scholarly journals A logical response to corporate social responsibility

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Robert Kowalski
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Management ◽  
Corporate Citizenship ◽  
Social Responsiveness ◽  
Undue Influence ◽  
Bottom Line ◽  
Corporate Social Responsiveness ◽  
Corporate Social ◽  
Normative Considerations

Corporate social responsibility (CSR) is argued to be a flawed concept in the same way as sustainable development in that it seeks to combine two aspects which are incommensurable. Nevertheless CSR contains an expanding space for social and environmental concerns under the guise of stakeholder management which undoubtedly influences the commercial bottom line. It is proposed that the concept of corporate citizenship is separated from what is now termed corporate social responsiveness to encompass truly ethical and normative considerations which in business should be manifested by a wholehearted acceptance of the need for regulation, lobbying for the universality of that regulation and an avoidance of undue influence on government. Proper roles for the three partners in society, namely government, commerce and civil society are explored together with the nature of citizenship.

scholarly journals A logical response to corporate social responsibility

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Robert Kowalski
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Management ◽  
Corporate Citizenship ◽  
Social Responsiveness ◽  
Undue Influence ◽  
Bottom Line ◽  
Corporate Social Responsiveness ◽  
Corporate Social ◽  
Normative Considerations

Corporate social responsibility (CSR) is argued to be a flawed concept in the same way as sustainable development in that it seeks to combine two aspects which are incommensurable. Nevertheless CSR contains an expanding space for social and environmental concerns under the guise of stakeholder management which undoubtedly influences the commercial bottom line. It is proposed that the concept of corporate citizenship is separated from what is now termed corporate social responsiveness to encompass truly ethical and normative considerations which in business should be manifested by a wholehearted acceptance of the need for regulation, lobbying for the universality of that regulation and an avoidance of undue influence on government. Proper roles for the three partners in society, namely government, commerce and civil society are explored together with the nature of citizenship.

scholarly journals Corporate Social Responsibility: Past, Present, And Success Strategy For The Future

2017 ◽  
Vol 10 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Ahmad Ahmadian ◽  
Shahrzad Khosrowpour
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Strategy ◽  
Corporate Citizenship ◽  
Social Responsiveness ◽  
Strategic Philanthropy ◽  
Corporate Social Responsiveness ◽  
History Of ◽  
Corporate Social ◽  
Specific Interests

Recently, scholars and managers have devoted greater attention to corporate social responsibility (CSR) and its strategic implications. With more awareness surrounding the topic it would be expected for there to be a consensus on a definition, but as of yet none has been reached. The lack of a universally accepted definition has led some to define it as a term, a concept, a process, a theory, while others simply call it an activity or set of activities (Hazlett & Murray, 2007). CSR has been also captioned under many names. Terms such as corporate citizenship, global citizenship, corporate social responsiveness, strategic philanthropy, and even spiritual capitalism are sometimes used interchangeably, depending on the organization to use it. Often, these numerous monikers and interpretations lead to confusion amongst those intending to study or implement the practice into their business strategy. This uncertainty on how CSR should be defined has led some academics and practitioners to believe that the concept is void of any definition. Contrary to this belief, others find that there is an overabundance of definitions; many of which are “often biased toward specific interests and thus prevent the development and implementation of the concept” (Dahlsrud, 2008). Our study focuses on the importance of CSR and why it’s becoming so prevalent in any organizations. By studying the history of CSR, its many definitions, as well as its implementation methods, we attempt to suggest strategic alternatives for an effective corporate social responsibility.  

HP: Imprinting the Global Health Sector

2017 ◽  
pp. 1-15
Author(s):  
Jamie Jones ◽  
Grace Augustine
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Impact ◽  
Social Innovation ◽  
Corporate Citizenship ◽  
Health Sector ◽  
Pilot Project ◽  
Bottom Line ◽  
Cost Center ◽  
Corporate Social

