Professional Documents
Culture Documents
Synonyms
Brief History
CBSR
Introduction
The reason for the establishment of the CBSR is
harnessing the Power of Business to create
a better World.
Founded in 1995, Canadian Business for
Social Responsibility (CBSR) is the globally recognized source for corporate social responsibility
(CSR) in Canada and is part of a worldwide network that believes business success and responsibility go hand-in-hand.
Mission/Objectives/Focus Areas
CBSR is dedicated to providing thought-leadership, leading-edge research, and executive level
support that helps its members drive successful
CSR initiatives today and in the future. It works
collaboratively with business associations, government, academia, and NGOs to advance the
CSR agenda in Canada.
CBSRs dedicated Advisor team, through
Member Services and its Advisory Services consultancy, provides candid counsel on:
CSR strategy and performance measurement
Stakeholder engagement
292
Structure of Governance
CBSR governance model works with a Board of
Directors, President, and Chief Executive
Officer.
Capabilities Approach
www.cbsr.ca/resources.
Capabilities Approach
View on the Ground: CSR from a Capabilities
Approach
Carbon Capture
Aysen Muezzinoglu
Department of Environmental Engineering,
Dokuz Eylul University, Buca, Izmir, Turkey
Synonyms
Carbon capture and geological storage (CCGS);
Carbon capture and sequestration (CCS); Carbon
capture and storage
Definition
Carbon capture and storage abbreviated as
CCS refers to the method developed to stop carbon dioxide build-up in the atmosphere, the main
greenhouse gas that creates adverse effects on the
Carbon Capture
Introduction
Rapidly increasing quantities of carbon dioxide
(CO2) emissions contributed largely to global
climate change due to fossil fuel use and industrial processes during the last two centuries.
Carbon dioxide has the highest responsibility in
this although it is not the most powerful greenhouse gas for climate warming potential on a
molecule-by-molecule comparison. But because
of the relative significance of quantities of carbon
dioxide emissions, it is usually carbon dioxide
(CO2) that needs to be controlled.
It is known that the fossil energy sources will
not be altogether depleted soon. Even the oil,
although it is proposed that the peak oil year has
already passed on 2005, will continue to be used
for some more decades. That means that carbon
will continue to be emitted and must be held out
from the waste gas emissions. Besides the CO2
concentration in the atmosphere even today is too
high to be sustainable and must be sequestered to
avoid further detrimental changes in the natural
climatic balances. Finally some industries such as
cement, iron, and steel, etc., emit high CO2
concentrations, which are more easily captured
in more economical processes. Among all
carbon control techniques, carbon capture and
storage in geological formations (CCGS) is the
most commercially proven one, thanks to the
experiences of oil extraction and natural gas
processing sector. Several CCS plants of pilot
and demo sizes work in the world and try to
generate feasibility data in energy sector and
industrial plants.
293
Key Issues
Carbon Cycle
Carbon is the basic element in life forms on the
Earth. It is continuously transported between
the atmosphere, oceans, soils, rocks, etc., and
in biotic or abiotic forms in inorganic and
organic compounds. Thus, carbon continuously
undergoes physical/chemical or biological
changes through photosynthesis, respiration, and
decay in biological and physical/chemical pathways; this very powerful circulation is called the
carbon cycle. Carbon cycle is the most significant natural phenomenon on the Earth and it
includes many critical steps with different rates
determining the successive levels of energy and
food for life.
Carbon normally exists as carbon dioxide CO2
in the atmosphere. Although it is present at a very
small percentage in the air mixture (less than
0.03% before two centuries and presently nearly
0.04% by volume), it has a vital role. There are
also other carbon containing gas constituents of
natural origin in the air such as methane, carbon
monoxide, and vapors of resins. Particulate
matter may contain carbon in elemental (black
carbon, BC) or several different organic or inorganic forms, too. Although they are very active in
atmospheric physics and chemistry, too, they
exist in much smaller concentrations than CO2.
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Carbon Capture
Carbon Capture
photosynthesis by plants (both aquatic and terrestrial, also including the plankton masses), oceanic
capture in the carbonate chemistry, and
weathering of silicate rocks. These mechanisms
might be applied in enhanced forms by incorporating CO2 into the oceanic part of the carbon
cycle (Rau et al. 2007), or geochemically binding
with serpentinic rocks to transform it into carbonate minerals (Krevor and Lackner 2011).
Although the natural sinks mentioned have
very big capacity to uphold CO2 in the carbon
cycle, the pace of the chemical and biochemical
reactions at different layers of the oceans and
terrestrial rocks is not as high as the rate of
increase of emissions. Therefore, many decades
and even centuries is needed until the excess CO2
will eventually be captured only with these natural mechanisms. Until then increased atmospheric CO2 concentrations will go on for many
decades and even centuries at ever-increasing
rates. It is an inescapable result of heavy use of
carbon containing fuels that were buried under
the ground since geological times and it will
continue costing us the global climate change.
To cope with the increasing carbon dioxide
emissions of human activities it is imperative
that the high quantities of CO2 emissions must
be controlled. It has been shown that such high
and ever increasing levels of emissions of CO2
cannot be neutralized in any natural way within
a short period of time. Thus, the human activities
such as fossil fuel burning for heat and power,
transportation, industry, waste handling, space
heating, and cooling, etc., as well as existing
land-use practices are not sustainable. This is
severed by the deforestation and loss of green
areas for competitive uses.
The significance of added carbon as carbon
dioxide in the carbon cycle due to energy conversion and use, as well as industrial and similar
activities is very high. Therefore, mitigation of
CO2 emissions is of highest importance in our
efforts of preserving the natural climatic balances. Climate can be protected only by limiting
the quantity of anthropogenically emitted CO2.
Therefore, either the CO2 emissions must be
diminished and/or these natural mechanisms
must be enhanced to increase their rates by way
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296
Carbon Capture
Carbon Capture
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298
The Enhanced Oil Recovery (EOR): Beneficial use of CO2 in oil recovery is another
method involving beneficial use of CO2. This is
also a type of carbon capture in geological formations briefly mentioned above. Several pilot
programs are underway in various stages to test
the long-term storage of CO2 in non-oil producing geologic formations, too. Also known as
geo-sequestration, this method involves injecting
carbon dioxide, generally in supercritical form,
directly into underground geological formations.
Oil fields, gas fields, saline formations,
unminable coal seams, and saline-filled basalt
formations have been suggested as storage sites.
Algae cultivation: There is ongoing discussion on the economics and effectiveness of algal
carbon capture. Some researchers indicate that
algae may constitute a partial solution for carbon
capture either for an individual point source emitter or as a passive CO2 absorber from the air.
Carbon capture from the air: Carbon dioxide sequestration is possible from the atmosphere. This passive kind of mitigation is in fact
quite basic in the nature; CO2 is utilized by terrestrial and aquatic plants, algae, etc., or transfer
into the ocean to be used by biota or inclusion into
the aquatic carbonate chemistry or chemically
combined by serpentinic minerals containing silicates to transform them into carbonate formation
on land. However, when engineered systems with
enhanced physical and chemical reactions can be
used, it will be another option of carbon capture.
Chemically bound CO2 injection into the
oceans: Post capture operations leading to final
CO2 sequestration are also new techniques which
must be carefully investigated and designed.
Among them is the alternative of fixing the carbon in ionic forms and dispose it into the oceans.
Methods of deep sea or underground injection of
wastes are well known and applied in various
different fields of engineering. Our knowledge
from these applications will help the final sequestration process for safe CCS operations. However, in each case monitoring of CO2 gas
leakage into the air must be carefully planned
for safety reasons.
Injection of CO2 into coal beds and saline
aquifers: Sequestration in deep unminable coal
Carbon Capture
Carbon Capture
collected and residual biomass decays and converts to soil carbon and atmospheric carbon dioxide. However, although decaying parts of trees
return partly into the carbon cycle, woody parts
continue storing the carbon for many years until
the tree dies or cut off. Smaller plants participate
in a smaller loop of the carbon cycle by returning
CO2 back to the atmosphere in a few years, but
trees may store some carbon that is not returned
to the atmosphere for sometimes a century or
longer. Cutting the forests interrupts this natural
cycle and puts carbon stored in the trees back into
the atmosphere before the natural life cycle is
completed. Thus decaying takes over and returns
CO2 into the atmosphere. Therefore, sustainable
forestry with reforestation policies must be
regarded as one of the most promising carbon
sequestration operations.
Carbon Capture in the Oceans
Absorption of carbon dioxide by the ocean is one
of the main natural sinks for carbon. Rates of
circulation of carbon through air-sea and seabottom sediment interfaces have important role
in this process. Sequestration of CO2 by the
oceans may occur via physicochemical and biological processes. Oceanic carbon capture and
storage occurs in two compartments: upper and
bottom compartments. Upper compartment is
euphotic, oxic, and rich in living organisms, contain more bicarbonates and nutrients, so is very
complex compared to the bottom compartment. It
takes less time for storing the carbon in this layer
in contrast to much longer time required in storage at the bottom. That is really the final sequestration step.
Depending on physical conditions, oceans
may act as both source or sink for atmospheric
CO2. At about 390 ppm by volume of CO2 concentration in the atmosphere today, oceans are net
carbon sinks. In fact they are presently the largest
active carbon sinks on Earth, absorbing more
than one-fourth of the CO2 that is put into the
air anthropologically. The solubility mechanism
mentioned above is the primary reason driving
this, with the biological elements playing a less
significant role. Because of the abundance of
inorganic carbon in the ocean, CO2 does not
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Carbon Capture
therefore sustainability of methods of carbon capture are to be evaluated from this perspective, too.
Future Directions
Almost anything discussed in this entry has something to do with future technologies, as CCS itself
is a futuristic concept. There are many alternative
carbon capture methodologies encountered in this
discussion. But it is almost impossible which one
of them has more chance than others.
One thing for sure is that as the fossil fuels will
continue to be used for some more time, there
will be a definite need to CCS. And R&D projects
show that there will be successful carbon capture
technologies in the near future for use. Definitely,
business as usual for fossil fuel use with no regard
to CO2 mitigation will not be a sustainable way of
life on the Earth.
Among the promising technologies for the
future, oxygen separation for use in oxycombustion energy facilities, CO2 absorption in
better solvent processes, membrane processes for
oxygen and CO2 diffusion, solid sorbents, biotechnologies, cryogenic separation of CO2 from its
mixtures can be counted. Future techniques in relation to power generation using combustion technologies with high temperature and pressure thanks
to newly developing materials are promising, too.
When R&D projects will start giving results,
CCS might prove itself as a low risk, scalable and
therefore very helpful way of controlling the climate change.
301
Cross-References
Carbon Capture
Carbon Emissions
Carbon Footprint
Carbon Capture
302
riskrelated decisions in their investment process. Based on the data it has gathered, the CDP
also publishes in-depth analyses on various environmental subjects every year, covering a wide
range of geographical regions. It has created the
worlds largest database of its kind, which provides the data to its partner Bloomberg.
Carbon Cost
Carbon Footprint
Synonyms
CDP
Definition
The Carbon Disclosure Project (CDP) is an independent nonprofit organization collecting and
providing exhaustive environmental information
on issues such as climate change and water use in
order to promote transparency and work toward
a more sustainable economy. It is supported by
more than 655 institutional investors worldwide,
representing more than US $78 trillion in assets
(as of July 2012). Through sending out questionnaires to businesses in the name of the investors
backing the initiative, the Carbon Disclosure Project gathers information on the companies environmental activities such as the monitoring and
reduction of carbon emissions. This information
serves the investors to make informed, climate
Introduction
The Carbon Disclosure Project (CDP) was
launched in 2000 in London in order to drive
disclosure of carbon emissions and reduction initiatives in the worlds largest public companies
(for this section cf. http://www.cdproject.net).
The first questionnaires the CDPs instrument
of choice were sent out in 2002 (CDP1),
targeting all FT500 companies. Signatories of
the accompanying letter were 35 institutional
investors who gave this initiative weight, seeking
disclosure of the data in order to improve the risk
management of their own investments. The
response rate was clearly high with 235 companies providing the requested information or at
least attempting to do so. In 2003, the first report
by the CDP on the results of the survey was
published. Since then, the CDP has not only
extended its scope to other environmental issues
but also built up a rather elaborate reporting
structure with a wide variety of reports available
every year.
Currently, there are five programs the CDP
covers with its surveys:
Investor CDP
CDP Cities
CDP Supply Chain
CDP Water Disclosure
CDP Public Procurement Program
Investor CDP
Investor CDP was the first and still is the most
important program that the organization has
started to date. The above-described CDP 1 that
simply covered the FT500 companies has, over
the years, developed into a much broader program, covering as well as providing different
indexes. The main focus of the program is to
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304
CDP Australia/NZ
Benelux 150
Canada
Central &
Eastern Europe
(CEE)
China
CDP China
Europe
CDP Europe
France
Germany and
Austria
Global
India
CDP India
Iberia 125
Ireland
Italy
CDP Ireland
CDP Southern Europe, together with Accenture,
Banca Monte Paschi di Sienna and the Kyoto Club
partners to CDP
CDP Japan
CDP Brazil/Latin America together with the
Brazilian Institute of Investor Relations (IBRI)
partner to CDP
Korean Sustainability Investing Forum (KoSIF)
partner to CDP
CDP Nordic, together with ATP and KLP Asset
Management partners to CDP
CDP London
National Business Initiative (NBI) partner to CDP
Country
Office
Asia (ex-Japan, CDP London
India, China,
Korea)
Australia and
New Zealand
Belgium,
Netherlands,
Luxembourg
Brazil
Japan
Latin America
Korea
Nordic Region
Russia
South Africa
Japan 500
Latin America 50: 50 largest companies by
market capitalization in Latin America based
on the S&P Latin America 40 Index
Korea 250 based on the KOSPI and the
KOSDAQ Indexes
Nordic 260: 260 largest companies in the
Nordic region based on market capitalization
RTS Index 50: 50 largest companies in Russia
South Africa 100: 100 largest South African
companies by market capitalization, based on
the FTSE JSE All Share Index
(continued)
305
Office
CDP Germany, together with Ethos and Raiffeisen
Schweiz partners to CDP
1 February
31 May
September
December
September
November
November
January
Source: https://www.cdproject.net/en-US/Programmes/
Pages/CDP-Investors.aspx#timeline, February 07, 2012
306
Participating
cities
Addis Ababa
Athens
Bangkok
Beijing
Berlin
Bogota
Buenos Aires
Cairo
Caracas
Tokyo
Chicago
Delhi
Dhaka
Hanoi
Hong Kong
Houston
Istanbul
Jakarta
Johannesburg
Karachi
Lagos
Lima
London
Los Angeles
Madrid
Melbourne
Mexico City
Moscow
Mumbai
New York
Paris
Philadelphia
Rio de Janeiro
Rome
Sao Paolo
Seoul
Shanghai
Tokyo
Toronto
Warsaw
Affiliate cities
Amsterdam
Austin
Barcelona
Basel
Changwon
Copenhagen
Curitiba
Heidelberg
Ho Chi Minh
City
Milan
New Orleans
Portland
Rotterdam
San Francisco
Santiago de
Chile
Seattle
Stockholm
Yokohama
307
3500
3050
3000
2456
2500
2204
2000
1449
1500
922
1000
500
235
295
355
2003
2004
2005
objective is the assessment and subsequent reduction of carbon emissions within the supply chain
of public sector organizations in the UK on the
national as well as local level. By analogy with
the CDP Supply Chain, the members of the
Public Procurement Program can request climate
changerelevant information and data from their
suppliers in order to quantify supply chain emissions. The latest report from 2010 covers 25
UK government departments as well as the
Greater London Authority (GLA Group) and
five organizations from the National Health Service (NHS). Two hundred and sixty two listed
and non-listed suppliers from the UK and abroad
took part in the survey.
Across the Investor as well as Supply Chain
Programs, the Carbon Disclosure Project has generated a large growth in the number of respondents since its beginnings (see Fig. 1).
The CDP thus holds a large database of climate changerelated as well as water-related data
from more than 3,000 companies and organizations world-wide with the reporting numbers
likely to grow as more samples get included
over time. The information is made available
not only to the signatories and members, but
2006
2007
2008
2009
2010
308
Key Issues
The concept of the Carbon Disclosure Project is
based on the assumption that surveying and publishing carbon- as well as water-related data as
a basis for investment decisions is an approach to
tackling climate change and other environmental
problems by making use of financial market
forces. The fact that a large number of signatories, representing a significant amount of assets,
are backing the CDP lends substance to the cause
and motivates companies and organizations to
participate in the surveys. These companies and
organizations are enabled to derive programs
and measures for the reduction of carbon emissions and water use by measuring, analyzing,
comparing, and reporting carbon- and waterrelated data and information on respective risks,
opportunities, and strategies. The CDP makes
these efforts public and, as Harmes notes, its
primary goal is for disclosed information to be
used by investors to create real financial incentives in the form of share price performance
(2011). In his study on the limits of carbon disclosure, however, Harmes comes to the conclusion that while other applications of CDP data are
highly worthwhile, the creation of financial
incentives for climate change mitigation through
share price performance has clearly been
overestimated.
This is supported by an earlier study from
Kolk et al. (2008), who point out that the information gathered and distributed by the Carbon
Disclosure Project has so far only been of little
use for investors. In their analysis based on
global governance, institutional theory, and
commensuration, they come to the conclusion
that the way carbon emission data is gathered
and reported is not yet generating a type of
information useful for financial investors.
Often, reporting companies and organizations
do not disclose types and meanings of emissions
data, and reliability checks are missing. Generally speaking, the data is still incomprehensible
to some extent, rendering it inaccessible for
thorough financial market application. But
Kolk et al. also point out that while there is
a large potential for improvement, the data
Carbon Footprint
Future Directions
Since its beginnings in 2000, the Carbon Disclosure Project has developed into a major player
regarding the measurement and disclosure of carbon emissions and, more recently, water-related
data. Many listed companies have now been
confronted with the request to annually assess
and disclose their risks and opportunities related
to carbon emissions and water usage. The sample
of the CDP Programs is ever growing and will be
extended to more stock markets and listed companies around the world. The integration of the
data into investment decisions is also progressing
with Socially Responsible Investment becoming
a more relevant factor on the financial markets,
but the firm and link to financial performance
remains to be proven.
With a number of initiatives such as the Global
Reporting Initiative (GRI) driving the reporting
of sustainability or extra-financial data by listed
as well as privately held companies, the CDPs
objective of pushing the disclosure of carbon
emissions and water-related data can be regarded
as part of a larger development. Already, many
companies rely on their CDP data, where carbon
emissions reporting is part of another company
report, and have integrated the survey process.
With the merger of the Carbon Disclosure
Project and the Forest Footprint Disclosure Project (FFDP), which focuses on pushing company
disclosure of their use of commodities such as
soy, timber, beef, and biofuels, driving tropical
deforestation, in June 2012, the CDP has gained
yet another dimension and might in the future
evolve into an even more all-encompassing disclosure initiative.
Cross-References
Accountability
Carbon Footprint
Climate Change
Communicating with Stakeholders
Disclosure (CSR Reporting)
Greenhouse Gases
Institutional Investors
309
C
Carbon Disclosure Project. (2011). Carbon disclosure project information pack 2011. Retrieved July 2, 2012,
from http://www.flad.pt/documentos/1322500796G7z
UT7ss8No88EZ2.pdf
Harmes, A. (2011). The limits of carbon disclosure.
Global Environmental Politics, 11(2), 98119.
Kolk, A., Levy, D., & Pinske, J. (2008). Corporate
responses in an emerging climate regime: The
institutionalization and commensuration of carbon disclosure. The European Accounting Review, 17(4),
719745.
Labatt, S., & White, R. (2007). Carbon finance: The
financial implications of climate change. Hoboken,
NJ: Wiley.
Nichols, M. (2012). Forest footprint disclosure project to
join CDP. Retrieved June 14, from http://www.environmental-finance.com/news/view/2559
PriceWaterhouseCoopers. (2011). CDP global 500 report
2011. Accelerating low carbon growth. Retrieved July
2, 2011, from https://www.cdproject.net/CDPResults/
CDP-G500-2011-Report.pdf
Renner, A. (2011). Does carbon-conscious behavior drive
firm performance?: an event study on the global
500 companies. Wiesbaden: Gabler.
Carbon Emissions
Carbon Footprint
Carbon Footprint
Nicholas Harkiolakis
Business, Health and Technology, Higher
Colleges of Technology, Abu Dhabi, United
Arab Emirates
Synonyms
Carbon cost; Carbon dioxide emissions; Carbon
emissions; Greenhouse gas footprint
310
Carbon Footprint
Definition
Introduction
The concern of the public about the climate
change and the future of our environment led
public bodies and governments to develop metrics for measuring such impact. Footprint frameworks are ideal for such measurements as they
enable us to address the problem in
a comprehensive way that does not simply shift
the burden from one natural system to another.
A case for such framework that preexisted the
carbon footprint is the ecological footprint.
While the ecological footprint for businesses
existed for some time and included carbon
measurements, the concept of carbon footprint
gained popularity as a reference metric for atmospheric pollution after 2005 as more reports
containing it became public.
In practice, the carbon footprint contributes to
about half of the ecological footprint and it is its
most rapidly growing component. Also, the carbon contribution of the ecological footprint refers
to the amount of productive land required to
absorb/sequester the carbon dioxide produced as
a result of human activities (primarily the burning
of fuels). On a practical level, the ecological
footprint can show us how carbon emissions
compare with other elements of human demand,
such as our pressure on food sources, the quantity
of living resources required to make the goods we
consume, and the amount of land we take out of
production when we pave it over to build cities
and roads. Humanitys carbon footprint has
increased 11-fold since 1961. Reducing
Carbon Footprint
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312
Key Issues
The carbon footprint metric was developed as
a response to the need for quantifying the
atmospheric pollution that resulted from human
activity. Measurements allow for critical assessments and the design and implementation of
countermeasures to combat pollution.
