Содержание
- 2. Agenda Corporate Social Responsibility
- 3. Corporate Social Responsibility Concepts, key issues, context Key CSR drivers Implications for enterprise Implications for development
- 4. Main Concepts of CSR Social Contract (Donaldson, 1982; Donaldson and Dunfee, 1999) – There is a
- 5. Main Concepts of CSR CSR = political economy The rights and responsibilities assigned to private industry.
- 6. Key Issues in CSR Labour rights: child labour forced labour right to organise safety and health
- 7. Context Globally Liberalisation of markets – reduction of the regulatory approach Emergence of global giants, consolidation
- 8. Key drivers of CSR Around the world NGO Activism Responsible investment Litigation Gov & IGO initiatives
- 9. Key Drivers: NGO Activism Facilitators: IT (esp Internet), media, low cost travel Boycotts, brand damage, influence
- 10. Domino Effect in the US Wood Products Industry: 7 out of top 10 shift policy on
- 11. Key Drivers: Responsible Investment Roots of: South Africa Apartheid Divestment Significant size: US SRI = 2.3
- 13. Signatories will 1 …incorporate ESG issues into investment analysis and decision-making processes. 2 …be active owners
- 14. Asset owners. Do you expect to implement ESG policies in your emerging market investments? Investor opinion
- 15. Foreign Direct Liability Alien Tort Claims Act (ATCA): human rights, environmental rights Unocal Burma Coca-Cola Columbia
- 16. United Nations Initiatives UN Global Compact UN Principles for Responsible Investment UNEP Equator Principles ILO Tripartite
- 17. Implications for Enterprises The Extended Firm Regional Plants / JV Partners Suppliers / Distributors New social
- 18. Implications for Enterprises: TNC as an “organ of society” “every individual and every organ of society
- 19. Implications for Enterprises: CSR Management How do companies address socio-environmental & legal compliance issues? Policies -
- 20. CSR Management: Systems approach Sustainable business development does not come about of its own accord. Rather,
- 21. CSR Management: Management structure Example: Chiquita
- 22. CSR Management: Plan, Do, Check, Act method Plan Consult stakeholders Establish code of conduct Set targets
- 23. Code of Conduct: Widespread adoption among TNCs Adoption of… More than half of the 100 largest
- 24. Code of Conduct: Issue emphasis varies by industry Source: OECD 1999 survey of 233 codes
- 25. Code of Conduct: Emerging consensus on key issues Source: Conference Board 1999, Survey of 123 Codes
- 26. Code of Conduct: Cascade effect Source: OECD 1999 survey of 233 codes
- 27. Code of Conduct: Cascade effect Source: Conference Board 1999, Survey of 123 Codes
- 28. Sphere of Influence Who – is to be influenced?
- 29. Sphere of Influence What – issues are to be influenced?
- 30. Sphere of Influence How – are those issues to be influenced?
- 31. Sphere of Influence Example: Mattel Who: suppliers, JVs and branch plants What: OSH How: focus on
- 32. CSR Management: Governing the value chain
- 33. Compliance Management: Management by certification Introduced 1998 By 2005: 763 factories, 47 countries Introduced 1995 By
- 34. Compliance Management: Management by certification ISO 26000: Social Responsibility To be Introduced in 2009 or 2010
- 35. Principles of SR 1. Ethical behaviour 2. Respect for rule of law 3. Respect for international
- 36. CSR Management: Supply chain specific
- 37. CSR Management: CSR reporting becomes ‘mainstream’ % of Large Firms Issuing a CSR Report 64%
- 38. CSR Management: Emerging standards in CSR Reporting Global Reporting Initiative (GRI) A multi-stakeholder initiative www.globalreporting.org International
- 39. Implications for Development CSR ‘cascade effect’ on members of the global value chain labour conditions (e.g.
