Corporate Social Responsibility and Sustainability in Corporate Strategy: Brazilian Cases Studies

Social Responsibility ◽

Corporate Strategy ◽

Raw Materials ◽

International Market ◽

The Other ◽

Sustainability Strategies ◽

Corporate Social ◽

Operational Processes ◽

Sustainability Model

The chapter presented the evolution of Corporate Social Responsibility and Sustainability concepts and frameworks developed in order to integrate them into management (norms, certifications, indicators, standards, reports and indexes). Then it presents 3 case studies of successful companies that are benchmarking references in CSR - Sustainability strategies and practices and how they achieved their results. The first one is Natura, from cosmetic sector, recognized for its pioneering role in socio-environmental activities and investments in product innovation, in particular the Ekos’ line that extracts raw materials from Amazon rainforest, while preserves it. The other two belong to agrobusiness sector. One is Native, brand of the Balbo Organization (1946), a traditional family for the sugar and ethanol sector. It had changed its operational processes and launched the Native brand for organic sugar. Today is a reference for the organic market, operating in 70 countries, being the world’s largest producer of organic sugar and alcohol. The other one is BSBIOS, a vertical company of agroenergy. Founded in 2005, today is the largest national producer of biodiesel to national and international market. They all attend to sustainability model, but it is embedded in different ways into their corporate strategy.

Case Study on the Implementation of G Company’s Strategic Corporate Social Responsibility

Journal of Business and Economics ◽

10.15341/jbe(2155-7950)/04.11.2020/002 ◽

2020 ◽

Vol 11 (10) ◽

pp. 398-409

Author(s):

Lu Sun ◽

◽

Yuan-Yuan Huang ◽

Yi-Ling Luo

Keyword(s):

Sustainable Competitive Advantages

Social Responsibility ◽

Corporate Strategy ◽

Listed Company ◽

Competitive Advantages ◽

Industrial Economics ◽

Whole Process ◽

G Company ◽

Corporate Social ◽

Over the years, scholars have verified that corporate social responsibility activities can bring sustainable competitive advantages to enterprise, but few have studied how to apply the corporate social responsibility theoretical framework to corporate activities. This paper selects G company, a listed company in China, as the case. It is an excellent company rated as “five-star social responsibility fulfillment enterprise” by CFIE (China Federation of Industrial Economics) from 2014 to 2017, we explore the way of combining social responsibility activities with corporate strategy, so as to provide experience and reference for other companies in fulfilling social responsibility continuously. We found that G company took the R&D of green silicone material products as the main driving force to fulfill its social responsibility, and closely combines its core business activities with social responsibility activities, runs the concept of social responsibility through the whole process of production and operation, and strives to build a social responsibility management mechanism with the characteristics of company, thus bringing sustainable competitive advantages of enterprise.

Analysis of social responsibility of mining companies in the international market

E3S Web of Conferences ◽

10.1051/e3sconf/202130301003 ◽

2021 ◽

Vol 303 ◽

pp. 01003

Author(s):

Olena Kozyrieva ◽

Nataliia Tkalenko ◽

Valentina Vyhovska ◽

Alina Pinchuk

Keyword(s):

Social Responsibility ◽

Corporate Sustainability ◽

International Market ◽

World Market ◽

The World ◽

Governance Practice ◽

Corporate Governance Practice ◽

The article proves that the implementation of the principles and use of the tools of corporate social responsibility can increase the reputation of the corporation and its activity in the world market. The purpose of the article is to substantiate and determine the role of corporate social responsibility of the mining and metals companies in ensuring and improving their reputation in the world market. The article substantiates that the low level of corporate governance practice and insufficient part of social contribution to the companies negatively affect formation of corporate social responsibility of the corporations. The article analyzes the indicators of Corporate sustainability and Transparency for 2018-2019 according to the professional rating of the largest Ukrainian mining and metals companies, based on leading international practices. The analysis of indicators made it possible to identify the proportional dependence of the reputation of the corporation on the measures of corporate social responsibility that the latter implements. It is determined on the basis of the study that corporate social responsibility is an effective tool to increase the competitiveness of mining and metals companies.

ANALISIS TERHADAP KETERBUKAAN INFORMASI PUBLIK PADA PERSEROAN TERBATAS YANG MELAKUKAN PENGUMPULAN DANA DONASI YANG DIDUGA DIGUNAKAN UNTUK PELAKSANAAN CORPORATE SOCIAL RESPONSIBILITY

Jurnal Hukum Adigama ◽

10.24912/adigama.v2i2.6537 ◽

2019 ◽

Vol 2 (2) ◽

pp. 366

Author(s):

Muhammad Rizqi ◽

Chandra Yusuf

Keyword(s):

Social Responsibility ◽

Public Information ◽

The Other ◽

Public Institution ◽

Legal Person ◽

Private Company ◽

Public Funds ◽

State Income ◽

Public Institution is a legal person under the Indonesian act number 14 year of 2008 about Public Information Openness. Under that act, Public Institution have an obligation to publish all the information on that regulation. Public Institution, under the Indonesian act of Public Information Openness means legislative, executive, judicative and any other institution who obtain operational funds from state income (ABPN) or regional income (APBD), public funds or foreign income. There’s an issue among Private Company and Public Information Commission, where the Private Company appointed as a Public Institution by the Judge from Indonesian Information Public Commission. There’s a gap on that dispute, because Private Company obeyed under the Indonesian act of Private Company number 40 year of 2007. The judge had consideration when decided Private Company to become a Public Institution, it’s because of that Private Company managed public donation and distribute that donation into several foundation. The other problem is the private company refused to be named as a Public Institution, so there’s no obligation for the private company to publish any information about the corporation.