There are two major aspects of any type of
pollution:
How is the pollution taking place and what is
the extent of it? In the case of CO2 pollution,
as we saw before, a major challenge comes
from identifying the sources, we will include
in our calculations and the methodology we
will use to calculate the metric.
Who needs to react and what actions need to
be taken to reduce it? Responsibilities fall on
both producers and consumers. For produces,
it is probably more clear-cut as they have
control of the production or service process
and can implement changes. In addition, it is
easier to enforce policies through appropriate
legislation or through market incentives and
pressures. Being seen as eco-friendly,
businesses can increase their popularity and
acceptance by the public. The challenge with
businesses is whether we also want to assign
responsibilities for their downstream
processes, or we want to impose responsibilities for their upstream processes (procurement
decisions) including the choice of suppliers.
If we go along that line, we also need to decide
how far upstream or downstream we extend
the sphere of responsibilities.
For consumers, the responsibilities are
difficult to enforce, and it is primarily up to the
Carbon Footprint
Carbon Footprint
313
Future Directions
Ecological Footprint
Cross-References
314
Carpooling
Pauline Collins
School of Law, Faculty of Business,
University of Southern Queensland,
Toowoomba, QLD, Australia
Synonyms
Carpooling; Ride sharing; Vanpooling
Definition
Carpooling is a private arrangement between
individuals for a private car to be used for travel,
primarily at preagreed times and generally to an
agreed destination. The private arrangement, usually made between two to five people, provides
that they will travel in one vehicle to reduce costs
related to travel and adopt a more sustainable,
environmental, and communal approach to commuting. Carpooling can be further broken down
into household and nonhousehold carpooling. In
the former, members of the one household travel
in the same vehicle to and from destinations
such as school and work. In the latter case
of nonhousehold carpooling, the persons
ridesharing do not live in the same abode.
Irrespective of which type of carpooling is
occurring, both involve no commercial or
professional transport arrangements.
Introduction
Carpooling in which individuals use their private
vehicle for shared journeys is not regulated by
the state specifically and is entirely subject to
the private, often informal, agreement between
the individuals concerned. This agreement may
include a payment by the passengers toward the
cost of the owner for fuel and parking, in return
for the passengers obtaining a comfortable,
semiprivate, convenient, and cheaper manner of
transit to their desired destination.
Carpooling
Carpooling
Key Issues
Importantly, more comprehensive data needs to be
collected for research and public policy decision
making, along with education on the benefits of
carpooling. The first real collection of data in
the USA was from the Nationwide Personal
Transportation Study, 1977; other sources have
included the USA Census of Population and the
American Housing Survey. It is clear that
with well-thought-out incentives, such as
pricing mechanisms and preferential treatments,
commuter behavior can be altered to take
account of concern for improving lifestyle
and environmental impact. However, there is considerable room for improvement in data collection
and increased research in the area.
Another issue is the fragmentation of responsibility for transportation between the state and the
private domain, such as the corporate and
employer organizations. With increasing privatization and public private partnerships in the provision of transport infrastructure, public policy
initiatives such as educational and economic incentives coincidentally are fragmented. This means
that a holistic opportunity to motivate changed
behavior and market the advantages of carpooling
could be lost in the gaps. The traditional idea that
the motor vehicle is exclusively a private-use
commodity and not something that impacts on
and serves collective needs carrying with it
collective responsibilities requires a revision of
personal attitudes that will take time to change.
Perhaps greater attention could be focused on
those people who do carpool to positively reinforce
their behavior. Research also could focus on why it
works well for those who do carpool.
There needs to be greater clarity in the role of
government, companies, and organizations in
their duties and responsibilities toward fostering
changes in societys approach to transportation.
Certainly, organizations have many incentives
315
316
community and your personal data is not revealed to
anyone until you choose to. You then finish your
listing with commuting times and some optional
comments such as your musical preferences, possible
detours, or further contact details. If you fit someones search criteria, your marker will appear on the
map along with your commuting times once they
click on it, and people can contact you through the
portals email system without disclosing your email
address to work things out.
Future Directions
For over a 20-year period, there has been
a significant decline in the use of carpooling
in both the USA (19701990) and Australia
(19762006). Research has linked this to various
causes, largely economic factors, but also
socio-economic reasons such as the increase of
Carpooling
Carroll, A.B.
317
Cross-References
Carroll, A.B.
Carbon Emissions
Carbon Footprint
Design for Environment
Eco-efficiency
Ecological Footprint
Government (Role in Regulation, etc.)
Green Workplace
Greenhouse Gases
Samuel O. Idowu
London Metropolitan Business School, London
Metropolitan University, London, UK
C
Basic Biographical Information
Archie B. Carroll is professor emeritus of
management in the Terry College of Business,
University of Georgia, Athens, Georgia, United
States of America. He served also as part-time
director of the Nonprofit Management & Community Service Program for over 10 years,
a position he currently holds.
Professor Carroll spent the bulk of his academic
career as a tenured faculty member in the Terry
College of Business, University of Georgia. He
was on the full-time faculty from 1972 to 2005
and continued part-time for 6 years more. During
this time, he rose among the ranks from assistant
professor to full professor and was awarded the
Robert W. Scherer Chair of Management and Corporate Public Affairs beginning in 1986 and continuing until his retirement. During this time, he
wrote books, research articles, directed doctoral
dissertations, served on graduate committees;
spoke publically to business, government, and
nonprofit groups; and consulted with numerous
organizations throughout the United States and
elsewhere. He also served as associate dean of
the college (19791982) and department head of
the Management Department (19952000). For
a decade beginning in 2001, he served on the
University of Georgia GLOBIS Study Abroad
Program Faculty teaching business ethics to
students in Verona, Italy.
He was born in Jacksonville, Florida, and
spent 8 years (19561963) living in the Panama
Canal Zone where his father was employed,
before returning to the states. Dr. Carroll received
his three academic degrees from The Florida
State University (Tallahassee, Florida): BS, Personnel Management, 1965; MBA, Organization
Management, 1966; Ph.D. in Business Administration/Management and Organizations, 1972.
318
Major Contributions
Professor Carroll was in on the ground floor of the
business and society, and social issues in management field when he joined the Social Issues in
Management (SIM) Division of the Academy of
Management in 1972. There were very few academics and researchers in the field at this time,
and he quickly rose to chair of the SIM Division
in 19761977. Approaching the field from the
perspective of management and organizations,
he initially was interested in the managerial
implications of corporate social responsibility.
In 1977, he published/edited his first book in the
field, Managing Corporate Social Responsibility
(Boston: Little, Brown and Company, 1977)
which was a collection of recent readings on
management-related aspects of corporate social
responsibility (CSR).
One of his earliest and most important theoretical articles was A Three-Dimensional
Conceptual Model of Corporate Social Performance, published in the Academy of Management Review (Carroll 1979). This article sets
forth a conceptual model which sought to bring
together a definition of CSR, a categorical
scheme for corporate social responsiveness, and
a delineation of the arenas in which CSR might be
applied. His definitional construct of corporate
social responsibility was a four-part definition
which sought to embrace the economic, legal,
ethical, and discretionary (later referred to as
philanthropic) expectations on business at any
given point in time. He later extracted this definition and built upon it and presented it as the
Pyramid of Corporate Social Responsibility in
a 1991 article. This article also sought to tie in
the stakeholder dimension of the model as well
(Carroll 1991).
Carrolls four-part CSR definition was
operationalized into a research instrument by
Kenneth Aupperle, one of his doctoral students,
and was used as the basis of a major data gathering study in which the results substantiated and
validated the definition as a useful construct and
method for gathering measures of corporate
social responsibility orientation, one of the early
accepted methods of measuring CSR among
Carroll, A.B.
Carroll, A.B.
319
320
Cross-References
Business and Society
Business Ethics
Corporate Social Performance
Corporate Social Responsibility (CSR)
Pyramid of CSR
Social Issues Management
Casinos
Gambling
Catholic Personalism
Catholic Theology
CSR and Catholic Social Thought
Cause Marketing
Cause-Related Marketing
Cause-Related Marketing
Cause-Related Marketing
Rian Beise-Zee
College of International Management,
Ritsumeikan Asia Pacific University, Beppu,
Japan
Synonyms
Affinity marketing; Cause marketing; Causerelated marketing campaign; Corporate social
responsibility campaign; Mission marketing;
Societal marketing
Definition
Cause-related marketing is a promotional activity
of an organization in which a societal or charitable cause is endorsed, commonly together with its
products and services as a bundle or tie-in. Causerelated marketing is a vehicle of communication
of CSR which demonstrates to a large audience
how the social responsibility of an organization
translates into specific benefits for society.
Cause-related marketing is often organized in
the form of a promotional campaign and in cooperation with a charity or nonprofit organization
that pursues a specific societal cause. The business community regularly defines cause-related
marketing specifically as a cooperation between
a commercial organization and a charity for
mutual benefit.
Cause-related marketing is a part of corporate
social responsibility but the two terms are frequently and incorrectly used synonymously.
Cause-related marketing encompasses all promotional activities in which a corporation communicates to a target audience that it supports
a specific communal, societal, charitable, or special-interest cause that is not the companys main
commercial objective. Cause-related marketing
has marketing objectives aimed at core commercial interests of the company. These goals may be
short-term, for example, an immediate rise in
sales, or more long term such as the enhancement
321
Introduction
Initially cause-related marketing was closely
related to corporate philanthropy, that is, donations of commercial corporations to charities.
Varadarajan and Menon (1988), who wrote the
first scholarly article on the concept of causerelated marketing, view it as the alignment of
corporate philanthropy and business interests.
322
Cause-Related Marketing
an attempt to align societal and commercial interests. Companies who engage in, or intend to
practice, corporate social responsibility normally
seek to leverage their effort and investments in
CSR by appealing to a broad audience. Yet, corporate social responsibility is a complex construct, which in practice often remains elusive to
many consumers and managers alike. As Brnn
and Vrioni (2001) put it, the normative universe
is large, diverse, often vague, uncertain of relevance or application, difficult to customize.
Managers and practitioners have found it beneficial to pin down the concept of corporate social
responsibility by reifying a companys social
responsibility as a material contribution to
a specific cause. Cause-related marketing is characterized by cause specificity, hence reducing the
abstract realm of corporate citizenship to one
dedicated societal cause. This greatly simplifies
and materializes the societal responsibility of
a company. It also localizes corporate social
responsibility in the common organizational
structure of a commercial enterprise by assigning
the tasks of planning and implementing a CSR
campaign to the marketing department.
The effectiveness of cause-related marketing
as a communication tool for corporate social
responsibility results from the following: (a)
cause specificity, (b) targeting, and (c) customer
involvement. The essential goal of cause-related
marketing is to associate a company with a cause
in the minds of a targeted audience. The association of a company with a cause has two fundamental benefits. Firstly, it is an instantiation of
societal responsibility without the obligation to
change operational processes and, secondly, it
creates company-customer fit. As mentioned
above, the abstract nature of corporate social
responsibility makes it difficult for consumers to
discern. The use of cause specificity within the
CSR of a company illustrates a companys efforts
and is, therefore, easier for a broad audience to
comprehend compared to the abstract identity of
a company of being a good and responsible
corporate citizen. Cause-related marketing
answers the question about how a company is
doing or being good. Cause-related marketing
campaigns illustrate and reify the social
Cause-Related Marketing
323
corporate brand. Caring for a cause creates relevance and identification at least for those consumers who care for the same cause. How much
a consumer cares for a specific cause is denoted
as cause affinity. Cause-related marketing acts as
mediator from consumer cause affinity to company affinity which is expected to increase purchase intention and loyalty. The higher the cause
affinity of a consumer the more relevant and
therefore successful the cause-related campaign
is expected to be. Cause-related marketing is
often indeed being used to target specific demographic or lifestyle segments of the market.
Mekonnen et al. (2008) introduce the term
affinity marketing to emphasize the aim to
appeal to a specific group of customers and to
become an identifier of that group. A cause helps
brand marketing to stress the fit between a certain
customer group and the brand. Affinity marketing
has long-term and discrete group orientation,
rather than short-term and mass-market
orientation.
It has been suggested that another objective of
cause-related marketing is to thwart negative
publicity in case of a product-harm incident or
to compensate for negative public attitudes
toward an industry, that are costly to avoid, such
as the damage to the environment by oil exploration or the animal testing of pharmaceutical firms.
Customer identification with a company leads not
only to more favorable consumer evaluations but
negative events are also expected to be treated
with more lenience.
Another secondary benefit of cause-related
marketing is employee motivation or internal
marketing. Employees can be conceptualized as
internal customers. The endorsement and organizational support of a cause by the company can
increase social identification of employees with
their companys brand foster the bond between
employees and corporate brand. Cause-related
marketing campaigns are often more invigorating
to the organization because employees have more
opportunities to actively participate in the campaign, for instance, as fund-raiser or by actively
soliciting customers for the cause during a service
encounter. Sometimes cause-related marketing
campaigns are even explicitly communicated as
324
Key Issues
As a promotional tool, the effectiveness of causerelated marketing is judged by the degree of
achievement of the marketing objectives of the
campaign. Cause-related marketing is normally
targeted at consumers although business-tobusiness cause-related marketing exists, for
example, campaigns initiated by business consultancies or advertisement agencies to raise funds
among corporate clients. The response of consumers to cause-related marketing campaigns is
the main research objective in the area of causerelated marketing.
The effectiveness of cause-related marketing
rests on its relevance, believability, and the
impact on consumer purchasing decisions. Relevance is related to the degree of consumer cause
affinity and the prevalence of cause affinity in the
population. A consumers cause affinity is the
concept of how strongly a consumer associates
with a cause either by actively supporting the
cause or just by liking it. Low cause affinity
leads to indifference of a consumer toward the
cause and lowers the attention for a cause-related
marketing campaign. However, for consumers
with low cause affinity, support for the cause
can still be a signifier for a companys corporate
social responsibility. Consumers with high cause
affinity are expected to react much stronger to
cause-related marketing campaigns and therefore
are normally the targeted market segment in
a cause-related marketing campaign. Since consumers with high cause affinity are genuinely
interested in the cause itself, a cause-related marketing campaign offers them another opportunity
to help the cause. By purchasing and
recommending the brand, consumers can feel
that they have done something for the cause. It
has also been found that consumers with high
cause affinity are more forgiving in case of negative media events such as a product-harm crisis
(Sheik and Beise-Zee 2011). The prevalence of
Cause-Related Marketing
Cause-Related Marketing
325
326
Future Directions
Cause-related marketing is, most of all, a marketingdriven and practitioner-based concept. During the
past 30 years, cause-related marketing has become
a mature and widely used marketing tool. It is clear
today that in spite of the campaign-oriented implementation of cause-related marketing, it is not
a temporary buzz word or a fad but a sustainable
model that links societal causes with for-profit organizations. Cause-related marketing will further
evolve as the issue of corporate social responsibility
gains momentum. Innovations in partnerships
between companies and nonprofit organizations
are driving this evolution. Adjustments in the way
cause-related marketing is conducted will be necessary because, nowadays, consumers are frequently
confronted with cause marketing in the media, the
supermarket aisle, hotels, and various other service
encounters. A general question remains about how
customers perceive and react to cause-related marketing, but it must also be asked whether and how an
inflation of cause marketing campaigns is altering
consumer reaction. Consumers could become more
skeptical or even cynical and perhaps less and less
affected by cause campaigns. On the other hand, the
more that products and brands are associated with
causes, the higher the consumer expectation might
be for this to become the standard so that they may
react negatively if a company fails to present a cause
worth supporting.
Cross-References
Advertisment
Greenwashing
Marketing Communications and CSR
Philanthropy
Sponsorship
327
C
Introduction
Synonyms
Global codes of conduct; Global ethics guidelines; International ethics principles, standards,
and guidelines
Definition
The Caux Round Table (CRT) Principles for
Business articulate a worldwide vision for ethical
and responsible corporate behavior. As a set of
seven core principles, they serve as a foundation
for ethical action for business leaders across the
globe. The CRT Principles are a statement of
aspirations that seek to communicate a world
standard against which business social and ethical behavior can be gauged.
The CRT Principles for Business were created
through a sophisticated, collaborative process in
1994. The Principles were developed by business
leaders and, therefore, carry considerable credibility in the business community. They are the
end result of a process that sought to identify
shared values, reconciling differing values, and
concluding in a shared point of view about business behavior that would be deemed acceptable
to and honored by all.
There are seven core CRT Principles which
include the following:
1. Respect Stakeholders Beyond Shareholders
2. Contribute to Economic, Social, and Environmental Development
3. Build Trust by Going Beyond the Letter of the
Law
4. Respect Rules and Conventions
5. Support Responsible Globalization
6. Respect the Environment
7. Avoid Illicit Activities
328
329
330
Key Issues
There is a growing anticorruption movement in
the world. With significant increases in global
trade and competition, free markets and democracy over the past decade, this comes as no surprise. There are a number of different avenues of
development aimed toward curtaining global
corruption and bribery. There are multilateral
treaties and agreements such as the North
American Free Trade Agreement (NAFTA), the
Kyoto Treaty on Global Warming, and the OECD
Anti-Bribery Agreements. Another major avenue
is that of global codes of business conduct created by international organizations. Among the
more well known of these are the Caux Round
Table Principles for Business, Global Sullivan
Principles, United Nations Global Compact, and
the Ceres Principles. Another avenue is that of
individual corporations developing companyspecific global codes of conduct of their own.
Among the more well known of these are the
global codes promulgated by companies such as
Caterpillar Tractor, Chiquita Brands International, Allis Chalmers, S. C. Johnson, Medtronic,
and Levi Strauss & Company.
In light of these outstanding, high profile, and
competing avenues for improving global business ethics, the major issue for the CRT Principles is attracting and retaining adherents in
a world in which so many diverse ethics initiatives are competing to be the defining code. Each
of the other global codes of conduct is also striving to be the gold standard by which all others are
measured. All the competing standards are excellent and have their own followings. An issue and
challenge for multinational enterprises is to
decide which among these various global codes
they wish to associate with and support. Some
companies try to sign on to a number of different
codes and others choose to just select and identify
with one. Still, other companies decide to
develop their own codes of conduct or ethics.
Most companies would agree, in general, with
virtually all of the elements of the global codes
but typically choose to identify primarily with
one of them. The CRT Principles, then, are in
a friendly competition with a number of other
331
global codes of conduct and other avenues companies are taking to address the global corruption
issue.
Future Directions
C
In looking toward the future, the Caux Round
Table web site reveals that the CRT Principles
are continuously being reviewed and updated so
that they are constantly relevant and applicable.
They were updated in 2009 and 2010. It is apparent that the CRT views the principles to be one of
the key building blocks in its mission to improve
global business and government affairs now and
in the future. To supplement the CRT Principles
in their application to employees, the CRT has
issued Guidelines for Management and
Employees People, Performance, Well-Being,
a statement expressing specific concern for
employee stakeholders.
Though the CRT Principles for Business are
the initial platform for improving business conduct around the world, the Caux Round
Table continues to build upon this platform by
developing related guidelines applicable to other
types of organizations. For example, as part of its
continuing stream, the CRT has also developed
Principles for Governments, Principles for
NGOs, Principles for Ownership and Wealth,
and Principles for Responsible Globalization.
Another initiative of the CRT, in partnership
with The Global Leadership Commonwealth
(GLC), is the creation of an assessment tool
called the Ethical Leadership Profile (ELP)
which is designed to help individuals in considering and applying their individual preferences in
initiating ethical action in both business and government. By using the ELP, leaders may discover
their personal preferences for decision-making
styles.
It is apparent that the Caux Round Table is
a vibrant, mature, and adapting organization and
that many of its initiatives are being built around
the CRT Principles for Business presented in this
essay. The Caux Round Table is an active group
of business executives, and it should be expected
that they will continue to be a major player in the
332
CBSR
Denny, C. M., Jr. (with Paige E. Evans). (2008).
The corporation in Modern American Society.
Minneapolis: Hubert H. Humphrey Institute of Public
Affairs, University of Minnesota.
Goodpaster, K. E. (2000). The Caux Round
Table principles: Corporate moral reflection in
a global business environment. In O. F. Williams
(Ed.), Global codes of conduct: An idea whose time
has come (pp. 183195). Notre Dame: University of
Notre Dame Press.
Koch, D. A. (2009). Lessons in life and business:
Dialogues with David A. Koch. Minneapolis: Opus
College of Business, University of St. Thomas.
CBSR
Cross-References
Bribery and Corruption
Coalition of Environmentally Responsible
Economies (CERES)
Corporate Codes of Conduct
Corporate Social Responsibility
Global Governance and CSR
UN Global Compact
CCG
Centre for Corporate Governance (Nairobi)
CDCR
Consumer-Driven Corporate Responsibility
CDP
Carbon Disclosure Project
Synonyms
CCG; Center for Corporate Governance
Introduction
The Centre for Corporate Governance (CCG),
sometimes referred to as the Private Sector Corporate Governance Trust (PSCGT), is a widely
regarded organization established to promote
the highest standards of corporate governance in
African corporations and institutions through training, education, research, advocacy, monitoring,
and evaluation. It is headquartered in Nairobi,
Kenya. It has also served as the secretariat of the
Pan African Corporate Governance Forum since
2001.
Brief History
The organization was first registered in 1999 as the
Private Sector Corporate Governance Trust
(PSCGT). In 2002, it was renamed the Centre for
Corporate Governance (CCG) as a company limited by guarantee.
333
Mission/Objectives/Focus Areas
Its vision is to be a leading organization in the
promotion and facilitation of best practices in
corporate governance for the economic development and social transformation of Africa. Its mission is to develop and promote the adoption of
sustainable best practices in corporate governance through training, education, research,
advocacy, monitoring, and evaluation.