Hewlett-Packard (HP) had a long history of engaging in corporate citizenship, dating back to its founding. By 2009, however, under the leadership of its latest CEO, Mark Hurd, the company had lost its focus on corporate social responsibility (CSR). Hurd instead focused on undertaking a financial turnaround and overcoming other reputational challenges; he viewed CSR and philanthropic efforts as costs rather than as strategic levers. He instituted widespread cost-cutting measures to get HP back on track, including reducing CSR expenditure. The HP board, however, did not want to let CSR go by the wayside; in fact, it wanted HP to reorganize and restrategize its approach to corporate citizenship.The case focuses on this strategic transformation from traditional, cost-center CSR to business-aligned social innovation. It outlines the details of the board's approval of the new strategy, and then discusses how HP employees worked to reorganize their CSR activity. The new team, the Office of Global Social Innovation (OGSI), had to devise a pilot project to demonstrate the new approach. The project under consideration was an engagement that would improve the early infant diagnosis process for testing infants for HIV in Kenya—an area virtually unknown to HP. The case asks students to assess the work of the OGSI team thus far, and to put themselves in the shoes of one team member who had to justify the project to HP's leadership.The case is especially important for demonstrating the most recent shifts across some leading companies regarding how they position CSR, as well as how for-profit leaders can structure partnerships for impact.After reading and analyzing the case, students will be able to: understand current shifts from traditional corporate social responsibility work to social innovation; understand the challenges facing leading companies as they seek to do well (enhance the company's bottom-line performance) by doing good (making social impact); identify best practices for developing partnerships for impact; articulate a project's social impact and how it aligns with a desirable business impact.

Profiting on purpose: creating a master narrative

2016 ◽  
Vol 37 (4) ◽  
pp. 47-51 ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Corporate Social Responsibility ◽  
Best Practices ◽  
Social Responsibility ◽  
Corporate Philanthropy ◽  
Corporate Citizenship ◽  
Secondary Source ◽  
Master Narrative ◽  
Bottom Line ◽  
Content Type ◽  
Corporate Social

Purpose The purpose of this paper is to examine the origins of and current practices in corporations seeking to define themselves as “purpose-driven”. The literature suggests that consumers, in particular Millennials, are attracted to companies that define themselves in this way both in terms of their buying behaviors and as places they would wish to work. The author also wanted to examine whether this trend represented a significant departure from previous activities in corporate citizenship, corporate social responsibility, sustainability or the triple bottom line. Design/methodology/approach This viewpoint reviewed the history of corporate philanthropy and social commitments from the 1880s to today to identify trend waves in this category. The author then examined some current examples of “purpose-driven” behavior to identify best practices. Findings The author found that there is considerable confusion in the marketplace about what constitutes best practices in corporate citizenship. The author also found that the outputs from preceding waves of corporate citizenship have created atomized pockets of similar activities in individual companies that either overlapped or were at odds with each other. This analysis suggested that there were four key requirements for companies trying to maintain a purpose-driven corporate brand: long-term commitment, authenticity, that they be employee-driven and be based on collaboration. Research limitations/implications The viewpoint was based on secondary source material and did not involve any primary research. Practical implications By identifying some core principles for purpose-driven activity, the viewpoint will help companies create and effectively maintain a master narrative. Social implications This review of corporate social responsibility will also create framework for thinking about the appropriate balance between the social and profit-driven motives of today’s corporations. Originality/value The author believes that this viewpoint is the first to examine the entire spectrum of corporate social commitment from both a historical and contemporary perspective.

Should pharmaceutical companies engage in corporate social responsibility?

2017 ◽  
Vol 36 (1) ◽  
pp. 58-70 ◽  
Author(s):  
Maung Min ◽  
Francois Desmoulins-Lebeault ◽  
Mark Esposito
Keyword(s):  
Corporate Social Responsibility ◽  
Pharmaceutical Industry ◽  
Social Responsibility ◽  
Positive Impact ◽  
Stakeholder Management ◽  
Pharmaceutical Companies ◽  
Company Size ◽  
Bottom Line ◽  
Content Type ◽  
Corporate Social