- 40. Implications for Development: CSR management CSR performance among 100 emerging market enterprises Source: UNCTAD, 2008
- 41. Implications for Development: CSR management CSR performance among 100 emerging market enterprises Source: UNCTAD, 2008
- 42. Implications for Development: CSR management CSR performance among 100 emerging market enterprises Source: UNCTAD, 2008
- 43. Implications for Development: is CSR good for growth? “…[CSR] is liable to hold back the development
- 44. Implications for Development: Experiments in quantification Does an increase in CSR correspond with an increase in
- 45. Implications for Development: Experiments in quantification Does an increase in CSR correspond with a decrease in
- 46. Thank you Dr. Anthony Miller United Nations Conference on Trade and Development anthony.miller@unctad.org
- 47. Corporate Social Responsibility
- 48. CSR a) EMPHASIS ON FAIRNESS b) HISTORICAL OVERVIEW c) POLITICAL CONTINUUM: stakeholder---------------------------------------------minimalist [left] [right]
- 49. Isn’t this what we have laws for? THE LAW IS NECESSARY BUT INSUFFICIENT a) THE LAW
- 50. Economic Responsibilities Legal Responsibilities Social Responsibilities Ethical Responsibilities
- 51. In Context Community in a pre-modern, modern and postmodern world Or… why we expect more from
- 52. Pre-modern TRADITIONAL ENTREPENEURIAL Power goes to those who succeed in “the jungle” Authority resides in those
- 53. Modern COMMUNITY OF RATIONAL RULES i) BUREAUCRATIC ii) SCIENTIFIC MANAGEMENT iii) RELIANCE ON "EXPERTS" iv) COMPREHENSIVE
- 54. Postmodern COMMUNITY OF FLEETING EXCHANGES i) NEED TO INTERPRET ii) NEED TO BUILD CONSENSUS iii) LOOSE
- 55. Take a guess… This is from the "Ottawa Citizen": Can you imagine working for a company
- 56. CSR Models
- 58. The Case for the Minimalist
- 59. Minimalist CSR a.k.a.- traditional stockholders model, fundamentalism, Libertarian Friedman PREMISES -Shareholders 1st -Obey the law -Private
- 60. Minimalist critiques of other models THEY DISTRACT FROM PROFIT MOTIVE THEY ARE SOCIALISTIC "PUBLIC GOOD" IS
- 61. Self-interest Defining “Me”
- 62. Self-Interested CSR PREMISES GOOD MOTIVES NOT ENOUGH PROFITS & COMMUNITY CULTIVATING PHILANTHROPY REPUTATION
- 63. Critiques of other perspectives MINIMALIST IS TOO RIGID ALL OTHERS IGNORE PROFIT
- 64. Ford: “we endeavor to become a leading contributor to a more sustainable world”…”The Ford Motor Company
- 65. Social Contract
- 66. SOCIAL CONTRACT CSR PREMISES CORPORATION AS "MORALPERSON" IMPLICIT & EXPLICIT CONTRACT WITH SOCIETY WITH POWER COMES
- 67. Critique of alternate 1ST 2 MODELS FOCUS TOO MUCH ON PROFIT
- 68. Example LEAKY" CONDO PLAYERS LACKED A SENSE OF "IMPLICIT" CONTRACT WITH SOCIETY … developers “put a
- 69. Stakeholder Management
- 70. 3 STAKEHOLDER GROUPS: *PRIMARY [ECONOMIC] *SECONDARY [SOCIO POLITICAL] * TERTIARY [POWERLESS]
- 71. Critiques of alternatives 1ST 2 MODELS TOO PROFIT-FOCUSED -S-C MODEL IS TOO VAGUE
- 72. Examples CITIZENSBANK SHELL
- 73. STAKEHOLDER STEWARDSHIP
- 74. Stakeholder Stewardship PREMISES -CARING FOR TERTIARY -HELP NON-BENEFICIAL PARTIES -HOLD IN TRUST -ASPIRE TO HIGH IDEALS
- 75. Critiques of alternate -1ST 2 MODELS TOO PROFIT-FOCUSED -S-C MODEL TOO VAGUE STAKEHOLDER MODEL NOT AMBITIOUS
- 76. Example Ben and Jerrys “Ben & Jerry’s Head of Social Mission has returned from a two-week
- 77. Issues of trust and change: Minimalist Participants Investors/ stockholders Owners / managers Change Issues Hyper competition
- 78. Issues of trust and change: Self Interested Model Participants Program advocates Owners / managers Change Issues
- 79. Issues of trust and change: Social Contract Participants Those with contracts with firm Owners / managers
- 80. Issues of trust and change: Stakeholder Management Participants Primary and secondary Owners / managers Change Issues
- 81. Issues of trust and change: Stakeholder Stewardship Participants Spokespersons for tertiary Owners / managers Change Issues
- 82. Modeling the context Premodern Minimalist Self Interested Modern The social contract Postmodern Stakeholder (management and stewardship)