334
Cheating
335
Character Ethics
Virtue Ethics and CSR
Virtue Ethics and the Environment
C
Cross-References
Charismatic Authority
Corporate Governance
Charitable Giving
www.ccg.co.ke
Corporate Giving
Charity
Philanthropy
Cheating
Chain of Event
CSR Butterfly Effect
Yvon Pesqueux
Conservatoire National des Arts et Metiers
(CNAM), Developpement des Syste`mes
dOrganisation, Paris, France
Chain Restaurants
Synonyms
Franchising
Deception; Escheat; Forfait; Fraud; Swindle
Definition
Cheating: A durable and clandestine (or half
clandestine) action designed to gain an advantage
and resulting in wrongdoing (moral judgment)
and/or fraud (judgment of legal nature) when
found out. Cheating involves three components:
a person, a type of behavior, and a context.
Deontology: The science of duties essentially
aimed at the behavior of the members of
336
Introduction
Value-based management is based on the
assumption that those values are necessarily
given a positive content and a process that brings
together the values in usage with those professed.
This is a highly deceptive theme as it addresses
major missteps only as particular cases (e.g.,
Enron, Parmalat, Societe Generale) related to the
failing of one person or another (one or several
managers, an auditing firm, a trader, etc.). In this
theme of value-based management, management (including its whole rationalist array) and
business (where trickery prevails) tend to be
confused with one another. Yet, the nature of
business probably differs widely from that of management. Business practice affects the way one
behaves with third parties as well as the relationships among organizational agents. In the meantime, the firm is experiencing challenges to its
legitimacy with suspicion of cheating looming
over its role in the crises it brings about directly
or indirectly (e.g., the mad cow crisis). In some
ways, the organization is infused with a sense of
cheating that can be sparked off at any given time.
Sense of cheating in its moralized sense and
risk turn out to be closer than they seem in that
cheating is also risk-taking. But cheating in and of
itself is mostly more about denial than recognition.
Cheating spans all the areas of human activity
including play, gambling, sport, religion, politics,
and of course business. This entry keeps to the
field of business, but the previous list shows the
many contexts that cheating is likely to appear in.
Similarly, an examination of the unending host of
stakeholders reveals that any relationship may
result in cheating, as demonstrated by the insider
trading that breaches the level playing field
among shareholders. Cheating is a significant
but hidden issue in business practice and in
other fields for that matter. Its hidden nature
serves conveniently to not recognize the paradox
of cheating and that it is not necessarily a bad
Cheating
Cheating
337
338
Cheating
Cheating
profession. It is coupled with sanctions restrictively defined in the form of disciplinary law
that provides the groups involved with a legal
basis to defend themselves, ranging from moral
sanctions designed to hit professionals (censure,
reprimand) to warnings designed to prevent further violations of deontological rules. Occasionally, there are fines. The most serious disciplinary
sentences include suspension or exclusion of the
professional from the group. The authority that
enforces these norms goes hand in hand with the
powers devolved to professional jurisdictions.
Accordingly, the specific characteristic of deontology is to punish the cheater based on wrongdoing, fraud, or both at the same time.
As seen above, the contentious issue is not
cheating but the contiguous relationships
between the notion and those on either side of
its boundary: consistent-inconsistent, unsound
or allowed-forbidden or cheating-deviance
disorder. In that way, cheating is not problematic but the issue of cheating is contentious.
The relative legitimacy given to cheating ties
into certain categories of the free-market
moment, a period that we have lived in since
the early 1980s.
The free-market moment (Pesqueux 2007)
is an offshoot of changes to the issue of the
political. The topic of living in broached by
the philosophy of Enlightenment in the wake of
Greek thought, in particular with Aristotle, was
substituted by the topic of living with (the
others) which lies at the core of free-market
thought. The living in is built around the concept of law viewed from the perspective of its
genesis (who lays down the laws?), its legitimization (the democratic vote), and its enforcement
(the State and its apparatus). And the law turns
cheating into fraud. The living with is premised
on the individual and the expression of their freedom. The concept of law corresponds to the concept of norm, in other words the self-enactment of
rules by a social group regardless of their political
representativeness but based on a criterion of
efficiency. These norms are focused toward the
expression of freedom of individuals in relation
to their interests in the general context of a police
State that lays down the rules for the expression
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340
Cheating
Key Issues
Cheating is one of the extreme characteristics of
todays business life, and as such it has been of
the causes of the growing reference to the
principle of transparency.
Future Directions
The first connection to investigate further is one
that links cheating with mores. According to F.
Bourricaud (in his Encyclopedia Universalis
article), the word can be viewed as synonymous with ways of being, doing, feeling, thinking (. . .). This first sense focuses on the
heterogeneity of mores (. . .). A second sense,
of philosophical origin, emphasizes the notion
of good mores that should be appreciated
against virtues but not confused with them.
Today, politics, law and mores are fairly distinguished. Mores are about the fact that the
impulses of pleasure and pain alone are inadequate, hence the connection between learning,
education, and the good mores as well as the
correlative entry into the figures of the institution. Accordingly, it is important to point out
the connections between the concept of mores
and the concepts of tradition, religion, authority,
legitimacy, conformity, and thus implicitly,
cheating. Mores somehow constitute the connective link between subjective morals and
achieved morality in the sense that they point
to the importance of the individual act and its
collective reference. The notion of mores provides cheating with an ontological basis and
that is what makes it relevant here. Cheating
341
Cross-References
Accountability
Business Ethics
Corporate Social Responsibility
Transparency
342
Chemical Sunshield
Introduction
Chemical Sunshield
Ozonelayer
Synonyms
Key Issues
CR director; CSR director; Director of sustainability; Sustainability director
The following roles can have similar responsibilities, but are generally regarded as of lower
authority within a firm: head of sustainability,
environmental policy manager, social and environmental sustainability manager, head of CSR,
head of corporate responsibility, head of corporate citizenship.
Definition
The chief sustainability officer is a main board
role whose responsibility is to integrate sustainability into the core strategy and operations of
a company. They usually report directly into the
CEO and will leverage the opinions of those in
the sustainability function as well as the heads of
other major functions within the company, most
notably finance, energy, property, transport and
logistics, and IT.
343
344
Future Directions
McKinsey & Company reported in their global
survey results in August 2010 (titled The next
environmental issue for business) (http://www.
mckinseyquarterly.com/The_next_environmental_
issue_for_business_McKinsey_Global_Survey_
results_2651) that the issue of biodiversity
now occupies a similar position in the public
debate as climate change did in 2007. At the
time of their survey, 59 % of executives said
they saw biodiversity as more of an opportunity
than a risk for their company. In comparison,
29 % of executives viewed climate change as
more of an opportunity than a risk in 2007.
They predict that over the coming years,
biodiversity will reach the same strategic position that climate change has reached in the corporate strategy.
It is hard to imagine the issue of climate
change decreasing in importance on the strategic
corporate agenda in the next 20 years, given that
global emissions are still rising, the population is
growing, and the science calls for a carbon reduction increase rather than decrease. It is likely that
other issues such as biodiversity will add to what
Lord Stern called in his 2007 review for the UK
government the greatest market failure that the
world has ever seen. In this context, one can
imagine that the issue of sustainability will rise
in the corporate agenda and that the number of
companies employing a CSO will increase.
On this basis, it seems reasonable to think that
the tenure of the CSO will be substantially longer
than the 20-year span of the chief electricity
officer. We expect that the teams managed by
the CSO will grow as they become more specialized, looking at the industry leaders at the
moment that trend has already started.
Cross-References
Corporate Social Responsibility
Sustainable Business: A New Paradigm
345
http://www.carbontrust.co.uk/cut-carbon-reduce-costs/
large-business/Documents/energy-efficiency-report2010.pdf
http://www.ft.com/cms/s/0/342511b2-eb4d-11df-811d00144feab49a.html#axzz1ZRmvfZOg
http://www.mckinseyquarterly.com/The_next_environmental_issue_for_business_McKinsey_Global_Survey_
results_2651
http://www.rainforest-alliance.org/newsroom/news/unilever
http://www.siemens.com/investor/pool/en/investor_
relations/siemens_ar_2010.pdf
Christian Guidelines
Christianity and CSR
346
Synonyms
Accountable businesses in community; Christian
ethical philosophy; Christian foundations on
ethics; Christian guidelines; Christian morality
and doing business the community-reliable way;
Christian way of doing business with societal obligations; Doing business the Christian way; Foundations of CSR in Christianity; Practices and
applications of Christian moral teachings, Christian business ethics; Principles of Christian ethics
Definition
Christianity is the religion, a monotheistic religion, based on the life and teachings of Jesus
Christ. Believers and adherents of the religion
are called Christians. Christians can therefore be
seen as a group of people who practice Christian
rules, principles, and guidelines.
Though there are several denominations of
Christianity Catholicism, Protestantism, and
Orthodox, the central tenet is the belief of Jesus
Christ as the Son of God and the Messiah (Christ).
Introduction
Christians believe that Jesus is the son of God,
God having become man and the savior or messiah of humanity. Christians, thus, commonly
refer to Jesus as Christ (Messiah). The basis of
Christian theology is articulated in the early
Christian ecumenical creeds, which contain
claims predominantly accepted by followers of
the Christian faith. These professions state that
347
348
God
Faith
& practices
Jesus Christ closes the gap,
being sacrificed as The Lamb
of God/ Jesus, the Savior
Gap
Good
actions such
as charity, etc.
The faithful
closes the gap
through
prayers, action
and daily
practices
including CSR
Man
Key Issues
Being Responsible Stewards
We are living in a world with too many problems
such as, to name a few, different kinds of pollutions,
violence, environmental problems, global warming,
and a host of others yet there are too few answers.
Here, the Bible, Christians believe that God
has really communicated with humans, stresses
on the importance of wisdom; after all, wisdom
is the prime thing. Acquire wisdom, and with
all that you acquire, acquire understanding
(Proverbs 4: 7). Many may view abortion as
a matter of personal choice; women have
authority over their bodies, but for Christians,
the Bible the Word of God, written by men
but inspired by God offers an authority and
guidance in matters of morality and even for nonbelievers; the Bible like any other Holy Books
such as the Sutras, Quran, and others can be
argued as offering this great and clear-cut advice:
a helping attitude really benefits everyone. And
what more, love conquers all. It is natural to love
ourselves, but to be emotionally healthy, the
Bible says that we have to balance that love for
self with a love for others.
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350
Himself the hungry one, the naked one, the homeless one, the sick one, the one in prison, the lonely
one, the unwanted one, and He says: You did it
to me. He is hungry for our love, and this is the
hunger of our poor people. This is the hunger that
you and I must find. It may be in your own
home. . . (Rai and Chawla 1996). To millions,
Mother Teresa portrayed herself as an image of
a small woman in a white sari, offering love and
compassion to the poorest of the poor. However,
her speech conveyed her faith, spirituality, and
simplicity as well as her practical down-to-earth
nature and her understanding of Christian
practices.
In the twenty-first century, particularly over
the past 10 years, social responsibility has come
to be expressed in terms of company social
responsibility, community service, the setting up
of charitable organizations, philanthropic foundations, and social funds as well as various innovative forms of social entrepreneurship, and these
have been on the rise. The rising challenges facing our world today include the growing disparity
or gaps between the rich and the poor, environmental degradation, illiteracy, and inaccessibility
to basic services and public goods by more than
half of the worlds population, and have lead to
a sense of urgency among the privileged or
the-haves and the various religious groups
including the Christians to return, be answerable
and improve the conditions of their surrounding
communities and environment.
Jesus was born to a peasant family in Galilee,
and he attracted a ragtag following of fishermen
and farmers. He preached that wealth and materialism not only was not the way to heaven and
enlightenment but that worldly riches interfere
with humans attempt to lead a good life. Jesus
spoke of detachment from personal possessions,
and personal enrichment was found in heaven
rather than in the marketplaces of the world. He
spoke of no slave can serve two masters, one
cannot serve God and wealth (Luke 16: 13).
When a man ran up and knelt before Jesus and
said that he had observed and followed the commandments since youth and that he would like to
know about how to have eternal life, Jesus
looking upon him loved him and said to him,
You lack one thing; go, sell what you have, and
give the money to the poor, and you will have
treasure in heaven; then come, follow me. At
that saying, his countenance fell, and he went
away sorrowful, for he had great possessions.
And Jesus looked around and said to his disciples,
How hard it will be for those who have riches to
enter the kingdom of God! And the disciples
were amazed at these words. But Jesus said to
them again, Children, how hard it is to enter the
kingdom of God! It is easier for a camel to go
through the eye of a needle than for someone who
is rich to enter the kingdom of God. They were
greatly astounded and said to one another, Then
who can be saved? Jesus looked at them
and said, For mortals it is impossible, but not
for God; for God all things are possible
(Mark 10: 2126).
Here we once again run into the notions of
human detachment for a simpler life that is free
from desires and worries and of what it means to
serve the world. Jesus highlighted, Therefore
I tell you do not be anxious about your life,
what you shall eat, nor about your body, what
you shall put on. Is not life more than food, and
the body more than clothing? Look at the birds of
the air; they neither sow nor reap nor gather into
barns, and yet your heavenly father feed them. . .
Therefore do not be anxious about tomorrow
for tomorrow will be anxious of itself. Lets the
days own trouble be sufficient for the day
(Matthew 6: 2534). Thus, one is to be detached
from the worldly possessions, one would have to
put ones faith and trust in God. This is similar to
the birds who do not worry of what they have to
eat for the day as they are totally dependent on
Gods grace and His providence of nature.
Following Jesus teachings centuries later,
St. Francis of Assisi (11821226 A.D.),
a Catholic deacon and a preacher, renounced
both money and possessions at the age of 24.
This, combined with his honesty, humility, and
courage, released him from the burdens and
restraints of worldly conventions and left him
free to carry out his belief in God, in Jesus as
the Son of God. His song was love and he tossed
up societys most cherished possessions rank,
wealth, fame, reputation, and power exposing
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352
Future Directions
One of the chief challenges faced is that of giving
back or returning to the community and attaining
the goal of greater common good yet subscribing
to and upholding the Christian guidelines and, in
fact, to some Christian denominations to preserve
the sacred cows or religious traditions. There
is certainly a need to give to and share with
others, and realistically translating these into
actions, unencumbered by the religions own
sacred cows or the countrys political obstacles.
Jesus said, Whoever welcomes one of these
little children in my name welcomes me; and
whoever welcomes me does not welcome me
but the one who sent me (Mark 9: 37). Therefore, child prostitution, like child slavery, should
not be simply accepted or tolerated. It is a gross
abuse of the human rights of those who are least
able to do anything. Whoever one is and whatever
one does, one should and must do something
about it. Just imagine if it happened to one when
one were young or to ones own child. Individuals and companies alike need to raise public
awareness such as sponsoring children education
Cross-References
Buddhist Ethics and CSR
Confucian Ethics
Islamic Ethics and CSR
Trust and CSR
Christine Parker
353
Christine Parker
Major Contributions
354
Christine Parker
Cross-References
Meta-regulation Approach to CSR
Climate Change
355
Definition
Chrysotile
Asbestos
Cigarettes
Tobacco
Civil Regulation
Ethical Trading Initiative
Clean Technology
Sustainable Primary Energy Production
Climate Change
zer
Yunus Emre O
Faculty of Economics and Administrative
Sciences, Public Administration Department,
Dokuz Eyl
ul University, Buca Izmir, Turkey
Synonyms
Climatic change; Global climate change
356
Introduction
The world has experienced changes of cooling
and warming of its climate since its formation. In
retrospect, it is evident that the Athens Charter,
which appeared in the 1930s, was probably the
first document proposing environmental protection of air, plant life, and sun as one of its themes.
However, toward the end of the twentieth century, human impact on climate change was
becoming increasingly evident. However, this
impact was clearly revealed for the first time in
the World Climate Conference in 1979. In the
1970s, the effects of chlorofluorocarbons
(CFCs) and other ozone-depleting substances
(ODSs) were identified. In the 1980s, the subject
of human impact on the greenhouse effect was
agreed upon in a scientific sense. During these
years, sensitivity toward ozone depletion and climate change increased. In 1987, the Montreal
Protocol demanded the gradual reduction of the
use of substances that were causing the depletion
of the ozone layer.
In 1988, IPCC (the Intergovernmental Panel
on Climate Change) was established with the
contributions of scientists from many countries
in the world. The main aim of IPCC was to
investigate human influence on the greenhouse
effect and provide scientific information for
reducing climate change. At the same time within
the framework of this information, IPCC made
recommendations in terms of scientific, technical, and socioeconomic areas related to climate
change. In addition, they prepared assessment
reports, technical papers, and methodologies for
the use of policymakers, scientists, and other
experts. Following the reports prepared by
IPCC, climate change policies were understood
to be inadequate at the international level
Climate Change
Climate Change
357
358
Climate Change
Climate Change
359
Key Issues
The IPCC Third Assessment Report: Climate
Change 2001 shows that since the twentieth century, the average global temperature has increased
from 0.5 C to 0.8 C and that it is expected to
increase from 1.4 C to 5.8 C by the end of the
twenty-first century. The major effects of climate
change in the most general sense are the melting of
polar ice, the rise of the average global air and
ocean temperatures, the rise in sea levels, the
decrease of ocean pH and the reduction of oxygen
levels, economic devastation derived from environmental changes, the warming up of ocean waters,
the loss of homes, the erosion of land, air pollution,
zturk 2002).
floods, drought, and diseases (O
Moreover, climate change will have a negative
impact on the basic elements of daily life such as
the physical and natural environment, technology,
360
Climate Change
Climate Change
361
Future Directions
The effects of climate change are not national;
they are global. In other words, the problem does
not only concern one country, but the whole
world. Therefore, participation and negotiation
on a global level are imperative for post-2012.
At the same time, social participation is crucial in
order to minimize greenhouse gas emissions in all
development plans, programs, and projects
whether initiated by multilateral agencies, governments, or the private sector (Braun 2010).
Global participation by all actors for reducing
the effects of climate change is vital. Such
a situation will provide the creation of incentives
for reducing climate change and planning the
way forward in developing countries (and
maybe for non-Kyoto members) for post-2012.
In general, for the post-2012 period, setting targets for reducing the use of greenhouse gases,
improving and broadening the global carbon market, innovation, and technology transfer (lowcarbon technology), and financing international
adaptation are necessary (Dervis and Jones
2009). Moreover, the experience of developed
and developing countries shows that adaptation
strategies work better when there is a synergy
between climate change initiatives with other
socioeconomic goals and policies (Nath and
Behera 2011).
In order to assess the impacts of climate
change and to develop suitable adaptation and
mitigation policies, accurate climate change predictions are needed at the global and, more
importantly, the regional and local levels (Giorgi
2005). Increasingly, local governments are developing innovative policies and programs to
address global climate change. A growing body
of scholarship explores local government behavior with respect to sustainability initiatives and
involvement in climate change programs and networks in the United States and elsewhere (Sharp
et al. 2010).
In order to reduce the effects of climate
change, the search for new technology is continuing. Solar and wind energies can be problematic
in terms of cost and integration into the energy
system. However, cell-to-fuel cells, biomass
362
Cross-References
Carbon Emissions
Global Warming
Greenhouse Gases
Kyoto Protocol
Mitigation
United Nations Intergovernmental Panel on
Climate Change
Climatic Change
Climate Change
Club of Rome
Samuel O. Idowu
London Metropolitan Business School,
London Metropolitan University,
London, UK
Club of Rome
CH-8400 Winterthur
Switzerland
www.clubofrome.org
Email: info@clubofrome.org
Introduction
The Club of Rome is an independent, not-forprofit organization, headquartered in Winterthur,
Switzerland, with a European Support Centre
located in Vienna, Austria. The Club of Rome is
at the forefront of debate in assessing the nature
and consequences of the changes which confront
us and identifying the challenges and pathways
that could lead us to a more harmonious world.
The Club of Rome does not attempt to predict the
future, but attempts to analyze the potential evolution and the options available to our world. The
organizations knowledge is based upon systems
thinking and analysis on the one hand and practical actions, options, and opportunities for
change on the other hand. It believes that with
rigorous analysis, sound and well-conceived
solutions, and political will, it can make
a difference. It seeks interested and committed
sponsors to join its efforts in what is ultimately
a race to ensure that our global civilization
secures a safer and more hospitable world for all.
The History
In April 1968, a small group of international professionals from the fields of diplomacy, industry,
academia, and civil society were invited by an
Italian industrialist Aurelio Peccei and
a Scottish scientist Alexander King to meet
in a quiet villa in Rome. It was at this meeting that
they discussed the dilemma of prevailing shortterm thinking in international affairs and, in particular, the concerns regarding unlimited
resource consumption in an increasingly
interdependent world. Each participant in the
meeting agreed to spend the next year raising
the awareness of world leaders and major decision makers on the crucial global issues of the
future. They would offer a new and original
363
364
Club of Rome
Structure of Governance
Mission/Objectives/Focus Areas
The Club is supported by a network of distinguished honorary members and over 30 National
Associations, drawn together by a common
bond: a deep concern for the future of the planet
and for the welfare of future generations. Its
members include academics, business leaders,
former political leaders, senior government officials, and concerned individuals. In total, some
1,500 people around the world are active in the
work of the Club. The activities of the Club are
guided by the general assembly of its members
which meets once a year. The general assembly
elects the members of a small executive committee which supervises the activities of the
Club. At present, the Club has two copresidents, Dr. Ashok Khosla of India and
Dr. Eberhard von Koerber of Germany, and
two vice presidents, Professor Heitor Gurgulino
de Souza of Brazil and Dr. Anders Wijkman of
Sweden.
Honorary
members
and
contributors
include Kofi Annan, Jacques Delors, Mikhail
Gorbachev, Juan Carlos I King of Spain, among
others.