Unfortunately, Ambiguities Still Abound in How We Conceptualize Corporate Social Responsibility

Industrial and Organizational Psychology ◽

10.1111/iops.12072 ◽

2013 ◽

Vol 6 (4) ◽

pp. 379-383 ◽

Cited By ~ 4

Author(s):

Paresh Mishra ◽

Gordon B. Schmidt

Keyword(s):

Social Responsibility ◽

The Other ◽

Organizational Success ◽

Positive Outcomes ◽

Corporate Social ◽

Product Strategies ◽

A Company

The idea of embedded versus peripheral corporate social responsibility (CSR) proposed by Aguinis and Glavas (2013) appears to be very intuitive and functional. After all, who can on face deny the argument that CSR will have the maximum positive outcomes when it is not just an add-on but is thoroughly integrated into the strategies, routines, and operations of the business? However, on closer inspection, there appear to be several problems with the embedded–peripheral dichotomy. Three major ambiguities of the embedded–peripheral dichotomy are focused on in this commentary. The first lies in the potential for significant ambiguity in whether a company falls in one category or the other based on how the totality of the organization's operations and functions are categorized. A company can have CSR built into their operations and strategies for part of their business (embedded) while have them not be built into their operations for different aspects of the operations or product strategies. The second ambiguity area is how CSR actions get defined as peripheral or embedded that does fit well with the actual importance level of the action to the organization. We look at an organization example (TOM Shoes) where peripheral CSR actions have significant impact on organizational success.

THE STUDY OF THE ROLE OF CORPORATE SOCIAL RESPONSIBILITY IN FORMING LONG-TERM COMPETITIVE ADVANTAGES OF BUSINESS

Russian science: actual researches and developments,Part 1 ◽

10.46554/russian.science-2020.03-1-302/305 ◽

2020 ◽

Author(s):

Tatiana Aleksandrovna Chizhova ◽

Keyword(s):

Social Responsibility ◽

International Market ◽

Competitive Advantages ◽

Market Expansion ◽

Today social responsibility is becoming an increasingly popular tool for market expansion - the results of numerous researches indicate that the presence or absence of a corporate social responsibility (CSR) policy in an organization has a significant impact on sales. For this reason, the study of the role of CSR in the formation of competitive advantages of companies in the long term in the international market is presented in this article.

Sustainable Intellectual Capital

Intellectual Capital Strategy Management for Knowledge-Based Organizations ◽

10.4018/978-1-4666-3655-2.ch009 ◽

2013 ◽

pp. 156-173

Author(s):

Camelia Iuliana Lungu ◽

Chirata Caraiani ◽

Cornelia Dascalu

Keyword(s):

Social Responsibility ◽

Intellectual Capital ◽

Corporate Strategy ◽

Assessment Model ◽

Global Reporting Initiative ◽

Transfer Of Knowledge ◽

Csr Reporting ◽

Reporting Requirements ◽

This chapter introduces and defines the concept of sustainable intellectual capital and proposes an assessment model designed on the base of the key performance indicators required by the Global Reporting Initiative (GRI). The research results presented in this paragraph are debated in relation to companies’ practice. They refer to possible ways of including the information on Intellectual Capital (IC) and Corporate Social Responsibility (CSR) reporting requirements within their corporate strategy. The conclusions enhance the need for companies to be ready to support the integration of information on intellectual capital and corporate social responsibility in the transfer of knowledge in order to develop competitive advantage in the market. This research can contribute in many different ways, such as the extensive development of literatures and studies on relationships between corporate social responsibility and intellectual capital, the development of the new concept: the sustainable intellectual capital, or the projection of corporate strategy. The findings can enlighten organizations that intellectual capital can be an important asset, which is beneficial in conducting corporate social responsibility.