- 83. Economic Responsibilities Legal Responsibilities Social Responsibilities Ethical Responsibilities
- 84. 1 Corporate Citizenship, Social Responsibility, Responsiveness, and Performance 2
- 85. 2 Chapter Two Objectives Explain corporate social responsibility (CSR) Provide business examples of CSR Differentiate social
- 86. The CSR Concept Arguments For and Against Corporate Social Responsibility Corporate Social Responsiveness Corporate Social Performance
- 87. Introduction to Chapter Two The focus in this chapter is on corporate social responsibility, which involves
- 88. Corporate Social Responsibility (CSR) Preliminary definitions of CSR The impact of a company’s actions on society
- 89. Corporate Social Responsibility (CSR) Corporate Citizenship Concepts Corporate social responsibility – emphasizes obligation and accountability to
- 90. Corporate Social Responsibility (CSR) Business Criticism/ Social Response Cycle Factors in the Societal Environment Criticism of
- 91. Corporate Social Responsibility (CSR) Historical Perspective Economic model – the invisible hand of the marketplace protected
- 92. Corporate Social Responsibility (CSR) Historical Perspective Modified the economic model Philanthropy Community obligations Paternalism
- 93. Corporate Social Responsibility (CSR) Historical Perspective What was the main motivation? To keep government at arms
- 94. Corporate Social Responsibility (CSR) Historical Perspective From the 1950’s to the present the concept of CSR
- 95. Corporate Social Responsibility (CSR) Evolving Viewpoints CSR considers the impact of the company’s actions on society
- 96. Corporate Social Responsibility (CSR) Evolving Viewpoints CSR mandates that the corporation has not only economic and
- 97. Corporate Social Responsibility (CSR) Evolving Viewpoints CSR relates primarily to achieving outcomes from organizational decisions concerning
- 98. Corporate Social Responsibility (CSR) Carroll’s Four Part Definition CSR encompasses the economic, legal, ethical and discretionary
- 99. Corporate Social Responsibility (CSR) Carroll’s Four Part Definition Understanding the Four Components Business and Society: Ethics
- 100. Pyramid of CSR Philanthropic Responsibilities Be a good corporate citizen. Ethical Responsibilities Be ethical. Legal Responsibilities
- 101. Corporate Social Responsibility (CSR) CSR in Equation Form Is the Sum of: Economic Responsibilities (Make a
- 102. Corporate Social Responsibility (CSR)
- 103. Corporate Social Responsibility (CSR) Arguments Against Restricts the free market goal of profit maximization Business is
- 104. Corporate Social Responsibility (CSR) Arguments For Addresses social issues business caused and allows business to be
- 105. Corporate Social Responsibility (CSR) Business Responsibilities in the 21st Century Demonstrate a commitment to society’s values
- 106. Corporate Social Responsiveness Evolving Viewpoints Ackerman and Bauer’s action view Sethi’s three stage schema Frederick’s CSR1,
- 107. Corporate Social Performance Carroll’s CSP model integrates economic concerns into a social performance framework
- 108. Corporate Social Performance Extensions and Reformulations Wartick and Cochran’s extensions Wood’s reformulations Swanson’s Reorientation
- 109. Corporate Social Performance
- 110. Corporate Social Performance Nonacademic Research Fortune's ranking of most and least admired corporations Council on Economic
- 111. Corporate Citizenship Corporate citizenship embraces all the facets of corporate social responsibility, responsiveness and performance
- 112. Social—and Financial—Performance Good Corporate Social Performance Perspective 1: CSP Drives the Relationship Good Corporate Financial Performance
- 113. Social and Financial Performance A Multiple Bottom-Line Perspective
- 114. Socially Conscious or Ethical Investing Social screening is a technique used to screen firms for investment
- 115. Selected Key Terms Business for Social Responsibility Community obligations Corporate Citizenship Corporate social responsibility Corporate social
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