Activities/Major Accomplishments/
Contributions
Cross-References
Coalition of Environmentally Responsible
Economies (CERES)
EABIS (European Academy of Business in
Society)
WBCSD
365
Coalition of Environmentally
Responsible Economies (CERES)
Henry L. Petersen
School of Management, Alliant International
University, San Diego, CA, USA
Synonyms
CSR
Introduction
CERES is a leading coalition made up of environmental, investor, and advocacy groups. The
network comprises of over 80 organizational
members, over 130 nongovernmental organizations, and 75 institutional investors with over
$7 trillion in assets. To be endorsed by CERES,
an organization must commit to a ten-point code
of conduct that is listed within the CERES
principles. The CERES principles are a set of
guiding values that assist organizations with
their corporate behavior and mandate that their
members measure their performance against each
of the principles and issue a public environmental
report on an annual basis. CERES declares to be
one of the leaders for standardized corporate
environmental reporting and has developed
guidelines for sustainability. Their Global
Reporting Initiative (GRI), a voluntary standardized reporting mechanism for sustainability, has
received considerable recognition.
Brief History
In 1989, several members of the Social Investment Forum, an association for socially
366
Mission/Objectives/Focus Areas
CERES is a national network of investors, environmental organizations, and other public interest groups that work with companies and
investors to address sustainability issues.
Their mission is: integrating sustainability into
capital markets for the health of the planet and
its people.
Structure of Governance
The governance of CERES is structured as
a coalition. To become a member of the coalition,
candidates must go through an application process. Once membership is attained, members
must pay membership dues, and direct the organization by serving on the board of directors and
providing oversight of the organization. Staff
provide the day-to-day management of the operations with opportunities for coalition members
to work or participate in projects or special interest areas as needed.
Activities/Major Accomplishments/
Contributions
Initially, CERES initial unique proposition was
that it represented a group of investors with an
interest in sustainability. Citing investor assets,
CERES boasted of reaching out to corporations to
influence behavior and bring about a change in
practice that would have a positive impact on the
natural environment. By encouraging the adoption of the CERES principles, organizations
would align with the investment interests of
CERES and therefore become preferred investments. Since then, CERES has adopted the coalition approach by bringing investors, NGOs, and
other stakeholders together to influence companies to change their management practices of
environmental and social issues. As a result,
they have made a number of significant accomplishments and these are listed below:
Recipient of numerous awards including the
2006 Skoll Award for Social Entrepreneurship
and the Fast Company/Monitor Group Social
Capitalist award, and was named one of the
100 most influential players in the corporate
governance movement by Directorship
Magazine.
Launched the Global Reporting Initiative
(GRI), now the de facto international standard
used by over 1300 companies for corporate
reporting on environmental, social, and economic performance.
367
Cross-References
Nongovernment Organizations (NGOs)
Public Private Collaboration
C
References and Readings
http://www.ceres.org/
http://www.ceres.org/about-us/
Co-branding
Sponsorship
Code of Conduct
Corporate Governance
Global Governance and CSR
Code of Ethics
Corporate Codes of Conduct
368
Codetermination
Matthias S. Fifka1 and Dirk Classen2
1
Cologne Business School (CBS), Dr. J
urgen
Meyer Endowed Chair for International Business
Ethics and Sustainability, Koeln, Germany
2
Classen Fuhrmanns & Partner Rechtsanwalte,
Koln, Germany
Synonyms
Employee representation; Industrial democracy
Definition
Codetermination provides for the participation of
employees and their representatives in the management of a company. Thus, they can actively
influence the decision-making process through
legally stipulated rights. This possibility is
expressed by the German word Mitbestimmung,
from which codetermination was literally translated. This is no coincidence since Germany has
the oldest and most far-reaching codetermination
laws. Irrespective of the country, codetermination can happen at two levels. At the plant
or establishment level, it usually consists of the
formation of works councils. At enterprise level,
it guarantees employee representation on the
supervisory board of a corporation.
Codetermination can be seen as one element
of industrial or labor relations, terms that are
used to describe the employment relationship in
general. Aside from codetermination, there are
other forms of industrial relations which allow
for employee influence on management
decisions, such as collective bargaining and
strikes. Therefore, codetermination should not
be seen as a substitute for these forms, but rather
as a parallel or complimentary instrument that
permits continuous influence by employees.
Introduction
Codetermination rights have developed in a long
historical process. Throughout the course of time,
Codetermination
Codetermination
369
370
Codetermination
Codetermination, Table 1 Employee representation on the board level in the EU (According to Fulton (2011))
No representation
Belgium
Bulgaria
Cyprus
Estonia
Greece (except for
some state-owned
companies)
Ireland (except for
some state-owned
companies)
Italy
Latvia
Lithuania
Malta
Poland (except for
state-owned and
partially privatized
companies)
Portugal
Romania
Spain
UK
Parity
representation
Germany (listed
companies with
more than 2,000
employees)
Slovakia (in stateowned companies)
Other forms
Finland (in companies with more than
150 employees, but details are left to
negotiations on company level)
France (a variety of possibilities
applies, depending on company size,
and private or state ownership)
Slovenia (depending on company size
in terms of employment and turnover,
and the existence of a two-tier board)
Codetermination
371
Key Issues
One of the key issues on codetermination is the
question if it has overall positive or negative
effects on a companys performance. Aside from
providing democratic processes within companies,
a balance between capital and labor, and improving working conditions, which are undoubtedly
beneficial from the employee perspective, there
are also reasons which support codetermination
from the capital owners and employers perspectives. As pointed out above, it can help to reduce
friction and dispute between management and
labor, and thus prevent against costly strikes.
Moreover, the possibility to participate in decision-making processes can be a motivational factor for employees and produce innovations so that
company performance increases.
However, codetermination can also be seen as
a burden on company performance. First of all,
there is the classical argument that workerparticipation rights will lead to higher costs for
an enterprise as employees have an interest in
higher wages and salaries, less working hours
and more holidays, and better working conditions. Aside from these pecuniary arguments,
procedural concerns might be of even bigger
importance. Codetermination, especially when it
guarantees for veto or voting rights, can lead to
a blockade of decisions which might be necessary
for the enterprise as a whole, but might be seen to
have negative consequences for the workforce.
The necessity to dismiss employees in order to
remain competitive and survive in the market is
a traditional issue in that regard. Moreover, it can
372
Codetermination
Codetermination
Future Directions
With regard to the future of codetermination,
national distinctions have to be made. In countries where codetermination on the enterprise
level exists, it has come under increasing criticism because it is perceived as a disadvantage for
attracting foreign investors. Moreover, as
demonstrated above, companies in the EU the
region with most extensive codetermination
rights in global comparison have found ways
to circumvent national legislation in order to
avoid employee representation. Due to the desire
for appealing to international investors and for
creating a more homogenous legal environment
for codetermination in the EU, it can be expected
that codetermination will be weakened on the
enterprise level in countries where it has traditionally been strong. Nevertheless, in the very
recent past, a countertrend has been observable,
which has its roots in the financial and economic
crisis. The seeming carelessness and risk taking
by top-management in many companies have
reinforced calls that labor representation on the
board can help to effectively constrain management from pursuing excessive, short-term
oriented goals.
Codetermination on the plant level will not be
affected as much, though it has to be said that the
concept in general does and will continue to
suffer from declining union membership. Some
examples shall be given: In Germany, the rate of
unionization has declined from 36% at the beginning of the 1990s to 19% in 2010. In the same
period, union membership went down from 16%
to 11% in the USA, and from 38% to 28% in the
UK. Finally, in Japan, it dropped from 25% to
17%. As codetermination regardless of the
country is bound to the work of unions, either
directly or indirectly, it will be eroded by this
373
decline that is observable in industrialized countries. Thus, Jackson (2005, 419) pointedly
remarks in his comparative study that the size
of the core model is getting smaller.
In developing and emerging countries, where
codetermination is hardly existent, initiatives
such as the ISO 26000 and the GRI, but also
public and political pressure will most probably
lead to better employee representation. Though
the effective introduction of codetermination on
the enterprise level seems to be unlikely, there
will be improvements on the plant level.
This does not mean that extensive consultation
or even voting rights will be established, but basic
principles, such as the provision of information,
will gradually be introduced.
Overall, despite a globalization of economic
structures and the attempt to foster regional
homogenization with regard to codetermination,
convergence on a single model remains out of
question. Moreover, codetermination will remain
a controversial issue of discussion on economic,
social, as well as on moral grounds.
Cross-References
Board of Directors
Collective Bargaining/Trade Unions
Corporate Governance
Corporate Social Responsibility
Global Reporting Initiative
ISO 26000
One Tier Board
Trade Union Recognition
Two-Tier Board
374
Collaborative Advantage
John Richard Ennals
Kingston University, Kingston Upon Thames,
Surrey, UK
Synonyms
Neither collaboration nor seeking advantage
is new. Linking the two in policy debates is
a recent development, reflecting current debates
around business strategy.
There are a number of related and associated
terms: partnership, trust, collaboration, confidence, cooperation, social capital, community
collateral, development, partnership, networking,
and cluster. Each has an associated literature in
the social sciences, with some common references. Applications of these terms can take
many distinctive forms.
Definition
We need to offer a simple redescription of business. Collaborative Advantage is here defined
Collaborative Advantage
Collaborative Advantage
Introduction
While businesses, business educators, and governments have emphasized the importance of
securing Competitive Advantage, less emphasis
has been given to the context of collaboration and
Collaborative Advantage. Where entrepreneurs
and managers do not know how to demonstrate
social responsibility in their collaborative activities, their organizations will be disadvantaged in
the longer term, together with others with whom
they work. Antisocial irresponsibility is common.
375
376
Collaborative Advantage
Collaborative Advantage
Key Issues
Success in business involves a twin track
approach. Individuals and companies seek Competitive Advantage, but this is situated in
a context of collaborative relationships. Competitive and Collaborative Advantage are linked,
each providing a backdrop for the other.
Advantage is not secured simply by following
textbook guidelines. It is a matter of exercising
judgment in practice, built up incrementally
through experience. It is based on trust, used to
create social capital. As this develops, understanding is required and is tested through actions.
377
Future Directions
There is a case for revisiting business strategy,
marketing, human resource management,
accounting and finance, informatics, and operations management: both in practice and in how
they are taught. Wherever there is mention of
Competitive Advantage, we need to explore the
underlying collaborative dimension. This has
been the source of the common language which
we use in business, which now appears
unbalanced.
Globalization means that different markets are
no longer completely separate. Collaboration has
multiple dimensions. It is not adequate to concentrate only on local markets and relationships.
However, international and cross-cultural collaboration can be complex, as there can be areas of
misunderstanding.
New collaborations and business configurations are needed. If they are to be sustainable,
they will need to be seen as corporately socially
378
Collecting
Synonyms
Cross-References
Competitive Advantage
Globalization
Region
Collective bargaining; Craft union; Guild; Industrial union; Organized labor; Trade unionism
Definition
References and Readings
Bellers, J. (1696). Proposal to establish a colledge of
industry. London: T. Sowle.
Ekman, M., Gustavsen, B., Asheim, B., & Palshaugen, O.
(Eds.). (2011). Learning regional innovation.
Basingstoke: Palgrave.
Ennals, R., & Gustavsen, B. (1999). Work organisation
and Europe as a development coalition. Amsterdam:
Benjamins.
Friedman, M. (1962). Capitalism and freedom. Chicago.
IL: University of Chicago Press.
Gustavsen, B., Nyhan, B., & Ennals, R. (Eds.). (2007).
Learning together for local innovation: Promoting
learning regions. Luxembourg: Cedefop.
Hutchins, D. (2008). Hoshin Kanri: the strategic approach
to continuous improvement. Aldershot: Gower.
Ishikawa, K. (1980). General principles of the QC circle.
Tokyo: Japanese Union of Scientists and Engineers.
Johnsen, H. C. G., & Ennals, R. (Eds.). (2012). Creating
collaborative advantage. Farnham: Gower.
Porter, M. E., & Kramer, M. C. (2011). Creating shared value.
Harvard Business Review, January February. pp. 6277.
Sen, A. (2009). Edition of a theory of moral sentiment.
Adam Smith (1759). London: Penguin.
Collecting
Waste Management
Collective Bargaining
Collective Bargaining/Trade Unions
A trade (British English) or labor union (American English) is an organized group of workers
who, through their collective power, aim to
improve the working conditions of members.
Working conditions refers to rates of pay, paid
leave, safe working conditions, and other benefits
associated with employment. Typically, members of a particular union belong to a similar
trade/sector and union officials represent the
interests of members in negotiations with
employer organizations. The term industrial (or
employment) relations is associated with trade
unions and refers to the multidisciplinary study
of the relationships and interactions between
organized labor, employers/managers, and
governments.
Introduction
Origin and History
The origin of trade/labor unions predates the
industrial revolution, which is typically associated with the introduction of factories, mechanized production, and large concentrations of
workers. Prior to trade unions per se, medieval
craft guilds existed, dating back to the fifth century AD in Europe. These guilds controlled entry
to crafts (e.g., stone masonry, glass making) to
ensure that artisans were not overwhelmed by
numbers and could exert a degree of price control. By about 1100, guilds were equivalent to the
379
380
Key Issues
As the origins and forms of unions vary, this
section outlines the general environment and
381
382
Middle East
383
governments view, and it has been used to effectively ban strikes (Morley et al. 2008).
Similar to Syria, Egypt has a single recognized
confederation, the Egyptian Trade Union Federation, to which all unions must be affiliated.
Labor law in Egypt allows the government to
term a union illegal or render a unions charter
invalid (Morley et al. 2008). Strikes are deemed
a form of public disorder and thus are illegal,
although they do occur.
Thus, in general, trade unions in the Middle
East are to some extent dependent on the levels of
democracy in the region. In all cases mentioned,
the government plays a major role in the industrial relations field by close supervising and/or
controlling workers and unions.
Asia
384
385
Future Directions
Collective Bargaining
Collective bargaining, while used as a synonym
for trade/labor unions, also refers to negotiations
between employers and employees organizations as a collective. The negotiations normally
focus on wage rates, working hours, holidays, and
grievance mechanisms. Any resulting collective
agreement may apply to a sector, business federation, or at the national level.
In line with declining union density, the focus of
collective bargaining has become more
decentralized in recent years. This is due to factors
such as devolved responsibility among global organizations, a lack of statutory regulation, and
outsourcing. Decentralized bargaining also assists
employers in minimizing the influence of unions.
The global economic downturn beginning in 2007
also has had impacts on collective bargaining, as
governments and employer organizations faced
turbulent economics conditions, which have in
turn reduced the ability of collective bargaining at
a national or sector level to deliver improved pay
and/or conditions. For example, collective
bargaining at national level in Ireland has been
strained by economic events. However, the decline
in collective bargaining at industry and national
level has been compensated for to a degree through
an increasing number of jurisdictions with national
or industry minimum wage levels.
Recognition and Legal Framework
The legal recognition of unions is an important
factor in negotiations from a unions perspective.
Union recognition can be voluntary or statutory.
Voluntary recognition implies employers accept
collective bargaining procedures and some
involvement of the state in an umpire role.
386
Cross-References
Minimum Wage
Trade Union Recognition
Collective Intentionality
Community Relations
Collective Responsibility
Community Relations
Combination
Mergers and Acquisitions
387
Code is meant to promote and to support confidence in corporate reporting and governance,
being rather a guide to the components of good
board practice distilled from consultation and
widespread experience over many years. While
it is expected that companies will comply wholly
or substantially with its provisions, it is
recognised that noncompliance may be justified
in particular circumstances if good governance
can be achieved by other means. A condition of
noncompliance is that the reasons for it should be
explained to shareholders, who may wish to discuss the position with the company and whose
voting intentions may be influenced as a result
(FRC 2008). This edition of Combined Code
(June 2008) was applied to accounting periods
beginning on or after 29 June 2008 and took
effect until 28 June 2010, when the next revised
version of this Code was issued.
Synonyms
Combined Code on Corporate Governance
(Revised June 2008); UK CG combine code;
UK Corporate governance framework, UK Code
of best practices in Corporate Governance
Definition
The Combined Code on Corporate Governance
issued in June 2008 (Combined Code) by Financial Reporting Council represents the fourth version (first version of the Combined Code was
issued in 1998) of the UK Corporate Governance
Code, which sets out the standards of good practices in corporate governance related to board
leadership and effectiveness, remuneration,
accountability, and relations with shareholders.
According to the Financial Reporting Council
(the UKs independent regulator responsible for
promoting high-quality corporate governance
and reporting to support the investors), this
Introduction
Looking for the origins of corporate governance,
in the specialty literature (Paape 2007) it is generally accepted that Berle and Means (1932) are
the real founders of this controversial issue. Berle
and Means (1932) have promoted the idea of
separation of ownership and control, because the
ownership is dispersed among small shareholders,
while control is concentrated in the power of managers. According to Berle and Means (1932),
while typical shareholders are not interested in
the day-to-day affairs of the company, the management and the directors who are directly interested have the ability to manage the resources of
the company to their own interest without the
effective shareholders control.
The property owner who invests in a modern corporation so far surrenders his wealth to those in
control of the corporation that he has exchanged
the position of independent owner for one in which
he may become merely recipient of the wages of
capital. . . [Such owners] have surrendered the right
that the corporation should be operated in their sole
interest. . . (Berle and Means 1932)
388
governance is subject, in part, to federal securities laws, and, in part, to the jurisdiction of individual states.
The Cadbury Code of 1992 was followed by
the recommendations of the Greenbury Committee on directors remuneration (Greenbury
Report 1995), after a review made by Hampel
Committee (Hampel Committee 1998), the first
version of the Combined Code was published in
1998. Subsequently, Combined Code (1998) was
followed by further reports issued by various
committees like the ones chaired by Turnbull
(Turnbull Report 1999), Myners (Myners Report
2001), Higgs (2003), and Smith (2003). The second version of the Combined Code was published
in 2003 (FRC 2003).
Starting from the general idea that corporate
governance is focused on the rights and responsibilities of a companys board of directors, its
shareholders, and different stakeholders, corporate governance practices have became one of
the major interest for managers, investors, academics, and policy regulators, and various financial scandals that have shaken the global capital
markets and the public confidence had determined an increasing focus and preoccupation
over the incidence and effects of corporate
fraud and fraudulent financial reporting, and
the impact of corporate governance structure
over the strategies, policies, and performances
of the companies. A synthesis of UKs corporate
governance developments until the issuance of
Combined Code (June 2008) is presented in
Table 1.
The Combined Code issued in June 2008
(the fourth version of the UK Combined Code)
was revised following the consultation
process during 2007, which was intended
generally to reassure the Codes content and
impact of its recommendations, this edition
being applied to accounting periods beginning
on or after 29 June 2008 until 28 June 2010,
when a new revised version of Combined
Code (December 2009) was issued. A synthesis
of the main principles and recommendation
of corporate governance practices included in
Combined Code (June 2008) is presented in
Table 2.
389
Combined Code (June 2008), Table 1 Major benchmarks in the UKs corporate governance developments until
Combined Code (June 2008)
Main recommendations
Focus on the quality of the companys financial
reporting
Provisions related to board composition, the
appointment and independence of non-executive
directors, remuneration of executive directors, and the
system of controls for financial reporting process of
companies
The requirement that each company have a minimum of
three non-executive directors
A committee established by the UK
Greenbury Concentrated on issues related to board remuneration,
Confederation of Business and Industry Report
the role of remuneration committee in establishing the
on corporate governance
remuneration packages for the executive directors,
requirements concerning the disclosure of directors
remuneration, service contracts and remuneration
policy
A committee established for the
Hampel
It was intended to make a revision of the corporate
revision of the corporate governance
Report
governance system in the UK, trying to combine,
system in the UK
converge, and clarify the recommendations of Cadbury
and Greenbury Reports
Comparing to the Cadbury and Greenbury boxticking approach, the Hampel Report is relied more
on broad principles and a common sense approach
Committee on Corporate Governance
Combined Combined the recommendations and principles
from the Committees Final Report and Code
outlined in the Cadbury, Greenbury, and Hampel
from the Cadbury and Greenbury Reports (1998)
Reports based on comply or explain approach
established by London Stock Exchange
London Stock Exchange adopted the Combined Code
and required listed companies to make corporate
governance statements and disclosures, the general
recommendation being to conform to it
A committee established by London
Turnbull
The report is focused on the issues of internal control
Stock Exchange under the chairmanship Report
and risk management
of Nigel Turnbull of The Rank Group plc.
Starting from the directors obligations under the
Combined Code, related to keeping good internal
controls in their companies, this report emphasizes the
boards responsibility for ensuring that an internal
control system is implemented and requires companies
to report about their internal control systems and risk
management
A commission established by HM
Myners
Focus on institutional investors, by taking the
Treasury under the supervision of Paul
Report
approach of asking whether institutional investors
Myners.
were acting in the best interests of their beneficiaries
A commission established by UK
Higgs
Reviewed the role of non-executive directors and of the
Government, chaired by Derek Higgs.
Report
audit committee, trying to contribute toward enhancing
the existing version of the Combined Code
This report claims more severe criteria related to
board composition and the evaluation of directors
independence
Financial Reporting Council
Smith
In the light of financial scandals of Enron and Arthur
Report
Andersen, focus on the independence of the auditors,
role of the audit committee especially in the process of
monitoring the financial reporting and internal control
systems in the best interest of shareholders
Its recommendations were incorporated in the next
version of the Combined Code (2003)
(continued)
Year Issuer
Report
1992 A committee on the financial aspects of Cadbury
corporate governance in 1991, under the Report
chairmanship of Sir Adrian Cadbury
1995
1998
1998
1999
2001
2003
2003
390
Report
Combined
Code
(2003)
Combined
Code
(2006)
Main recommendations
This Code supersedes and replaces the Combined Code
(June 1998). It derives from a review of the
recommendations included by Smith and Higgs reports
The code contains the main supporting principles and
provisions related to corporate governance practices
The approach is comply or explain, which means
certain flexibility in applying codes provisions or
where it does not to provide an explanation
It is recommended that each company review each
provision carefully and give an argued explanation if it
departs from the Code provisions
This Code supersedes and replaced the Combined
Code issued in 2003
Presents minor revisions compared to the version from
2003, being the results of the review process made by
Financial Reporting Council of the implementation of
Combined Code in 2005 and consultation process on
possible amendments to the Combined Code
Key Issues
The significance of the UK Combined Code in the
context of European corporate governance, and
not only, is highlighted especially from the perspective of difficult economic conditions that
strongly influence further financial and economic
developments at European level. Therefore, for
the UKs independent regulator in corporate governance area Financial Reporting Council
a significant challenge will be to keep effectively
under constant review developments in corporate
governance generally, to undertake reviews, and
to consider whether any actions are necessary for
justified reviews of the UKs Code of corporate
governance practices. Also, huge importance is
given by continuous monitoring of the implementation of corporate governance practices and
recommendations by listed companies and by
shareholders.
