 2013Vol. 29,Nos. 11–12, 1277–.docx
Journal ofMarketingManagement, 2013
Vol. 29,Nos. 11–12, 1277–1307, http://dx.doi.org/10.1080/0267257X.2013.798675
From conspicuous to considered fashion:
A harm-chain approach to the responsibilities of
luxury-fashion businesses
MarylynCarrigan,CoventryUniversityBusinessSchool,UK
CarolineMoraes,CoventryUniversityBusinessSchool,UK
MorvenMcEachern,University of Salford,UK
Abstract Throughout the marketing literature, little attention has been paid to
the responsibilities of luxury-fashionbusinesses.HarnessingPolonsky,Carlson,
and Fry’s harm chain, the extended harm chain, and the theoretical lens of
institutional theory, this conceptual paper explores a systematicway to examine
thepotential forvalueco-creation, theharmfuloutcomeslinkedtoluxury-fashion
marketing activities, and how those harms might be addressed. Our analysis
identifies a number of harms occurring throughout the luxury-fashion supply
chain. The paper concludes by urging luxury-fashion businesses to sustain their
success through ‘deep’ corporate social responsibility (CSR), adding voice to
the developing conversation that seeks to change the scope of the critique of
marketing practice beyond the economic and competitive advantages that CSR
delivers.
Keywords harm chain; value co-creation; institutional theory; luxury fashion;
corporate social responsibility
Introduction
Luxury-fashion businesses enjoy high profiles worldwide and have a reputation as
leaders in the fashion marketing industry through their excellence in quality and
design. However, despite being at the cutting edge in areas such as creativity and
merchandising, critics suggest that luxury-fashion businesses are laggards when it
comes to conducting their activities in a socially and environmentally responsible
manner (Charles, 2010; Nair, 2008; Siegle, 2009). Maon, Lindgreen, and Swaen
(2009) emphasise the dangers of ignoring social responsibility pressures and that
corporate social responsibility (CSR) has now moved from a position of ideology
to reality, thus representing ‘an important dimension of contemporary business
practices’ (p. 71).
Luxury-fashion businesses deliver products and brands whose ownership
communicates a social relevance for consumers that satisfies both material and
symbolic needs (Brun et al., 2008; Danziger, 2005). Mass-market fashion is
characterised by low costs, global operations, and numerous customers, while
©2013WestburnPublishersLtd.
1278 Journal ofMarketingManagement, Volume29
traditionally luxury fashion provided geographically centralised, exclusive, expensive
products to an elitist consumer segment (Djelic & Ainamo, 1999). Today ‘luxury for
the masses’ (Silverstein & Fiske, 2003) is delivered through a broader consumer base,
but the distinct characteristics of heritage, premium quality, design, exclusivity, and
aesthetic value remain (Brun et al., 2008; Djelic & Ainamo, 1999). With a potentially
significant role to play in moving fashion towards a more responsible futur ...
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Business case for corporate social responsibility ijmr
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Social responsibility in the textile and clothing industry
A small presentation aiming at showing major problems that affect the clothing and textile industry everyday, since many should be more aware on the social impact of these issues.
205 412-1-pb
This document provides an overview of four case studies examining the corporate social responsibility (CSR) policies and conflicts faced by Apple, Canon, Coca-Cola, and Walmart. It discusses a CSR conflict faced by each company and how it affected their CSR policies. For Coca-Cola, the summary discusses the conflict over pesticides found in its beverages in India in 2003, the investigations that followed, and how Coca-Cola established measurable CSR goals and sustainability reporting after this conflict.
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Journal ofMarketingManagement, 2013Vol. 29,Nos. 11–12, 1277–.docx
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Beyond mimicry: a critique of “Social Responsibility” in cooperatives
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Business case for corporate social responsibility ijmr
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Social responsibility in the textile and clothing industry
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Business/NGO Engagement and Partnerships Presentation February 2011
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