Biomimetic Organisations: A Management Model that Learns from Nature

Sustainability ◽

10.3390/su12062329 ◽

2020 ◽

Vol 12 (6) ◽

pp. 2329

Author(s):

Edita Olaizola ◽

Rafael Morales-Sánchez ◽

Marcos Eguiguren Huerta

Keyword(s):

Social Networks ◽

Social Responsibility ◽

Circular Economy ◽

The Other ◽

Management Model ◽

Corporate Management ◽

Continuous Learning ◽

The Social ◽

Since the end of the last century, different approaches for corporate management have been appearing that try to incorporate the social advances that are being produced and disseminated thanks to the greater capacity of communication available through social networks and other traditional avenues. Among the best known are Corporate Social Responsibility, Sustainability, the Circular Economy, and Collaborative Economics. All of them add value to organisations, and all of them have a common characteristic: they are anthropocentric approaches. Our proposal goes a step further: we need a worldview that is capable of placing organisations in a position of continuous learning looking at nature, because it is the best way to integrate into it as a more ecosystem and thus achieve its flowering respecting the once to all the other subsystems that make up the planet: Organizational Biomimicry. This work compares the anthropocentric vision with the worldview at the same time that it offers a guide of the essential steps so that Organizational Biomimicry is the new model of corporate management.

Corporate Social Responsibility and Corporate Control: The Anglo-Iranian Oil Company, 1933–1951

Enterprise & Society ◽

10.1017/s1467222700010697 ◽

2011 ◽

Vol 12 (4) ◽

pp. 824-862

Author(s):

Neveen Abdelrehim ◽

Josephine Maltby ◽

Steven Toms

Keyword(s):

Social Responsibility ◽

Corporate Strategy ◽

Corporate Control ◽

Detailed Examination ◽

Annual Reports ◽

The Face ◽

Iranian Government ◽

Corporate Social ◽

Oil Company

A new conceptualization of corporate social responsibility (CSR) is presented as a means of asserting and maintaining corporate control in the face of political, economic, and social challenges. The Anglo-Iranian Oil Company (AIOC) applied different strategies to maintain control of its Iranian assets in the face nationalist demands—political and covert mechanisms, market based, resource access controls, and CSR programs. This paper investigates the third, and least explored, strand of their strategy. It identifies managerial strategies for CSR engagement with respect to three corresponding interest groups: politicians and diplomats, shareholders, and local employees, drawing on a variety of previously unused archival sources. From prior studies it is unclear whether the AIOC's CSR programs, for example, in employment and housing, were motivated by social improvement, its business agenda, or responses to legislative pressures from the Iranian government. A detailed examination of CSR policy and private correspondence between AIOC's senior executives about their negotiations with the Iranian government shows that they engaged in and reported voluntary CSR activities to strengthen their reputation and negotiating position but refused to compromise on aspects of CSR that threatened the existing managerial hierarchy of control. This interpretation is supported by a content analysis of the company's annual reports in the years before and after nationalization, revealing a choice of topics and language intended to support its self-presentation as a socially concerned employer. The results of this study have wider implications for understanding CSR reporting as a corporate strategy to enhance negotiating and bargaining positions.

Corporate social responsibility in state regulation of sustainable development

E3S Web of Conferences ◽

10.1051/e3sconf/20199108004 ◽

2019 ◽

Vol 91 ◽

pp. 08004

Author(s):

Elena Vorobey ◽

Liudmila Belosluttceva ◽

Olesya Fesenko

Keyword(s):

Public Relations ◽

Social Responsibility ◽

Social System ◽

State Regulation ◽

The Other ◽

The Public ◽

Social Burden ◽

Structural Parts ◽

The need of corporate social responsibility development is mostly explained with the fact that the states do not cope with the solution of problems of a social assistance of the population. But as the state undertakes all social burden of the population, the need for corporate social responsibility disappears. So, it is substantiate to adopt the other approach -the importance to proceed from essence of society as certain social system -system of people, their certain communities connected with each other by the public relations, and their interests. Stable, steady existence of this system is possible only at mutual adjustment of all its structural parts -adjustment of mutual interests.

Authenticity, Power, and Pluralism: A Framework for Understanding Stakeholder Evaluations of Corporate Social Responsibility Activities

Business Ethics Quarterly ◽

10.1017/beq.2016.60 ◽

2016 ◽

Vol 27 (1) ◽

pp. 99-123 ◽

Cited By ~ 18

Author(s):

Paul F. Skilton ◽

Jill M. Purdy

Keyword(s):

Social Responsibility ◽

The State ◽

The Other ◽

Socially Responsible ◽

Responsible Behavior ◽

State Of Power ◽

Distribution Of Power ◽

Corporate Social ◽

Systematic Explanation

ABSTRACT:We explore the essential contestedness of corporate social responsibility (CSR) by framing the interplay between CSR activities and stakeholder evaluations as a contest for jurisdiction over what it means to be socially responsible. This contest arises because firms and stakeholders are often guided by incompatible sensemaking systems. To show why context matters we show how stakeholders evaluate the authenticity of CSR activities on the basis of schemas for responsible behavior on one hand and their perceptions of firm identity on the other. This process can generate complex evaluations whose meaning depends on the distribution of power in fields and the extent to which pluralistic sensemaking systems are compatible. By positioning authenticity evaluations within a framework that describes the state of power and pluralism within which they are produced, we are able to present a systematic explanation of how and why stakeholder responses to CSR vary over a range of settings.