Future Directions
A permanent concern for Financial Reporting
Council is to review the impact and implementation of the Combined Code periodically, at least
391
Combined Code (June 2008), Table 2 A synthesis of corporate governance principles Combined Code (June 2008)
Section 1
Companies
A1 Board
392
Source: Authors projection based on the synthesis of principles included in Combined Code (June 2008)
The main findings of this review report are synthesized in the 2009 Review of the Combined
Code: Final Report, available on FRCs website.
Cross-References
Agency and Corporate Governance
Agency Theory
Corporate Governance
Corporate Governance Reporting
Enron
European Corporate Governance Institute
Evolution of Corporate Governance Reports in
the UK and Ireland
Financial Reporting Council (UK)
Greenbury Report (UK)
Hampel Report (UK) and CSR
Higgs Report (UK) and CSR
Command
Management
Commercial Organizations
View on the Ground: CSR from a Capabilities
Approach
Commitment
Trust
Common Good
Community Relations
393
mutuality between those involved in the communication process. It also implies a less mechanistic view of communication, which seems a better
fit for the realm of human communication. The
latter point is particularly relevant in the context
of corporate social responsibility (CSR), as this
concept is fundamentally about corporations
negotiating their social relationships and handling the externalities they incur for society and
the environment. Ultimately, a corporation that
wants to succeed with CSR has to communicate
with its stakeholders, groups, or individuals that
can affect or be affected by the realization of an
organizations purpose (Freeman et al. 2010,
p. 26). CSR can include the process of mapping
and evaluating expectations and demands from
such stakeholders, as well as the formulation and
implementation of actions and policies that
address the expectations and demands (Ihlen
et al. 2011). Communication is at the heart of
this process since it helps the corporation to
understand which expectations exist and which
demands stakeholders are making. Communication is also absolutely necessary when corporations want to share their views of CSR and how
they manage the externalities they create. When
a corporation is communicating with stakeholders, it must be thought of as a two-way process that involves the use of symbols, including
language, to influence or share an idea or
a perspective, and/or to learn more about the
ideas and perspectives of stakeholders.
Synonyms
CSR communication; Stakeholder dialogue
Definition
Early
communication
theory
proposed
a transmission view of communication based on
a model with three elements: sender, message,
and receiver. Tracing the etymological roots of
communication, however, points to the Latin
noun communicatio (sharing or imparting) and
the verb communicare, which means to share or
to be in relation with (Cobley 2008, para. 1).
The latter understanding hints at a form of
Introduction
Communicating with stakeholders is a crucial
CSR activity and at the heart of CSR communication. Indeed, it can be argued that communicating with stakeholders is the same as CSR
communication, although the former is a wider
category since it can include non-CSR-related
communication as well. A case in point can be
marketing or investor relations that primarily
focus on attracting or keeping customers or shareholders. Then again, of course, in a wider sense it
can be argued that communicating with customers and investors is part of the financial
394
395
396
Key Issues
Above, two issues for communicating with stakeholders are touched upon, namely, the matter of
who counts as stakeholders and how to prioritize
between them, as well the fact that the stakeholders might not be as interested in communicating with the corporation as the latter is. Here
are three other issues that arise from CSR communication and corporate attempts to communicate with stakeholders:
First, the corporate tendency to instrumentalize the
dialogue to serve corporate self-interest leads to
criticism. Stakeholders might feel that the dialogue is only serving the purpose of information mining to give the corporation the upper
hand. The learning process can be perceived as
397
Future Directions
Much more research could be conducted on the
way symbols are used in the communication of
398
Communications Strategies
Stakeholder Engagement
Stakeholder Relationship
Stakeholder Theory
Trust and CSR
Communications Strategies
Marketing Communications and CSR
Cross-References
CSR Communication
Primary Stakeholders
Reputation/Reputation Management
Social Dialogue
Communities
View on the Ground: CSR from a Capabilities
Approach
Communities of Practice
Communities of Practice
Fernanda de Paiva Duarte
School of Business, University of Western
Sydney, South Penrith DC, NSW, Australia
Synonyms
Learning systems; Teams; Teamwork
Definition
The phrase communities of practice was coined
by educational theorists Jean Lave and Etienne
Wenger (Lave and Wenger 1991) in the groundbreaking book Situated Learning: Legitimate
Peripheral Participation. In this work, they put
forward the idea that learning is a process of
participation in communities of practice participation that is at first peripheral but that
increases gradually in engagement and complexity. Communities of practice refers to groups of
people who share a concern or a passion for
a topic, a craft, and/or a profession (Wenger
1998, 2006). These individuals deepen their
knowledge and expertise through regular interaction with each other (Wenger 2006; Wenger et al.
2002). Therefore, a community of practice acts as
a living curriculum that engages participants in
a process of collective learning (Wenger 2006).
Examples of communities of practice can be:
. . .a tribe learning to survive, a band of artists
seeking new forms of expression, a group of engineers working on similar problems, a clique of
pupils defining their identity in the school,
a network of surgeons exploring novel techniques,
a gathering of first-time managers helping each
other cope (Wenger 2006).
Introduction
All of us belong to communities of practice
often to more than one acting as core members
of some, and peripheral members of others
(Lave and Wenger 1991). Indeed, in ones
399
lifetime, one travels through an array of communities. Communities of practices exist in lunchrooms at work, in field settings, and on factory
floors, but they can also operate in virtual environments, including chat rooms, discussion
boards, and newsgroups. Communities come in
a variety of forms: They can be small or large;
local or global; actual or virtual; personal or work
related; formally recognized or informal;
supported with a budget or unfunded; visible or
invisible (Wenger 2006). A community of practice can either evolve naturally because of the
members shared interest in a particular domain,
or it can be created with the goal of gaining
knowledge on a specific topic or field. Through
the process of sharing information and experiences with the group, members learn from each
other, and develop themselves personally and
professionally.
It must be taken into account, nevertheless,
that not every community is necessarily a community of practice. According to Wenger (2006)
communities of practice must embody three core
characteristics: the domain, the community, and
the practice. The domain defines the identity of
a community of practice, which is not merely
a group of friends or a network of connections,
but a commitment or a shared competence that
distinguishes members from other people
(2006). This shared competence is valued by the
members and encourages them to learn from one
another. The community is constituted by the
interactions between members of a given domain
and the mutual relationships they build, which
enables them to learn from each other. The practice refers to the repertoire of resources, experiences, stories, tools, and problem-solving
techniques that the members of the community
develop in their interactions with each other. The
emergence of a shared practice may be more or
less self-conscious. For example, academics who
meet regularly for lunch in a staff room may not
realize that their conversations actually convey
knowledge on how to teach or how to conduct
research. In the course of these learning conversations, they develop a set of stories and cases
that become a shared repertoire in their practice.
Hence a community of practice is not merely
400
Key Issues
The communities of practice approach has been
embraced by business organizations following the
realization that knowledge is a critical asset that
Communities of Practice
Communities of Practice
401
402
Communities of Practice
Future Directions
More recently, work on communities of practice
has broadened the focus of learning theory from
merely acquiring new knowledge to a changing
relationship of participation in the world. As
stated by Wenger (2004, p. 1), referring to his
project Learning for a Small Planet:
We cannot address todays challenges with yesterdays perspectives. We need new visions of what is
possible. We need new models to learn how to
learn at multiple levels of scale, from the personal
to the global. Increasing our capacity to learn
Community Activism
individually and collectivelyis taking on
a special urgency if we see ourselves caught, as
I believe we are, in a race between learning and the
possibility of self-destruction.
Cross-References
Competitive Advantage
Corporate Social Responsibility
Social Capital
Sustainability
403
Kimble, C., & Hildreth, P. (2004). Communities of practice: Going one step too far? In Paper presented at the
9e colloque de lAIM, France, http://halshs.archivesouvertes.fr/docs/00/48/96/32/PDF/Kimble_2004.pdf.
Accessed 3 Jan 2011.
Lave, J., & Wenger, E. (1991). Situated learning. Legitimate peripheral participation. Cambridge: University
of Cambridge Press.
Lesser, E. L., & Storck, J. (2001). Communities of practice
and organizational performance. IBM Systems
Journal, 40(4). Retrieved 23 May 2012, from http://
www.research.ibm.com/journal/sj/404/lesser.html
McDermott, R., & Archibald, D. (2010). Harnessing your
staffs informal networks. Harvard Business Review,
88(3), 8289.
Seely Brown, J., & Gray, S. E. (1995). The people are the
company. Fast Company Retrieved 23 May 2012, from
http://www.fastcompany.com/online/01/people.html
Senge, P. M. (1990). The fifth discipline: The art and
practice of a learning organization. New York:
Currency Doubleday.
Vaast, E. (2004). The use of intranets: The missing link
between communities of practice and networks of
practice? In P. Hildreth & C. Kimble (Eds.), Knowledge networks: Innovation through communities of
practice (pp. 216228). Hershey: Idea Group.
Wenger, E. (1998). Communities of practice: Learning, meaning and identity. New York: Cambridge University Press.
Wenger, E. (2004). Learning for a small planet: A
research agenda. www.ewenger.com/research/index.
htm. Accessed 23 May 2012.
Wenger, E. (2006). Communities of practice: A brief
introduction. Retrieved from http://www.ewenger.
com/theory/ Accessed 2 Dec 2010.
Wenger, E., Mcdermott, R., & Snyder, W. (2002). A guide
to managing knowledge: Cultivating communities of
practice. Boston, MA: Harvard Business School.
Community
References and Readings
Black, L. D. (2006). Corporate social responsibility
as capability: The case of BHP Billiton. Journal of
Corporate Citizenship, 23(Autumn), 2538.
Conklin, E. J. (1997). Designing organizational memory:
Preserving intellectual assets in a knowledge economy. Retrieved 23 May 2012, from http://citeseerx.
ist.psu.edu/viewdoc/download?doi10.1.1.2.8218&
reprep1&typepdf.
Hedberg, B. (1981). How organizations learn and unlearn.
In P. C. Nystrom & W. H. Starbuck (Eds.), Handbook of
organizational design (pp. 327). New York: Oxford.
Hislop, D. (2004). The paradox of communities of
practice: Knowledge sharing between communities.
In P. Hildreth & C. Kimble (Eds.), Knowledge
networks: Innovation through communities of practice
(Vol. 3646, pp. 3646). Hershey: Idea Group.
Community Relations
CSR and Catholic Social Thought
Community Activism
Pauline Collins
School of Law, Faculty of Business, University
of Southern Queensland, Toowoomba,
QLD, Australia
Synonyms
Grassroots; Social activism; Social movements
404
Community Activism
Definition
Introduction
Social movements since the mid-eighteenth century
have aimed to redress social inequalities in
a general movement toward democratic participation by citizens. Community activism arises from
the individual becoming engaged in public participatory communicative action. Critical theorist such
Community Activism
405
Key Issues
Future Directions
Moyers has developed a theory of social activism named The Movement Action Plan: MAP
that assists activists by providing an underlying
theory to social action to enable the maintenance of energy for activist participation. MAP
provides guidance on how activists can gain
acceptance from the majority of ordinary
citizens for the need for such change agents to
perform a responsible and integral role in
society as it adopts social change, or in some
cases, resists it.
Theories behind motivation for community
activism and social movements abound and
range from crowd theory (Le Bon 1895); theory
of masses (Kornhauser 1959); rational choice
theory (Olson 1965); resource mobilization
406
Cross-References
Affirmative Action
Community
Community Relations
Dame Anita Roddick
Enlightened Self-interest
Human Rights
Social Dialogue
Community Giving
In S. L. Kaplan, & K. M. Baker (eds), Bicentennial
Reflections on the French Revolution. Duke University
Press.
Mattox, H. E., (1998). The Boston Tea Party, 1773. In
J. E. Findling, & F. W. Thackeray (Eds.), Events that
changed America in the eighteenth century (Chap. 5,
209 pp.). Greenwood Press.
McAdam, D. J., McCarthy, D., & Zald, M. N. (1988).
Social movements. In N. J. Smelser (Ed.), Handbook
of sociology. Newbury Park, CA: Sage.
McAdam, D. J., McCarthy, D., & Zald, M. N. (2005).
Social movements and organization theory. Cambridge: Cambridge University Press.
Meikle, G. (2002). Future active media activism and the
Internet. London: Routledge.
Melucci, A. (1989). Nomads of the present: Social movements and individual needs in contemporary society.
Philadelphia, PA: Temple University Press.
Moyer, B., McAllister, J., Finley, M. L., & Soifer, S. (2001).
Doing democracy. Gabriola Island: New Society.
Naples, N. A. (1998). Community activism and
feminist politics: Organizing across race, class,
and gender perspectives on gender. New York:
Routledge.
Oberschall, A. (1973). Social conflict and social movements. Prentice-Hall.
Offe, C. (1985). New social movements: Challenging the
boundaries of politics. Political Science Review, 6(4),
483499.
Olson, M. (1965). The logic of collective action.
New York: Shocken.
Riano, P. (Ed.). (1994). Womens participation in communication: Elements for a framework. Thousand Oaks: Sage.
Sharp, G. (1970). Exploring nonviolent alternatives.
Boston: Porter Sargent.
Shaw, R. (1999). Reclaiming America. Nike, clean air,
and the new national activism. London: University of
California Press.
Tilly, C. (1978). From mobilization to revolution. Addison-Wesley/University of Minnesota.
The Bastille and Boston Tea party are historical events if
source books are required refer to:
Touraine, A. (1985). An introduction to the study of social
movements. Social Research, 52, 749788.
White, J., Hunt, S. A., Benford, R. D., & Snow, D. A.
(1994). Identity fields: Framing processes and the
social construction of movement identities.
In E. Larana, H. Johnston, & J. R. Gusfield (Eds.),
New social movements: From ideology to
identity (pp. 185208). Philadelphia: Temple University Press.
Community Giving
Corporate Giving
Community Relations
Community Relations
Gloria Zuniga y Postigo
The University of Texas at Arlington, Arlington,
TX, USA
Synonyms
Associations of trust; Collective intentionality;
Collective responsibility; Common good; Community; Edith Stein (on community); Employee
participation; Intersubjectivity; Labor force;
Management-consumer relations; Managementemployee relations; Management-host community relations; Positive Externalities; Social
capital; Social collaboration; Social cooperation;
Social factor of corporate responsibility; Social
object
Definition
The matter of community relations is often confused with public relations, which is a marketing
function of a company. One reason for this confusion is that the rise in the 1980s of concerns that
we now classify as falling under the heading of
corporate social responsibility preceded our
complete understanding of what constitutes corporate social responsibility, its scope, and its
constitutive concepts. Although we are still
demarcating the terrain of corporate social
responsibility and this encyclopedia indeed is
a contribution to this end, we now have greater
clarity of important distinctions such as that
between community relations and its conceptual
neighbor public relations.
It is also historically interesting to note that the
term public relations also became part of the
corporate language in the 1980s as corporations
became aware of the importance of corporate
image and managerial transparency due, in part,
to the stereotype of corporate mentality in popular culture as one of unrestrained greed. Indeed,
the perception in popular culture of this negative
image is reflected in the flavor of the characters of
407
408
competitive market participants have the incentive to offer what others want and to provide it
without deception. Those who do not play by
these rules will typically lose. MaAnit recalls
that during the presidential campaign, Obama
had been vociferously against drilling, yet after
assuming the presidency he made a dramatic
u-turn and announced a massive expansion of
offshore drilling. Why the sudden change of
heart? MaAnit reports that, Obama had been
one of the top recipients of BP donations in
the previous year.
Indeed, as Milton Friedman reminds us, it is
the social responsibility of business to use its
resources and engage in activities designed to
increase its profits. But, let us also recall that
Friedman adds that this must be the case so long
as profit-increasing activities stay within the
rules of the game, which is to say, engages in
open and free competition without deception or
fraud. And it is this last part which is indeed
community minded. The explanation is simple:
a company can increase profits without the moral
limitations that Friedman articulates, but if it does
not consider the interests of shareholders in the
long run, colludes with government instead of
competing genuinely and fairly and sells what it
cannot deliver, then the company is not meeting
its responsibility toward shareholders or
employees, its most immediate communities.
While Haywards achievement of expanding
BPs operations indeed was directed at increased
profits, this narrow end served as a blinder to
other important considerations. Is BP equipped
with the health and safety precautions that will
not put BP employees at risk? Has BP corrected
the problems that affected the operations in Texas
and Alaska? Is BP playing the rules of the game
fairly? Can BP compete without manipulating the
American government? The point is that to
understand the stewardship that profit seeking
entails is to understand community. When the
long-run effects of business operations are indeed
mindful of the immediate communities of concern to any corporation that is, those constituted
by employees and shareholders then playing the
rules of the game of competition fairly, without
deception or fraud, will in the end also benefit
Community Relations
other communities such as those spatially immediate to the operations of the firm (e.g., for BP,
these would be the Gulf cities, ecosystems in the
Gulf) to the most distant though not least affected
(e.g., consumers of gasoline and other petrol
derivatives, the British society and its reputation,
and so on).
This genuine regard for community is not only
subtly presupposed in Friedmans corporate
profit commandment as suggested here, but it
serves as the framework for Adam Smiths notion
of the invisible hand. Indeed, it is not from the
benevolence of the baker that we receive our
daily bread. Of course, the bakers fundamental
concern is profits, for otherwise, he would be out
of an income. However, if the bakers only concern were profits, say, for example, if he did not
take pride in his product and arranged with the
local mayor to have the only bakery permit in
town, then this purely self-serving approach
would not work out well for him or the consumers
of his product in the end. Although Adam Smith
did not actually reach the specific articulation of
the notion of community and it would take more
than one and a half centuries later before Edith
Stein would make her contributions in this
regard, he addressed the need for society, and
the motivation for this need is our need for approbation and sympathy from society. In his Theory
of Moral Sentiments, Adam Smith describes sympathy as our fellow-feeling with the sufferings
of others (43). We strive to better our condition,
he says, in large part to belong in community and
be taken notice of with sympathy (50). Every
man prefers himself to all of mankind, yet he
dares not look mankind in the face, and avow that
he acts according to this principle. If he wants to
be accepted in community, then man the parent,
the baker, the CEO must temper his actions
such that these do not act against the interests of
others. For otherwise, Smith tells us that in the
race for wealth and honours, and preferments, he
may run as hard as he can, and strain every nerve
and every muscle, in order to outstrip all his
competitors. But if he should justle, or throw
down any of them, the indulgence of the spectators is entirely at an end. It is a violation of fair
play, which they cannot admit of (83). So while,
Community Relations
409
Introduction
The most thorough study of the phenomenon
of community was advanced by Edith Stein
(18911942), a philosopher who studied under
Edmund Husserl at the University of Gottingen
in Germany. Her contributions to the study of the
phenomenon of community were preceded by
a study of the phenomenon of empathy, which
culminated as the subject of her doctoral dissertation in philosophy titled On the Problem of
Empathy. The word empathy must be understood as Einf
uhlung, a term belonging to the
tradition of nineteenth-century German phenomenology and brought to notoriety by Theodor
Lipps at the University of Munich. Accordingly,
empathy (as Einf
uhlung) means in-feeling or
inner awareness (Sawicki, 123). This is not an
intellectual awareness of our own consciousness
but an awareness of our feelings within the context of a conscious experience, which opens
a bridge to the affective experience of others. In
other words, empathy (as Einf
uhlung) describes
the capacity that human beings have to recognize
and thereby share the emotions that another sentient being is experiencing. It is not merely
a detached agreement with the feelings of others,
as it is the case with the phenomenon of sympathy, but, rather, it is the sharing of the lived
experience of others.
The question is this: how is it possible to
access the consciousness of another person? Her
410
Community Relations
far (38). As Edith Stein puts it, we see the members of a community as subjects and not as
objects. We can grasp this distinction from our
own experience of community in friendships and
family, as well as in sports teams bound by camaraderie and in classrooms in which the students
learning is also the teachers goal. Moreover, we
find community also in some working environments. Google is often hailed as an environment
that fosters community in many respects (healthy
lunches, gyms, play areas), and since what brings
workers to Google is the opportunity to take part
in innovation, then the goals of the company are
also the goals of each person. Typically, communities are small scale, with persons engaged face
to face, and the role structures of their relations
emerge spontaneously and are maintained by
custom.
The second kind of social order is association. This is the relationship in which we support
the goals of the group insofar as this permits us
to pursue our own ends. Hence, the relations of
association are typically contractual and entered
into by persons who may not share the same
beliefs, but they find an instrumental value in
cooperating as a group to achieve individual
ends. We pay dues for memberships at the
gym, for example, because by supporting the
purpose of its existence, we are also seeking to
gain personally. But we do not really care if
every member actually becomes fit. In this
sense, other people are seen as objects by
means of which we achieve our ends. Political
associations are no different than the gym example. In her writings on the state, Stein makes
clear that the state is not a community even if
our language sometimes seems to suggest this
with expressions to describe the state such as our
nation, national solidarity, or the peoples
republic. For Stein, the state is an instrument
for accomplishing those ends beneficent to individuals that only a political body could bring
about. We could think, for example, of freedom
made possible by the provision of public goods,
such as roads and the protection against foreign
aggressors.