Purpose The purpose of this paper is to investigate whether corporate social responsibility (CSR) really adds value to corporate financial performance (CFP) in the pharmaceutical industry. Most pharmaceutical companies currently practice CSR by taking a “triple bottom line” approach of environmental, social, and economic strategies to manage their businesses and produce an overall positive impact. Design/methodology/approach A survey was developed based on professional experience, Carroll’s construct, the study’s hypotheses, and industry studies. The survey, composed of 45 questions using a seven-point Likert scale, was conducted among pharmaceutical professionals to evaluate whether CSR affects performance. Responses totaling 140, including 20 companies, were coded, taking into account the respondent’s corporate position and firm size. Findings Survey respondents strongly agreed that CSR adds value to CFP and should be viewed as a long-term investment. CSR programs should be implemented regardless of company size. CSR is effective because it invests in stakeholder management, such as with customers, government, investors, and activists, creating positive relationships which improve reputation and profitability. Research limitations/implications This perception study shows the need for further quantitative analysis of CSR and CFP metrics specific to the pharmaceutical industry. Practical implications CSR programs should be implemented regardless of company size, and sheer size does not dictate whether CSR programs can be successful. This paper also sheds light on potential managerial implications that originate from these findings that may help pharmaceutical companies manage their scarce resources more effectively. Social implications In today’s competitive economic environment, where increasingly stakeholders including investors scrutinize pharmaceutical firms’ environmental and social performance, CSR is a crucial strategy. The findings can help corporate managers make strategic CSR decisions to optimize benefits for their organization. Originality/value While numerous studies have addressed the link between CSR and corporate performance across industries, definitive studies have not examined the pharmaceutical industry.

Corporate Social Responsibility und Medienunternehmen

2008 ◽  
Vol 5 (2) ◽  
pp. 35-41
Author(s):  
Matthias Karmasin ◽  
Peter Strahlendorf ◽  
Florian Nehm
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Shareholder Value ◽  
Social Responsiveness ◽  
Corporate Social

Die Fähigkeit eines Unternehmens, über den Tellerrand des rein wirtschaftlichen Handelns hinauszublicken und sich als glaubwürdiges Glied in der Gesellschaft zu definieren, gilt als zunehmend wichtiger Erfolgsfaktor. Als ungenügend wird die enge opportunistische Ausrichtung des Managementhandelns auf den Shareholder Value gegeißelt. Der Gesellschaft wird die Legitimation zugesprochen, die Unternehmen darauf hin zu beurteilen, ob sie in ihren Aktivitäten moralischen Grundsätzen standhalten und zu einem „guten“ gesellschaftlichen Leben beitragen. Umgekehrt wird von den Unternehmen verlangt, diesen Beitrag zur „Social Responsiveness“ sichtbar zu machen, sich offen gegenüber der Unternehmensumwelt zu verhalten, ein ehrliches Verhalten an den Tag zu legen und auf die Interessen und Anliegen der Stakeholder konstruktiv einzugehen. Die nachfolgenden Standpunkte zum Thema CSR beleuchten die Thematik aus unterschiedlichen Perspektiven. Matthias Karmasin gibt einen methodischen Überblick über die Konzeptionen und Instrumente von CSR und verweist auf die hohe Verantwortung von Medien unternehmen, sich ernsthaft mit CSR auseinander zu setzen. Peter Strahlendorf zeigt auf, dass sich im Bereich der Medienunternehmen zahlreiche Beispiele für eindrucksvolle CSR-Aktivitäten finden lassen, dass teilweise aber auch Nach holbedarf, z. B. im Vergleich zur Industrie, besteht. Florian Nehm fokussiert den Blick auf das Nachhaltigkeitskonzept bei der Axel Springer AG.

Corporate Social Responsibility (CSR) & Education for Sustainable Development

2016 ◽  
Vol 2 (3) ◽  
pp. 112
Author(s):  
R.S.S. Nehru
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Local Community ◽  
Human Life ◽  
Knowledge Generation ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Strategic Csr ◽  
Corporate Social

Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large” According to World Business Council for Sustainable Development, In globalization era education plays a crucial role in building the society and Nation. India is the highest country in a number of universities which constitute more than seven hundred universities, including private, public and semi sectors. Despite India have more institutions and strategies for education still Indian education is not competitive and performing infancy stage as compared to world class level. Education has pivotal role in nation building and molding superb wings of human recourse. In globalized economy and the privatization the education have been transformed into rural or root level of sustainable development in all sorts of human life. Adopting a businesslike approach which emphasizes a strategic CSR is important to survival in this increasingly competitive arena. It does not appear as a surprise to see universities and colleges discover the opportunity to move the focus beyond the classrooms into their own institutional operations. Universities, colleges and schools are the centers of knowledge generation and sharing perform a very important role in addressing the Triple Bottom Line of the world’ socioeconomic and environmental issues by promoting sustainable solutions. This paper discusses the good CSR practices and some suggestions that can boost up the CSR management and make invites on education sector.

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