The main difference between these two forms
of social organization is that in community we
Community Relations
Key Issues
The Temporal Nature of Communities
Communities are not necessarily infinitely enduring entities, and often they have a beginning and
an ending with only a brief existence in between.
It is not the duration that characterizes an act of
communion but its quality of fellowship and
411
412
Community Relations
Community Relations
Future Directions
The American culture, though unique as any
other culture, has been the subject of scrutiny
more than most perhaps because of its influence
on other cultures especially by means of the
products of its corporate ambassadors and
Hollywood films. McDonalds franchises can be
found in most nations. Coca-Cola products are
consumed in every continent. Levis and Converse are well-known trademarks in teen fashion
around the world. These are consumer-based
global communities that offer a taste of the
American culture. What is the contribution of
such communities to other cultures and the formation of other global communities? Tocqueville
wrote that Americans have no philosophical
school of their own; and they care but little for
all the schools into which Europe is divided, the
very names of which are scarcely known to them
(I, 1). Yet in abstracting from their practices, he
observed that Americans have a philosophical
method in common, and its main characteristic
is individualism.
The puzzling question is this: How could
a nation of individualists come together cohesively as a society? Tocqueville offers an apt
observation. It must never be forgotten that religion gave birth to the Anglo-American society.
And, he adds, Christianity has therefore retained
a strong hold on the public mind in America
(I, 5). This observation is as true today as it was
in Tocquevilles time. If there is one single
413
414
Community Relations
Cross-References
CSR and Catholic Social Thought
Economic Sociology on CSR
Employee Participation
Externalities
Healthcare and Social Benefits
Human Resource Management
Institutes of Directors and CSR
Outsourcing
Social Accounting
Social Entrepreneurship
Trust
415
Synonyms
Corporate control;
Directors duties
Corporate
governance;
Definition
It is quite difficult to find a universally accepted
definition for CSR; each author provides
a definition according to his field of research,
preferences, and understanding of CSR. When
there are different views concerning the meaning
of CSR, debate on its significance in strategy
formulation and stockholder management will
be complicated and turn on the assumptions
about and around the nature and significance
of CSR. The words of Idowu and Filho seem
important to remember, What falls under the
umbrella of CSR in one country may perhaps be
of little or no significance in another (Idowu and
Filho 2010).
416
Introduction
Since the beginning of 1990s, corporate social
responsibility has gained an importance as
a concept. A lot of corporations have focused
their attention on CSRs triple bottom line:
people, planet, and profit. Corporations success
and influence on its customers as well as the
world depends on these economic, social, and
ecological principles. A recent study by KPMG
showed that CSR reporting has changed from
purely environmental to concentrating on
417
418
Key Issues
The Role of Directors
A company director is a member of the Board of
Directors whose responsibility is to add value
to the corporation through both performance
(direction)
and
conformance
(control).
Performance involves establishing the mission,
values, and strategic direction of the corporation;
the influence of these on both stakeholders and
the natural environment should be considered
by a socially responsible director. Conformance
involves,
firstly,
accountability
through
establishing internal policy and procedures and
devoting to both internal and external rules
and procedures such as laws and, secondly,
transparency through reporting to stakeholders;
high levels of each should be supported by
a socially responsible director. Ensuring that
the corporates purpose and values are consistent with or support CSR might be an active
responsibility played by the company director.
Also, the company director can guarantee that
a socially responsible manner is used in strategy
creation through establishing policies and
procedures and the implementation of that strategy. There is an agreement that the stakeholders
should be taken into consideration when
company directors make decisions. According
to the International Corporate Governance
Network (ICGN 1999), it concurs in the view
that active corporation between corporations
and stakeholders is essential in creating wealth,
419
420
Future Directions
One of the issues that need to be clarified in future
research is the roles and responsibilities of
various members in corporations in attaining
a social responsible behavior especially the
company directors.
Cross-References
Business Ethics
Corporate Governance
Corporate Responsibility
Socially Responsible Investment
Competition
Sullivan, J., & Sambunaris, G. (2005). Creating
a sustainable corporate environment. In Schaffer, J.
(Ed.), Promoting growth through corporate
governance (Economic Perspectives, Vol. 10, No. 1,
pp. 2024). Washington, DC: U.S. Department of
State, Bureau of International Information Programs.
Transparency International. (2009). Global corruption
report: Corruption & the private sector. Retrieved from
http://www.transparency.org/publications/gcr/gcr_2009
Yoon, Y., Gurhan-Canli, Z., & Schwarz, N. (2006).
The effect of corporate social responsibility (CSR)
activities on companies with bad reputations. Journal
of Consumer Psychology, 16, 377390.
Company Mission
Corporate Mission, Vision and Values
Company Secretary
Corporate Secretaries
Company-Wide Strategy
Corporate Strategy
Competition
Wyn Jenkins
Consulting Teacher, Liverpool, UK
Synonyms
Ethical competition; Green competitiveness;
Sustainable competition
421
Definition
Competition according to the classical ideas of
Adam Smith is the invisible hand that ensures
the efficient and fair allocation of goods and
services, i.e., each individuals self-interested
actions will lead, on aggregate, to societys
good (Frank 2004). The invisible hand maximizes the welfare of buyers and sellers when all
participants have complete and perfect knowledge so that consumers make choices and firms
strive to meet their requirements; in this way, the
market allocates goods for the benefit of all. In
the real world, these conditions do not exist. Also,
all members of society do not have perfect
knowledge or power, so the major question is:
To what extent can we rely on competitive markets to sustain behavior that maximizes the
welfare of all in society in the long run?
Economists recognize that the pursuit of individual short-term goals can be detrimental to the
long-term benefit of the community as a whole. It
is for these reasons that acts which individuals
would pursue for their own benefit are
constrained by laws; for example, the burning or
dumping of rubbish would be cheaper to the
individual than the cost of legally sanctioned
disposal but more detrimental to the community
as a whole.
Frank (2004) compares the competitive
behavior of firms to that of natural species; it is
the survival of the fittest. The argument is that
firms who come closest to profit maximization
are more likely to survive in the long run than
those that do not. All firms are not necessarily
maximizing profit at any given time because their
managers, for example, may be lazy or incompetent. This may happen with or without the knowledge of owners. If managers are not striving
for profit maximization, and their competitors
are, they risk the survival of their firm. The
important question for firms owners and managers is: If they seek to pursue socially responsible ventures beyond the requirements of
regulation, will they risk the long-term prosperity
of the firm, or can such actions lead to competitive advantage? The important question for any
society is how can it ensure that firms behave in
422
Introduction
Friedman (1970) publicized his analysis of the
social responsibility of business in an article in
the New York Times Magazine. In this article, he
outlined his concept that the social responsibility
of business in a free enterprise system, including
providing employment, eliminating discrimination and avoiding pollution, was a distraction
from the business of maximizing shareholder
wealth.
These ideas can be encapsulated as follows:
1. The role of firms is to obey the law, and
government should legislate to ensure firms
behavior is controlled to meet the norms of
society.
2. Firms managers have no responsibility to
do more than the law requires or to go beyond
compliance. Indeed, the argument of
Friedman is that managers have a duty not to
carry out activities that reduce shareholder
wealth.
Competition
Competition
423
424
ISO 14001 certification, for example, was initially a differentiating feature but was subsequently eroded to become a license to operate
for certain firms as the number of firms gaining
certification in particular sectors increased an
order-winning criterion becomes an orderqualifying criterion (Hill 2000). Berry and
Rondinelli (1998), again using case examples,
have indicated that firms that adopted ecologically sensitive policies became more efficient.
They suggest that
Many companies including 3M, DuPont, Allied
Signal, Amoco and Monsanto have discovered
that environmental costs can be replaced by revenues through sale of waste by-products, clean technologies or unused pollution allowances (p. 9).
Competition
Key Issues
In capitalist society, competition is considered to
be a framework that facilities the allocation of
goods and services in an efficient way that is fair
to the buyer and seller the invisible hand concept. However, the invisible hand principle does
not take into account the welfare of those not
engaged in the buying and selling transaction
and cannot take into account the drivers for
socially responsible behavior by corporations.
The invisible hand is complemented by the social
license in moderating the behavior of firms so as
to protect the welfare of society. The strategic
behavior of firms can increase both the level and
effectiveness of CSR activity. However, there are
some important limitations to these ideas: The
lack of perfect knowledge of CSR issues by
firms, consumers, and society makes the development of effective competitive and social constraints to firm behavior difficult to quantify; the
relative power of the social license to regulate in
different kinds of industry; and the applicability
of the ideas discussed in this article outside USA
contexts to other contexts with varying degrees of
cultural and economic differences to the USA.
Future Directions
By definition, competition can only work in societies where competition is a part of the economic
system. In all societies, there is some regulation.
Competition
The motives for firms engaging in CSR behavior remain incompletely understood; indeed, the
multidimensional nature of CSR increases this
challenge. Do any firms exhibit truly altruistic
behavior according to the definition of truly altruistic corporate behavior given by McWilliams
and Siegel (2001, p. 117): Here, we define
CSR as actions that appear to further some social
good, beyond the interests of the firm and that
which is required by law? This would mean
adopting product designs, processes, and policies
that were of no interest to potential consumers,
communities, legislators, etc. Thus, firms being
truly altruistic would have to be in environments
where they could sacrifice profits to do things that
425
Cross-References
Business Case for CSR
Business Strategy
Cause-Related Marketing
Competitive Advantage
Corporate Social Entrepreneurship
Corporate Social Responsibility Strategy
Definitions of Social Responsibility
Friedman, Milton
Kaizen
Philanthropy
Responsible Competitiveness
Strategic Corporate Social Responsibility
Unknown Stakeholder
426
Competitive Advantage
Ananda Das Gupta
HRD, Indian Institute of Plantation Management,
Bangalore, Karnataka, India
Synonyms
Better business performance; Developing core
competence; Positioning, brand enhancement
Competitive Advantage
Definition
Global greenhouse gas emissions continue to rise.
Diseases wreak havoc across entire continents.
An entire host of seemingly intractable issues
confront governments throughout the world,
which are sometimes unable to effect positive
changes. With the emergence of companies as
some of the most powerful institutions for innovation and social change, more shareholders, regulators, customers, and corporate partners are
increasingly interested in understanding the
impact of these organizations regular activities
upon the community and its natural resources.
With the worlds largest 800 nonfinancial companies accounting for as much economic output
as the worlds poorest 144 countries, the importance of these organizations in addressing trade
imbalances, income inequality, resource degradation, and other issues is clear. While companies
are not tasked with the responsibilities of governments, their scale and their ability to influence
these issues necessitate their involvement and
create opportunities for forward-looking organizations to exercise great leadership.
Introduction
In public opinion surveys, consumers admit that
they prefer to buy products and services from
companies they feel are socially responsible
(72%) and that they sell shares of those
companies they feel do not pass muster (27%).
Challenging Nobel laureate Milton Friedmans
notion that companies only responsibility is to
make profit, executives are increasingly seeking
ways to combine economic gain with social wellbeing in ways that will produce more customer
loyalty, better relationships with regulators, and
a host of other advantages. CSR practices may, in
fact, prove pivotal to the success of a company.
Sometimes described simply as doing well
by doing good, corporate social responsibility
initiatives gained traction in the 1990s as consumer interest in management practices erupted
in the wake of several substantial incidences of
executive malfeasance and of escalating
Competitive Advantage
427
range of companies. It also offers additional modules with distinct metrics for companies,
depending on their industry sector and operations. The price range for producing a report
spans from $100,000 for a basic GRI to more
than $3 million for complex organizations like
Shell. Other major initiatives and reporting standards provide helpful guidance and principles;
among them are:
The United Nations Global Compact
Global Environmental Management Initiative
International Standards Organization guidelines (e.g., ISO14000)
The continued growth of the socially responsible investment movement, especially in the
United States and Europe, is stimulating companies adoption of GRI and other instruments. In
the United States alone, capital available to
socially responsible companies reached $2.29
trillion in 2005.
Key Issues
There are, however, two opposing views on
corporate social responsibility. Firstly, that corporate social responsibility is a distraction from
managements responsibility to increase shareholder value and that organizations should concentrate solely on their business objectives.
Secondly, the alternative view, that organizations
should recognize that the law does not (and
cannot) contain or prescribe all duties and responsibilities, and therefore organizations should
exercise an informal and imaginative ethical
judgment in deciding what should or should not
be done, taking account of the interests of others
as well as their own, just as an individual good
citizen would.
Sustainable business competitive advantage is
the attainment and maintenance of a superior,
differentiated marketplace position, one that
creates superior value for the organizations customers and investors. Corporate social responsibility failures may result in loss of customers and
prompt action from the authorities. Although
most organizations do keep their marketing activities within the law, some marketing activities are
428
regarded as socially irresponsible, such as unacceptable selling techniques, bribery, price discrimination, deceptive advertising, misleading
packaging, trading in counterfeit products, and
marketing defective products.
Many organizations embrace the additional
costs associated with corporate social responsibility in the expectation of reaping benefits in
the long term; corporate social responsibility
marketing activities can result in, for example,
a better understanding of consumer needs
and wants, positive publicity, boosted sales,
enhanced staff commitment, and improved business performance. Corporate social responsibility in marketing can result in other valuable
benefits too, including reduced costs. Corporate
social responsibility in marketing can help an
organization gain sustainable competitive
advantage. Hence, it is no surprise that many
organizations incorporate and implement ethical
and social responsibility programs into their
strategic plans.
Competitiveness
Cross-References
Customer Value Creation
Sustainability
Sustainable Development
Future Directions
Governments, activists, and the media have
become adept at holding companies to account
for the social consequences of their actions. In
response, corporate social responsibility (CSR)
has emerged as an inescapable priority for
business leaders in every country.
Frequently, though, CSR efforts are counterproductive, for two reasons. First, they pit business against society, when in reality the two are
interdependent. Second, they pressure companies
to think of corporate social responsibility in
generic ways instead of in the way most appropriate to their individual strategies. The fact is the
prevailing approaches to CSR are so disconnected from strategy as to obscure many great
opportunities for companies to benefit society.
What a terrible waste. If corporations were to
analyze their opportunities for social responsibility using the same frameworks that guide their
core business choices, they would discover, as
Whole Foods Market, Toyota, and Volvo have
done, that CSR can be much more than a cost,
Competitiveness
Responsible Competitiveness
Competitor
Unknown Stakeholder
Compliance/Legal Compliance
429
Introduction
Compliance
Assurance
Institute of Business Ethics (UK)
Compliance Audit
Environmental Audit
Compliance/Legal Compliance
Jane Claydon
School of Law, Politics and Sociology,
University of Sussex, Brighton, East Sussex, UK
Synonyms
Legal and ethical responsibilities;
compliance; Regulatory compliance
Legal
Definition
In the context of business ethics, it is generally
assumed that business ethics begins where the law
ends (Crane and Matten 2007). Using the notion
that a stakeholder of a business is such if it can
both influence and be influenced by business
(Freeman 1984), government is considered a key
stakeholder as it is involved in issuing laws regulating business practice (Crane and Matten
2007, p. 456). Regulation can be defined as:
rules that are issued by governmental actors and
other delegated authorities to constrain, enable, or
encourage particular business behaviours. Regulation includes rule definitions, laws, mechanisms,
processes, sanctions and incentives. (Crane and
Matten 2007, p. 458)
430
Key Issues
Key Characteristics of an Effective
Compliance Program
Governance
Collins (2008) asserts that an effective compliance program requires a top-down approach
beginning at board level, to ensure directors
understand their legal obligations. Only when
directors have compliance on their agenda will
managers follow suit and filter their priorities
down to the staff on the ground, who service
customers, clients, suppliers and partners on
a daily basis. Trevino et al. (1999) concur with
this argument, stating that if executive leaders
value and pay attention to ethics, so do supervisory leaders (1999, p. 142).
The board should be aware of any legal risks in
the countries in which it operates and subsequent
control measures in place to mitigate those risks
(Collins 2008); have knowledge of ongoing monitoring activities, which ensure quality assurance
and the results of those activities (Collins 2008);
and be aware of any compliance violations
(Trevino et al. 1999), which is dependent on an
awareness of compliance and ethics at all
employee levels, not just directors and senior
management, as most daily transactions with
stakeholder are conducted at grass roots level.
This is particularly pertinent for senior managers
and directors as, very often, they are at risk of
criminal liability (Paine 1994). Managers who
fail to provide systems that enable ethical conduct are as much to blame as those who knowingly conduct unethical behavior (Paine 1994).
Training
Compliance/Legal Compliance
Compliance/Legal Compliance
Perhaps the most important aspect of the compliance program is the need for the program to instill
in the company an ethical culture or climate as
ethics/compliance management is first and
foremost a cultural phenomenon (Trevino et al.
1999, p. 145).
To achieve desired outcomes, concerns for ethics
and legal compliance must be baked into the
culture of the organization. Therefore, attention
to the ethical culture should come first in any
corporate ethics/compliance effort. (Trevino et al.
1999, p. 145)
431
and regulatory restrictions around lobbying activities, which require such activity to be vetted
before it is pursued (Frulla and Rubin 2007). An
important aspect in promoting an ethical business
environment is to persuade the business that ethical action is consistent with the goals and longterm success of the business (Parker 2000; Ford
2008). Promoting a compliant and ethical culture
within the organization is dependent on the compliance program instilling in its employees, at all
levels, personal responsibility and accountability
(Frulla and Rubin 2007).
As it has been established that the promotion
of an ethical culture is important for
implementing an effective compliance program,
different approaches for invoking an ethical
culture at the organizational and personal level
within a company shall now be explored.
Approaches to Compliance Programs
Principle Versus Rules-Based Compliance
Two of the most common approaches to compliance have been identified as the compliancebased or rules-based compliance program,
which focuses on the punishment of rule breakers,
and the principles-based or values-based program, which encourages ethical conduct rather than
punishing nonethical conduct with penalties for
wrongdoers (Trevino et al. 1999; Paine 1994).
A study conducted by Trevino et al. (1999),
which surveyed over 10,000 employees at six
large American companies from various industries,
found that the implementation of a formal ethics or
compliance program impacted employees attitudes and behaviors less than promoting an environment which focused on values and ethics. An
environment that enforces strict obedience to
authority damages a company trying to instill
a culture of compliance and ethics (Trevino et al.
1999) and responsibility (Paine 1994) in its
employees the most. Further, the application of
detailed requirements does not encourage firms to
apply ethical judgment, nor does it tackle companies who seek to avoid adherence to regulatory
requirements through loopholes (Ford 2008).
These assertions are corroborated by Fiorelli
(2007) who claims that a rules-based program
does not give employees the tools to handle
432
Compliance/Legal Compliance
Compliance/Legal Compliance
433
Future Directions
Trevino et al. 1999 assert that governments
should influence the future direction of compliance and ethics programs by encouraging companies to cease focusing narrowly on superficial
program characteristics (1999, p. 148) of a rulesbased approach and instead encourage focus on
the broader ethical culture of the firm (1990,
p. 148). The approach to values- or principlesbased compliance and ethics programs may be
suitable for a regulatory environment of deregulation, light-touch regulation, or self-regulation,
which was the case when Trevino et al. and Paine
were writing. In this regulatory environment
before the global financial crisis, as long as companies showed they had the right intentions with
their compliance and ethics program, they could
avoid legal punishment for regulatory breaches
(Collins 2008). Therefore, it could be taken on
good faith that employees who have personal
commitment and appropriate decision processes
will lead to right action (Paine 1994, p. 112).
Cross-References
Agency and Corporate Governance
Board of Directors
Corporate Citizenship
Corporate Governance
Corporate Mission, Vision and Values
Corporate Reputation
Culture and Organization Performance
Data Protection
Government (Role in Regulation, etc.)
Reputation/Reputation Management
Tobacco
434
Comply or Explain
Comply or Explain
Key Issues
Suzanne Young
La Trobe Business School,
La Trobe University, Melbourne, VIC, Australia
Synonyms
Governance principles; If not why not; Voluntary
Definition
The comply-or-explain governance approach
is a system where governance principles are
codified and companies listing on respective
stock exchanges are expected to comply with
them and if not provide full explanations about
why not. Principles are general guidelines of
best practice, rather than exact provisions that
must be adhered to. It is also referred to the
principles-based approach or if not why not
approach.
Introduction
The comply-or-explain approach is used by
listed companies that operate within the Anglo
Comply or Explain
435
436
Explaining how its practices accord with the
spirit of the relevant Principle, that the company
understands the relevant issues and has considered the impact of its alternative approach.
Future Directions
Because of conflicting opinions and ongoing debate
about the benefits of both systems, and with the
Confucian Ethics
437
Definition
Concealment
Right to Privacy
Confidence
Trust
Confidentiality
Right to Privacy
Confucian Ethics
Kim Cheng Patrick Low
Universiti Brunei Darussalam, Gadong, Brunei
Darussalam
University of South Australia, Adelaide,
Australia
Synonyms
Confucian business ethics; Confucian ethical philosophy; Confucian foundations on ethics; Confucian morality in business; Doing business, the
Confucian way; Foundations of CSR in Confucianism; Morality in the Confucian context; Principles of Confucian ethics; Practices and
applications of
438
Confucian Ethics
Introduction
Chinese, Japanese, Korean, even Singaporean
(Low 2006) and Vietnamese cultures are strongly
influenced by Confucius, and also elsewhere in
the Western world (Yang 1993 cited by Low
2008a). Confucian ethics has deeply embedded
in the culture of these countries over the
centuries, and it has an impact on the people
and their livelihood.
Who Was Confucius?
Confucius is the Western term or the Latinized
name made popular by Matteo Ricci, the Italian
Jesuit priest who first introduced Confucianism
to Europe in the sixteenth century. Confucius
(Kong fu tzu traditional Chinese or kungfuzi
Hanyu Pinyin) or Master Kung (551479 BCE)
was a thinker, political figure, educator, and
founder of Ru school of Chinese Thoughts
(). He was honored as Exemplary
Teacher of All Ages () and Sage of
the Orient () by the later generations
(Low and Associates 1995).
According to Confucius, one can develop
and improve oneself through self-discipline,
self-cultivation, and self-growth and hence, in
his teachings, he introduced the principle of
great learning () with the presumption that
each of us is motivated to seek for natural virtues
given by heaven. He explained that one of the
key sources of human motivation is perfect virtue
() and this virtue has to be made very clear so
that the will of a person can be set to attain it.
Only when a persons will is firmly set that (s)he
will be calm and in tranquility (focus) in pursuing
for his or her goals. This state of mind would help
him or her in deliberating and judging all matters.
When (s)he can judge all matters, (s)he will
achieve his or her goal that is the desired state
of perfect virtue. Striving for these virtues would
enable a society or an organization to be more
socially responsible.
Learning, Self-cultivation, and Confucian
Ethics
By adopting Confucius ethics, one first has to
self-cultivate oneself before one can participate,
Confucian Ethics
439
440
regardless of their instrumental use to management. The normative view is often perceived as
the moral or ethical view because it stresses on
how stakeholders should be treated; hence, the
importance of the principle of stakeholder
fairness.
It appears that many often overlooked that the
essence of Confucianism is the idea of being
true to oneself in this world (interestingly,
there is an intrinsic or inside-out approach)
when fulfilling obligations to family and others
in society (Wang 2004, p. 51). That is the key
strength of the Confucian ethics when applied to
the stakeholder theory/others in society. Whatever, even very little that each of us, individuals
and businesses can do for our respective universe
that would be great. After all, it would contribute
to the overall goodness, similar to the late Indian
nationalist leader, Mohandas Gandhis Be the
change you want to see in the world. And what
is critical, individuals do make a difference in
ethical actions.
As Mencius said, men are inherently good
(Lin 1994). Individuals have ethical attributes
that can be cultivated and extends outward. Currently, there is an urgent need for ethical renewal
by applying an inside-out approach. Mother
Earth is sick; there should be ethical concerns,
not to say, the many environmental concerns, by
all. China and India are growing but the vast
majority of Asias poor are rural, millions
more are barely getting by (surviving)
(Wehrffritz 2008; italics mine, cited in Low
2008b), there are problems of income gaps and
other issues. Technologies are also changing and
with it, various ethical issues such as, just to name
a few, Internet pornography and e-scams, are
emerging.
In the stakeholder theory, to its stockholders/
investors, the firm and/or its managers should
monitor employee decisions to ensure that they
are made in the best interests of the owners and
stockholders. Employee compensation may be
directly tied to the firms performance. The
firms financial reporting should also be accurate;
it should give complete financial statements,
those that are more understandable and more
readily interpreted. Firms need to fulfill their
Confucian Ethics
Confucian Ethics
441
442
Key Issues
The key issue here is how to effectively, hence
successfully, pass on or transmit the Confucian
ethics and values so that these become common
practices, each individual/business person would
be socially responsible in their business transactions and to their business associates/partners/suppliers and customers and to the society at large.
In this modern society, it is very difficult for
people to adopt Confucian ethics because so
many things have changed over a period of
2,000 years. For example, filial piety and respecting the elders are now a very difficult thing to
practice even in Asia for reasons that most parents are working, and that most often they are
both not at home with the children due to work.
The time the parents spend with the younger
children are not enough to create strong bond
among family members. The children are mostly
looked after by maids, child care centers and nurseries, in-laws/family members or relatives. This
means that parental guidance and direct coaching
are becoming lesser and have been replaced by
some other people available at the time.
China is promoting piety on the airwaves such
as televised ads that show the crestfallen face of
an elderly woman waiting to have dinner with her
grown children as each one of them calls to say
they are just busy. If carrots and model citizen
campaigns do not work, then there is always the
bamboo rod. Adults who do not support their
parents face the prospect of several years in jail
under Chinese law, although courts prefer
a mediated solution when possible. For example,
a woman was sentenced to 8 months in prison in
2000 for refusing to support her mother-in-law,
Confucian Ethics
Future Directions
Current literature and books in Confucian ethics
are not many, if not rare, not completed, and very
much fragmented in many ways. More literature
and books should be written about Confucian
ethics in such a way that the benefits of applying
these ethics can be better understood and
realized.
Conscious Consumption
However, expansion in the study linking Confucian ethics and the stakeholder theory is a good
start. Besides, the Rectification of Names can also
be extended to discuss CSR roles and responsibilities of the various stakeholders. There should,
nonetheless, be more research on how Confucian
businesses operating in China, Japan, Korean,
Singapore, Vietnam, and other Confucian countries, can practice Confucian Ethics and CSR.
Understanding the foundational concepts that
construct Confucian ethics and CSR is vital for
businesses. In time to come, more and more people would get to know more about Confucianism
and Confucian ethics and with this, more and
greater understanding of Confucian ethics and
CSR can be achieved. Then, more convincing
CSR practices in accordance to Confucian ethics
and practices can be applied.
Cross-References
Ageism
Filial Piety and CSR
Gender Equality
Stakeholder
Stakeholder Theory
Trust and CSR
443
Connected Reporting
Integrated Reporting
Conscious Consumption
Responsible Consumption
444
Consensus
Consensus
Consumer Movement
Social Dialogue
Consumerism
Conservation
Greenpeace (NGO)
Consumer Organizations
Consumers Protection
Consumers Protection
Greenpeace (NGO)
Consumer Protection
Consolidation
Consumers Protection
Consumers Protection
Consumer Rights
Constitutional Dialogues
Consumers Protection
Partnership
Consumer-Driven Corporate
Responsibility
Consumer Activism
Consumers Protection
Jane Claydon
School of Law, Politics and Sociology,
University of Sussex, Brighton, East Sussex, UK
Synonyms
445
Increase
d consum
er
demand
for CSR
= CSR ad
opted
by the co
mpan y
C
er
= increasing numb
s
r
e
um
ns
co
of
demanding CSR
er base
Increased custom
= profitability
Definition
The Model of Consumer-Driven Corporate
Responsibility (CDCR) (Fig. 1) demonstrates
that in order to remain profitable, consumer
demands for Corporate Social Responsibility
(CSR) must be met. As a result, the company
achieves profitability along with other positive
outcomes in a cyclical pattern of behavior. By
engaging in socially and environmentally responsible behavior, this allows the company to obtain
a better reputation in the public sphere. This
results in an expansion in its customer base,
which contains more consumers who demand
socially and environmentally responsible behavior from the company. Hence, the company continues to embed CSR within its core business
model, which attracts more customers and
makes them more profitable, and so it continues.
This model creates a win-win situation for all:
The consumers have their demands met; the
requirements of other stakeholders and the environment are met; and the company increases in
value as it becomes more profitable. Further,
through increased profitability and enhanced reputation, which leads to an increased customer
446
Introduction
In a response to issues such as climate change and
corporate greed, which have recently been put
under the spotlight on a public scale, consumers
are increasingly concerned with social and environmental issues while at the same time having
a greater expectation for a company to be socially
responsible (Frederick 2006). This is demonstrated in several recent studies of consumer
behavior: A 2005 Cooperative Bank survey
found that 60 % of consumers had bought a product because of the companys responsible reputation (Crane and Matten 2007); a recent survey by
the Boston Consulting Group found that more
consumers purchased green products in 2008
than in 2007 and were willing to pay a higher
price for green products and further found that
73 % of consumers believed companies should
have high ethical standards and treat their
employees
fairly
(www.socialfunds.com);
finally, a recent report conducted by management
consultants Ernst and Young asserted that Retail
consumers are pressuring businesses to act in
socially and environmentally responsible ways
(www.suite101.com). This demonstrates the
increasing consumer demand for socially and
environmentally responsible products and behavior from companies (hereafter referred to as
CSR), even during a time of economic downturn.
Key Issues
As an overview of the model of CDCR has now
been provided, a comparison of this new model to
three commonly referred to existing models of
CSR shall be drawn. These models emphasize the
importance on the bottom line in determining
whether a company is likely to adopt socially
responsible business practices (Carroll 1991;
Aras and Crowther 2009; Visser 2010) but do
not address how the bottom line is driven (i.e.,
by consumers). Hence, they do not recognize that
consumer demand for CSR is the most likely way
that a company can achieve both profitability and
social responsibility. A comparison between
CDCR and other existing CSR models will
447
environmental management and corporate sustainability, which is particularly pertinent as corporate managers are more likely to adopt CSR
using the triple bottom line approach (Visser
2005). Developing this argument, Aras and
Crowther (2009) have focused specifically on
the development of the models surrounding
CSR, specifically those concerned with sustainability. They assert that most analyses of sustainability are inadequate as they concentrate solely
on the environmental and the social while financial performance, which is also imperative to the
success of sustainability, is overlooked. It is
likely this is so because as the authors see
a conflict between financial performance of
a corporation and its social and environmental
performance (Aras and Crowther 2009). As
such, most work on corporate sustainability
does not recognize the need for understanding
the importance of financial performance as an
essential part of sustainability. They offer, then,
a more comprehensive model, which looks at all
four aspects of CSR (environment, society, financial performance, and organizational culture) in
both the short- and long-term context. Furthermore, they assert that to achieve sustainable
development, it is necessary to first achieve sustainability, which can occur via four actions:
maintaining economic activity (as this is the
raison detre of the company); conserving the
environment (as this is essential for the maintenance of future generations); ensuring social justice which includes elimination of poverty and
the ensuring of human rights; and developing
spiritual and cultural values, where the corporate
and societal values align in the individual (Aras
and Crowther 2009). Thus, they argue that sustainable development involves more than just
managing the interest of the stakeholders versus
the shareholder.
Sustainability focuses on ensuring that the
resource utilization of the present does not affect
the future. This creates concepts with which the
corporation must engage to become sustainable
(such as renewable energy resources, minimizing
pollution, and using new techniques of manufacture and distribution), and thereby accepting the
costs involved in the present for ensuring
448
449
Future Directions
Making a comparison between the model of
CDCR and other well-known CSR models is an
important step in assessing the credibility of
CDCR and its importance in addressing the gaps
within other CSR models. Yet, only further
research on the model of CDCR will enable
a full assessment of its applicability and further
development of the model, which should be pursued in two ways.
Firstly, the model should be examined in light
of the recent global financial crisis, to assess
whether consumers continue to demand and are
prepared to pay for CSR in times of economic
recession. An example of where this could be
contradicted is the success of Ryanair, an Irish
low budget airline operating within Europe,
which is notorious for its lack of consideration
for its employees, community, environment, and
even treatment toward its customers. Its chief
executive, Michael OLeary, famously declared
during the UK recession in 2009 that he wished to
charge passengers for using the toilet onboard the
aircraft (BBC News Online 2009). Yet, it has
450
remained profitable in a tough economic environment because the consumer demand within the
travel sector during the recession was solely for
low cost, regardless of the social and environmental reputation of the company. Further, consumer demand for CSR is dependent on a number
of factors, including national economic stability
and the social and financial circumstances of the
individual consumer. For example, Sabapathy
(2007) asserts that ethical consumption is
a phenomenon most associated with those who
have high levels of income, education, and political awareness in post-industrialized countries.
Secondly, the success of model can only
really be comprehensively assessed once it has
been implemented in a company. This will allow
an examination of its pragmatism and identify
areas of opportunity in which the model can be
further developed and enhanced, before it is
more widely adopted. As yet, this assessment
cannot be made as it is not known that
the model has been implemented within
a company, and its potential success can only
be conceived theoretically.
Cross-References
Business Case for CSR
Carroll, A.B.
Climate Change
Consumerism
Corporate Social Responsibility
Normative Versus Instrumental Corporate
Responsibility
Philanthropic CSR
Philanthropy
Pyramid of CSR
Stakeholder Theory
Sustainability and Sustainable Development
Other Resources
BBC News Online. (2009). Ryanair mulls charge for
toilets,27 February 2009. Available at http://newsvote.
bbc.co.uk/mpapps/pagetools/print/news.bbc.co.uk/1/hi/
business/7914542.stm?ad1
Consumerism
Ioanna Papasolomou
Department of Marketing, School of Business
Head, University of Nicosia, Nicosia, Cyprus
Synonyms
Consumer movement; Materialist society
Definition
Undoubtedly, the term consumerism has
evolved over time and has acquired meanings
Consumerism
Introduction
The First Definition: Use of Manipulative
Techniques
This definition was coined by Vance Packard
(Day and Aacker 1997, p. 44) who linked
consumerism with strategies for persuading
customers to quickly expand their needs and
wants. Packard associated consumerism with
the overuse of advertising and selling and
claimed that advertising is detrimental to the
society, accusing organizations of being manipulative in their marketing practices. In supporting
Packards view, Lambin (1997) contemned the
exploitation of the society through advertising
and hard-selling techniques that he termed
as manipulative or wild marketing instead
of naming these practices consumerism as
Packard did. Activities which characterize
consumerism in this context are: encouraging
people to overconsume; exploiting peoples
insecurities and sufferings; using promotional
techniques that exploit impulsive consumer
behavior; and exaggeration of a products content
through packaging design (Lambin 1997, p. 20).
According to Packard (1957), consumerism
refers to the overuse of advertising and selling
to create customers and encompasses practices of
manipulative marketing that are self-destructive
for the organization in the long run.
451
452
Key Issues
Marketing and Consumerism
The discussion in this section is based on the first
definition of consumerism according to
which, consumerism is associated with an
overemphasis of advertising and selling aimed at
manipulating consumers and enticing them into
overconsuming. In relation to the benefits or not
of consumerism and the development of the consumer society, there are two opposing perspectives.
The first is based on the belief that marketing is not
responsible for the emergence of a materialistic
society. The second is that consumerism has
a detrimental impact on consumers and the society
at large (Abela 2006). Abela (2006) claims that
consumerism is associated with reduced personal
well-being and that the rise of consumerism parallels the rise of modern marketing to a remarkable
extent. This view is congruent with Packards
(1957) argument that consumers are manipulated
by business. The existing literature also suggests
that there is a causal relationship between advertising and materialism (Zinkhan 1994), and several
studies have drawn a relationship between watching
television and television advertising with high
levels of materialism especially among children
(Kinsey 1987). Even though it is possible that
humans have a tendency toward materialistic
behavior whenever they are given the opportunity,
it cannot be ignored that the growth of consumerism
is in parallel to the growth of modern marketing.
OShaughnessy and OShaughnessy (2002,
p. 545) argue that marketing does not create or
invent wants. Instead they posit that materialism became part of the human condition
long before the first advertising executive.
The historical evidence indicates that the growth
of consumer culture is paralleled to a remarkable
extent by increases in the sophistication and
intensity of marketing efforts over a 300-year
period. The rise of consumerism and the increase
in the quantity and sophistication of marketing
Consumerism
Consumerism
453
identified some degree of discontent among consumers in Singapore, India, Nigeria, and Kenya
in relation to marketing and consumerism.
Recently, a study carried out in New Zealand
revealed that marketing managers should continue to remain proactive in their responses to
consumer discontents.
Consumerism and Corporate Social
Responsibility
The consumer movement has evolved into
a powerful force in many developed countries.
Organizations in these countries are under
constant pressure to demonstrate social responsibility in addressing the needs of the society. The term
consumerism is linked to the behavior of organizations and the expectations of the society. Corporations should identify and define their purpose and
objectives in a way that align with the expectations
of society. If businesses are not meeting the customers and societys expectations then the customers and the society at large may lose trust
subsequently leading to the firms loss of market
share, market position and customer loyalty.
Heightened corporate responsibility emerged
as a phenomenon in the 1980s and early 1990s
when corporations such as Cadburys, Brook
Bond, and Co-operative were increasingly
adopting ethical consumerism in their purchasing
and supply policies. In addition, food retailers such
as Tesco, Sainsburys, and Safeway have played
a crucial role in the green consumer revolution.
Consumers of the 1990s are claimed to be
caring, environmentally and socially aware, and
demand a say in the production, processing, and
resourcing of the products they regularly
purchase. The increasingly well-informed consumer exercises pressure upon marketers for
fairly traded products, for guarantees of the ethical claims marketers make about their products,
for safe products, for concern about the potential
damage of manufacturing processes on the environment, and for the careful disposal of waste.
This awareness demonstrates a concern for Third
World issues which come into the spotlight as
a result of the media coverage, from the work of
special interest groups, from the increased
amount of information available, and an
454
Consumerism
Cross-References
Communicating with Stakeholders
Consumers Protection
Corporate Codes of Conduct
Corporate Social Marketing
Corporate Social Responsibility
Sustainable Consumption
Future Directions
References and Readings
Undoubtedly the consumers of the twenty-first
century is becoming more caring and socially
aware, moving toward a more responsible and
responsive attitude to issues which do not directly
concern them such as Third World exploitation.
There is evidence of increased consumer concern
Consumers Protection
Cravens, D. W., & Hills, G. E. (1973). The eternal triangle:
Business, government and consumers. In B. B. Murray
(Ed.), Consumerism (pp. 3754). Pacific Palisades:
Goodyear.
Darley, W. K., & Johnson, D. M. (1993). Cross-national
comparison of consumer attitudes towards consumerism in four developing countries, The Journal of
Consumer Affairs, 27(1), 3754.
Day, G. S., & Aacker, D. A. (1997). A guide to consumerism: What is it, where did it come from, and where is
it going? Marketing Management, 6(1), 4448.
Galbraith, J. K. (1969). The affluent society (2nd ed.).
London: Heinemann.
Gilbert, D. (1999). Retail marketing management.
Harlow: Financial Times, Prentice Hall.
Kinsey, J. (1987). The use of children in advertising
and the impact of advertising aimed at children.
International Journal of Advertising, 6(2), 169.
Kotler, P., Armstrong, G., Wong, V., & Saunders, J.
(2008). Principles of marketing, Fifth European edn.
Essex: Pearson Education Ltd.
Lambin, J. J. (1997). Strategic marketing management.
Maidenhead: McGraw-Hill.
Murphy, P. (2000). The commodified self in consumer
culture: A cross-cultural perspective. The Journal of
Social Psychology, 40(October), 636647.
OShaughnessy, J., & OShaughnessy, N. J. (2002).
Marketing, the consumer society and hedonism.
European Journal of Marketing, 36(5/6), 524547.
Packard, V. (1957). The hidden persuaders. London:
Longman.
Strong, C. (1996). Features constributing to the growth of
ethical consumerism A preliminary investigation.
Marketing Intelligence and Planning, 14(5), 513.
Yani-de-Soriano, M., & Slater, S. (2009). Revisiting Druckers
theory: Has consumerism led to the overuse of marketing?
Journal of Management History, 15(4), 452466.
Zinkhan, G. M. (1994). Advertising, materialism, and
quality of life. Journal of Advertising, 23(2), 14.
455
Definition
As a critical facet of social policies, any society
must promote, and as a basic component of protection programs, consumer protection (CP) is
a set of regulations and laws regarding the public
and private initiative designed to ensure and continuously improve consumer rights. In its complexity, the definition emphasizes the correlation
between two main issues. On one hand, the comprehensive set of Consumer Protection Laws,
which were conceived to guarantee the right
competition and unrestricted stream of ethical
data in the marketplace, to forbid activities that
attempt in fraud, forgery, or other specific unjust
businesses and to deliver additional protection for
all types of consumers. On the other hand, the
individuals as consumers and, particularly, as
customers facing various matters related to products, prices, quality, information networks to
ensure market transparency and trade systems.
Given this complexity, CP term covers aspects
of Consumer rights (consumers have rights as
initiators of consuming activity), Consumer
interests protected on the markets through competition among businesses, Consumer activism
acknowledging CP through NGOs and individuals, and nonetheless Consumer organizations
created to protect and support consumers as decisions makers on the market.
Introduction
Consumers Protection
Catalina Soriana Sitnikov
Faculty of Economics and Business
Administration, University of Craiova, Craiova,
Dolj, Romania
Synonyms
Consumer activism; Consumer advocacy groups;
Consumer organizations; Consumer product
safety; Consumer protection; Consumer protection laws; Consumer rights; Product liability
456
Consumers Protection
involves numerous aspects as well as responsibilities incumbent on sides, the State and any trader
and/or producer. Concluding, consumers information represents one basic objective of CP
programs.
The experience gathered in this field allows
mapping information for consumers into four
major categories:
Information on products consumers are made
aware of the nature of the product, its price,
origin, provenience, periods, packaging systems and features, storage and keeping systems, etc.
Information of the market referring, in particular, to the various actors and theirs relations on the market, the agents involved,
prices systems, provided services, bonuses
in the acquisition area.
Information on distribution channels
concerning the structure and frame of goods
circulation, goods networks, operating units
localization and schedules, etc.
Information on consumers needs aiming to
clarify, both in terms of quantity and quality,
consumers needs and requests.
On the market, consumers are provided with
information on goods and services through advertising and labeling systems. Given the way consumers information unfold, in most countries are
brought up serious misgivings related to the
above-mentioned systems and their usage. This
matter is because advertising purposes, with no
regard to its form or content, is focused solely on
selling the good or providing the service, which,
unfortunately, is incompatible with fair and just
information of consumers. Very often, advertising and labeling to have sole aim sales enhancing and strengthening, doing nothing but
aggressively seeking to inoculate with preferences for the good or service a company is interested in.
From this perspective, by its very nature, CP
movement has two aspects: first, CP is sensed as
a battle urging consumers to express their dissatisfaction with goods and services they are
offered, and second, CP can be envisaged as an
action or a set of actions springing from
awareness abusive practices on the market.
Consumers Protection
457
Consumers Protection,
Fig. 1 Factors influencing
consumers protection
(Source: Dinu 1999)
GOVERNMENT
Legislation and Institutions
Laws and Regulations
Checking and control
Punitive measures
BUSINESSES
Quality
Reliability
Maintainability
Cost
Warranties
Factors
influencing
consumers
protection
UNIONS
Social monitoring
Support actions
Promoting activities
Concluding, all these relationships among businesses and consumers are subject to CP programs. In terms of the complex issues involved
in an effective system of protecting consumer
rights, Government bodies or NGOs should consider coherent policies. Both governments and
other bodies active in CP determine their specific
structures and areas for the protection programs:
Improving peoples spending and consumption through States social policies
Ensuring qualitative goods and services sold
on the market
Providing prices system according to market demands and products quality
Developing a useful information system for
consumers
Protecting consumers against aggressive
commercial practices and fake advertising
As depicted in Fig. 1, responsible for consumers protection are public institutions (governments) and, due to the complex nature of CP, other
factors that influence it by various means and ways.
A glimpse in the history of CP brings us to
Smiths words the final product unique purpose
CONSUMERS
Health protection
Security
Safety
Affordable prices
Environment protection
Quality of life
NGOs
Information
Education
Training
Representation
458
in developing CP laws that occurred in the seventh and eighth decades in the USA and other
countries of the American Continent (Canada,
Mexico) and Europe (Belgium, France,
Germany, Sweden).
For the last decades, consumer protection
issues represent the focus of economic and judicial world theories and practices. The issues,
more complex in content and especially through
the solutions claimed, relate research on the theory of CP in various international and global
communities, Governments and NGOs, to the
practice of establishing the measures and guidelines needed to create the necessary and appropriate legal and institutional frameworks, hence
providing consumers protection. Into such
a context, the global community, through its
highest forum the United Nations (UN)
found it necessary to discuss the issue of structures inferred by consumer protection, adapted by
the resolution no. 39/248, on April 8, 1985,
Guidelines on Consumer Protection.
According to this important document, Governments of all countries should develop,
strengthen, and maintain a strong CP policy, taking into account the guidelines stated. The final
document is the result of an extensive research,
consultation, and collaboration of various UN
bodies with national institutions.
The guiding principles of the United Nations
are intended to provide all countries with
a framework that can be used in CP. From this
viewpoint, the main objectives each country
must focus on, both at governmental and
nongovernmental levels are:
Facilitating manufacture and delivery of
goods suitable for consumers needs and
requests
Encouraging high level ethics of employees
working in manufacturing and delivery
Controlling, through national and international laws and regulations, abusive trade
practices affecting consumers
Promoting international cooperation in consumer protection areas
Encouraging development of market conditions providing consumers with a wide range
of products and advantageous prices
Consumers Protection
Consumers Protection
National and international laws and regulations to underpin the consumer protection
Public institutions created to watch over consumer protection in each country (Offices of
Consumer Protection)
Ministries, departments, or other governmental bodies that act in branches which, besides
the sector-specific objectives, take the responsibility of consumer protection
National research institutes and scientific
centers
Organizations and consumer associations
Consumer Advisory Committees
International organizations for consumer
protection
In defending consumers rights, particular
roles get international organizations. Thus, in
1960, was founded the International Organization
of Consumers Unions (IOCU), a body which
represents and supports consumer organizations
worldwide organized as a nonprofit foundation,
the International Organization of Consumers
Unions (IOCU) currently gathers 180 organizations from 70 countries. IOCU provides support
in three directions:
Promoting collaboration among members
through various means
Enhancing consumerism movement and
supporting newly emerged organizations
Representing the consumer interests in international institutions
The IOCU leadership is provided by the General Assembly, Board and an Executive body.
Operational, the IOCU is organized as follows:
Central Office, headquarter in London
Regional Office for Asia and the Pacific
(ROAP)
Regional Office for the Latin America and
Caribbean (ROLAL)
Regional Office for Africa (ROAF)
The Program for Transition Economies
(PROTEC)
The Program for Developed Economies
(PRODEC)
In Europe, Consumers Rights Center (CRC),
created in 1978 in the University of LouvainNeuve, Belgium, participate in research programs focused on consumers laws and legal
459
460
Key Issues
On April 9, 1985, the United Nations General
Assembly adopted the UN Guidelines for Consumer Protection, following more than 10 years
of hard lobbying by Consumers International,
then known as IOCU as well as other consumers
organizations. As the basis of CIs work on consumer protection and law (CPL), the guidelines
embrace the principles of consumer rights and
provide a framework for strengthening national
Consumers Protection
Future Directions
The assertions made by customer protection
organizations and associations must be thought
over as reasonable claims as they come under the
consumer protection guidelines which have been
adopted by the United Nations. No doubt the
most important principles included in the consumer protection guidelines stands for
a structure or guide for states and governments,
especially in building and popularizing policies
and legislation to certify consumer protection.
This is necessary in many countries, where the
matter of consumer protection is the topic to
relevant deficiencies, and most are, however, in
need of new legislation in this scope, functioning
to build and improve the existent legislation to
encounter the demands of recent developments in
spending, business activity and production at the
local, regional, and international level. The principles must also contribute to the promotion of
global partnership in the field of consumer protection within the structure, where the states and
governments are committed to providing at more
than a minimum of these principles.
These principles provide a set of points and
guidance to governments that should be brought
out to provide a perfect protection for consumers,
while considering that each government must
acknowledge urgencies for consumer protection
complementing with the setting of the countrys
economic and social circumstances. In this context, the matters that face citizens, economies,
Continual Improvement
461
Cross-References
Consumerism
Health and Safety (EHS)
Responsible Consumption
Transparency
Unethical Products
Contamination
Pollution (Separate Entries
e-Waste, Ecoefficiency)
on
Continental Model
Relationship-Based Systems
Continual Improvement
Kaizen
Carbon,
462
Continuous Improvement
Continuous Improvement
Conversion of Goods
Kaizen
TQM
Contractarian Ethics
Social Contract
Contractarianism
Social Contract
Synonyms
Contractual Ethics
Social Contract
Definition
Contractualism
Social Contract
Conventional Oil
Sustainable Primary Energy Production
Conversations
Social Dialogue
Introduction
The increasing debate on corporate social
responsibility (CSR) and corporate citizenship
(CC) since the 1990s illustrates a new perspective on the societal role of companies. Companies are not closed entities producing services
and goods but rather societal actors, which are
influenced by and influencing societal development. One crucial aspect is the changing relationship between companies as representatives
of the economic sector on the one hand and
organizations from the political and civil society
sector on the other hand (cf. Selsky and Parker
2005). Among the main reasons are societal
processes related to globalization, which undermine the scope of action for national states and
open spaces for new organizational constellations at different levels. The whole debate on
multilevel governance illustrates this development. On the one hand, companies get involved
in challenges, such as basic social questions.
Companies act, for instance, as providers of
social services or as purchasers of social services provided by NPOs. On the other hand,
NPOs gained more importance as stakeholders
for companies in the past years and are these
days important players in the business sector.
This can be illustrated by several campaigns
against companies by NPOs. In general, NPOs
gain importance for companies and vice versa.
Although cooperation between both actors is
becoming more likely, the specific circumstances and processes of these partnerships
remain unclear, as only companies are in the
focus of the debate until now.
463
Key Issues
As mentioned before, the terms CSR and CC
highlight the role and influence companies have
on society in general, besides producing goods
and services and providing jobs. As companies in
Germany have not much expertise in dealing with
societal issues like poverty, education, and social
services, in most of the cases they are relying on
NPOs to develop instruments corresponding to
the concrete social situation. According to literature, this could lead to a winwin situation, that
is, the involved organization gains (business
case) and as such cooperation meet social problems, the society benefits (social case). The business case describes expected advantages of
intersectoral cooperation from an economical
464
465
companies seem to be much more skilled in handling critical interest groups. The systematic integration into stakeholder dialogues is one of the
companys ways of doing so (cf. Crane and
Matten 2007). The possible strategies of NPOs
vary in the scope of critique and confrontation,
from name and blame to the development of
common projects (cf. Crane and Matten 2007;
SustainAbility 2003). To cooperate with companies requires interest groups to take certain risks,
such as losing their accountability and credibility.
Many organizations criticize that companies use
the labels CC or CSR for greenwashing, without
serious efforts to act more responsibly. Cooperation with companies seems therefore like
sleeping with the enemy for many interest
groups (cf. CorporateWatch 2006: 19f.; Crane
and Matten 2007: 440). Autonomy is for interest
groups a constitutive attribute and can be lost
easily by cooperating with wrong organizations,
as the failed cooperation between Greenpeace
and Lidl 2007 in Germany illustrates. On the
other hand, it seems to be dangerous, or at least
not justified, for interest groups to refuse dialogue
with companies, which declare themselves open
for dialogue.
Many observers assume that the relationship
of interest groups and companies is changing
toward a more cooperative atmosphere. NPOs
develop new strategies, which can be described
by moving from confrontation to cooperation
and communication (cf. SustainAbility 2003).
Although there is no clear empirical evidence, it
can be expected that interest groups remain
skeptical if they should cooperate with
companies in order to preserve autonomy as
a key attribute of their societal legitimacy
and that they should react with reserve to
corporate attraction. At the same time, the
communication will be intensified between companies and interest groups. Although interest
groups gain a lot of public attention through
huge campaigns, they often represent only
a small part of the civil society. In terms of
employees, economic relevance and organizations in most of the countries service organizations are far more important (cf. Anheier and
Seibel 2001).
466
Future Directions
Due to rising societal challenges, empty public
coffers, and a changing role of companies, cooperation between companies and NPOs is about to
increase. For NPOs, this development is certainly
not free of risks. In reality, those cooperations do
not always create an ideal winwin situation.
Instead cooperation between NPOs and companies is more or less a power play, where both
NPOs and companies will directly face trends
of economization within society. A long-lasting
dependency of NPOs from the business sector
could be the result; however, NPOs in Germany
are still connected with state and civil society,
which might be the guarantee for independency
in an economized global society.
Since there has not been much attention to
collaborative business-NPO relations, there are
several questions which future research should
aim to answer. Some of the main issues might
be the societal legitimization of companies,
NPOs, and the collaboration among them. Furthermore, there is a need for more experienced
practitioners who are able to handle and manage
those unbalanced partnerships. Until now, there
is no clear evidence that cooperation between
companies and NPOs can fulfill such high expectations, like, for instance, solving societal challenges. To answer these questions, instead of
more quantitative data, broader and especially
qualitative analysis of those partnerships is necessary to gain more in-depth knowledge on processes, outcomes, and dynamics of such
cooperation.
Cross-References
Business Case for CSR
Business in the Community (UK+Derivatives)
Corporate Citizenship
Corporatism
NGOs and CSR
Partnership
Poverty
Public-Private-Partnerships
Stakeholder Theory
467
Cooperative Development
CSR and Regional Development
Synonyms
Principle for corporations in environmental
performance; Principles in corporate relationship
with stakeholders; Principles of corporate
strategies for social development
Definition
The principles of corporate social responsibility
(CSR) practices at the business enterprise level
denote the basis upon which a business enterprises
economic, social, environmental, and stakeholder
approaches are based. Enterprises follow many
principles for these four approaches, and within
those, one principle for each is prominent. Those
prominent principles are the core principles for the
respective CSR approaches. For instance, the core
principle of the societal approach of CSR is that
business enterprises should integrate social concerns into their internal strategies and consider the
full extent of their respect on communities.
Introduction
CSR is increasingly an essential issue for business
enterprises. It is a company and multidimensional
468
469
470
enterprises economic approach to meet its socioeconomic responsibilities. Among these indicators, (a) economic impact on community through
spending and geographic variations; (b) economic impact through catering suitable business
process; (c) outsourcing, knowledge, innovation,
and social investments in employees and consumers; and (d) taxes, tax incentives, wages, pensions, and other benefits paid to employees are
most important (CCBE 2003). These indicators
extend the economic approach of CSR practices;
they relate this approach with the broader sense of
CSR that also investigates moral rights of individuals in relationship to business and moral duties of
business in relationship to social outcomes
(Windsor 2006). CSR practices relate the ethos
of economic man with the philosophies of corporate citizenship. Its practices shift the narrower
economic approach of enterprises to the broader
approach of corporate citizenship. No matter what
the artificial citizen gets as privilege or responsibilities, the true standard of citizenship is selfrestraint and altruism beyond self-interest. At this
point, the comment of Adam Smith is prominent;
he mentioned: He is not a citizen who is not
disposed to respect the laws and obey the civil
magistrate; and he is certainly not a good citizen
who does not wish to promote, by every means in
his power, the welfare of the whole society of his
fellow-citizens (Smith in Windsor 2006).
Business enterprises have social responsibilities. For them, performing these responsibilities
depends upon convincing financial payoff that
these responsibilities can create. To add these
two factors performance of social responsibilities and financial payoff business enterprises
evaluate effects of its decisions on external social
system in a manner that their decision accomplish
social benefits along with traditional economic
gains. They relate with social issues as low level
of social responsibility performance may
increase their financial risk where potential investors relate business enterprises managerial inefficiencies with their less socially responsible
performance. While business enterprises relate
more with the social activities, they, in fact,
improve their standing with more important
constituencies like bankers, investors, government
officials,
larger
scale
of
customers,
etc. Performing corporate responsibilities not
only incurs costs for the enterprises but also
ensures sustainable profit range and brand reputation. Hence, incentives for business enterprises to
relate with CSR are many. CSR relationship can
enhance public relations through which an enterprise can avoid bad publicity and can increase
brand differentiation. CSR practices help to manage corporate risk via proactive corporate culture.
Preempting of mandatory/legislative measures
with stricter and enforceable standards is another
important incentive for business societies if they
could add CSR practices within their culture.
Indeed, proper business strategies can keep
explicit cost of social responsibilities minimal and
can create benefit out of these responsibilities.
Socially responsible actions in terms of employee
morale always raise employees productivity and
face relatively less labor problems. On the other
hand, low performance of social responsibilities
could raise doubt into the abilities of business
enterprises to produce quality products, and
because of this doubt, customers may not favorably
dispose of their products. Hence, Paul Samuelson
supports the efforts of enterprises to engage in
social performances, as he writes, a large corporation these days not only may engage in social
responsibility, it had damn well better try to do so.
The green paper on the promotion of a European
framework for CSR has endorsed this views.
While designing a CSR framework in Europe,
the European Commission in the Corporate
Social Responsibility:A Business Contribution
to Sustainable Development identifies that the
basis of this framework should be a structural
and partnership-based approach between business
and their various stakeholders and a concerted
effort by all those concerned toward shared objectives. In broader perspective, this framework aims
to interlink CSR, economic progress through
increased competitiveness of business enterprises,
public policy, and societal progress. A growing
number of countries and business enterprises are
following this perspective. They are more closely
integrating CSR notions into key aspects of their
business strategy and practice. Their abilities to
handle the main intangibles are more important
than before. Nowadays, successful business strategies hold clear understanding of societies changing demands. For example, British Petroleum
commits to go beyond petroleum, and the Ford
Motor Corporations vision is to become
a provider of mobility.
However, the societal concern mentioned in
the vast body of literature on CSR, stakeholder
integration into corporate governance, and business ethics has been criticized on the point that
the domain of CSR cannot be assessed by
primarily economic criteria, and neither can an
environmental ethic be developed through an
ethically pragmatic managerial mortality that
primarily serves organizational interests
(Fineman in Banerjee 2006). Hence the critics
of CSR put questions into the construct and concepts of discourses, for example, on corporate
greening based on deep ecology, ecocentric,
or sustaincentric management. The models of
strategies for incorporating CSR notions into corporate management are not beyond criticism;
these models are not conclusive in attaining its
purposes. But these models have firmly proven
that these are creeping toward creating effective
impacts on the relationship between CSR and
corporate management. Experiment of different
strategies for relating its practices with business
operations has already gained considerable
acknowledgement from the business and civil
societies. Jennifer J Griffin and John F Mahon
evaluated 62 research articles spanning 25 years
of research and found that 33 articles demonstrate
a positive correlation between corporate social
and financial performances. This finding was
reevaluated, and the number of researches that
showed positive correlation has increased. These
researches are from the real world and followed
by established methodologies. For example,
a meta-analysis conducted by Frooman concludes that good corporate social performance
leads to good corporate financial performance
(Giffin and Mahon 1997). To establish this conclusion, six chemical industries were reviewed and
concluded with the hope for those of us who
believe in some positive relationship between corporate financial and social performance (Giffin and
Mahon 1997). Fortune reputation ratings over an
471
11-year period also find evidences of positive relationship between social and financial indicators.
Business enterprises performance of their
social responsibilities could be viewed in three
major ways. First, business enterprises face
trade-off between social responsibilities and financial performance. Second, cost for performing
social responsibilities is minimal, and business
enterprises can strategically be benefited from
these expenses. Third, cost for performing these
responsibilities is significant but could be offset by
a reduction in other managerial costs. These views
hold that business societies have responsibilities to
societies, and these responsibilities could be
turned as tools for their profit maximization. This
correlation has driven the economic approach of
CSR toward a broader dimension within which the
core principle is that a business enterprise should
maintain efficiencies in producing goods and services and in adding values to the socioenvironmental life of the society.
Principle of the Environmental Approach of CSR
472
extends the Global Compactinitiated environmental principles to the principles of environmental management on the basis of priority and
the efficient use of energy, materials, and renewable resources with able corporate management
systems. Here, the core principle is that business
enterprises are responsible for adopting
a precautionary approach, the minimization of
adverse environmental impact and waste generation, and the safe and responsible disposal of residual waste. ICC Charter identifies these principles
as important concern that relates environmental
approach of CSR and corporate responsibilities
for environment. OECD Guidelines for Multinational Enterprises focus on the assessment and
consideration of enterprises of the possible environmental and environment-associated health consequences of their activities and their impact on
indigenous natural resources, and on estimation of
health risks of products. These guidelines point out
that the environmental approach of CSR practices
should focus on the measures for mitigating the
adverse effects of environmental degradation.
Environmental approaches in CSR practices are
used as a vital tool, for instance, to control eco-risk
for global enterprises and retailers. A business
enterprises responsibility is not to put the environment into an awkward position. Otherwise, the
enterprise would likely face legal actions and in
most cases might lose market share. With the rise
of transparency, ethical consumerism, and impact
of branding on market share, unethical business
practices or irresponsibility usually causes huge
negative impact on business. Business enterprises
have acknowledged these principles. For instance,
McDonald pushes back on its supply chain to lower
antibiotic use in chickens or asks for documentation
that ensures that its suppliers produced cattle do
not have mad cow diseases. Intel spends millions to
ship its hazardous waste from some developing
countries to the United States so it can be disposed
of properly. Helping customers to reduce their environmental problem can generate customers loyalty
and attract new sales; reducing products energy
use or toxicity also can add to customer value.
Hence, strategies for minimizing customers burden
can also be the strategies for maximizing profits.
John Deeres recent foray into renewable energy
understandings of business in which these objectives are linked and mutually reinforcing. These
principles strike a balance between business profit
and stakeholder interests as business enterprises
have immense influence on the lives of stakeholders. The core of these principles is that the
business enterprise has to value the rights of its
stakeholders. This principle implies that if the business enterprise wants to guarantee their legitimacy
in society and be granted the license to operate that
recognize the responsibilities of all parties involved
in the running of organizations, they should pay
attention to the legitimate claim of their
stakeholders.
Key Issues
Despite the inconclusive definition, different
approaches, and many dimensions of CSR, the
major approaches of CSR practices are related
with economic, social, environmental, and stakeholder issues. Although these approaches are not
conclusive, they are inwardly consistent and converged on some common characters and similar
elements. The core principle of the societal
approach of CSR is that business enterprises should
contribute to building better societies and, therefore, should relate social concerns into their core
strategies and consider the full scope of their impact
on societies. More particularly, this principle
requires business enterprises to implement fair
wage policy, upholding human rights, fair trade
and ethical issues, producing safe products, and
cooperating in the networks of business enterprises
and communities. The economic principle emphasizes business enterprises efficiencies in producing
social goods without tilting social and environmental values. This principle denotes that along with the
responses to the financial expectations of shareholders, business enterprises should have focus on
the economic well-being to society as a whole. The
environmental principle, in short, is that
the business enterprises should not harm the
environment for maximizing their profits and they
should have strong roles in repairing
the environmental damage caused by their irresponsible use of natural resources. Finally, the principle
473
Future Directions
C
The basis of corporate responsibility has
transitioned from why business enterprises must
be socially responsible to how they can become
socially responsible. CSR is now a major component of new business and corporate governance
models for long-term sustainability. Business enterprises take different approach for fulfilling their
social responsibilities following some core principles developed in CSR scholarship and practice.
CSR is a complex subject, and its definition is
contingent on situational factors. At this point, the
core principles of its approaches are necessary for
the development of its implementation in business
regulation. The core principles of economic,
social, environmental, and stakeholder approaches
of CSR would assist the CSR standardization
regime to relate CSR notions with corporate strategies more efficiently; this would help this regime
to practice a universal standard. Moreover, this
identification would help other organizations for
initiating any strategies related with CSR. These
principles could also be considered as the cornerstone for developing a socially responsible corporate culture at the business enterprise level.
Cross-References
Caux Round Table Principles
Definitions of Social Responsibility
Equator Principles
Strategic Corporate Social Responsibility
474
Core Values
Corporate Accountability
CSR and Poverty
Good Corporation
Small- and Medium-Sized
Engagement in CSR
Enterprises
Corporate Beliefs
Corporate Mission, Vision and Values
Corporate Citizenship
Catalina Soriana Sitnikov
Faculty of Economics and Business
Administration, University of Craiova, Craiova,
Dolj, Romania
Synonyms
Core Values
Mission Statements (Credo, Way, Vision)
Definition
Co-regulation
Public Policies on CSR
Corporate Citizenship
475
C
Introduction
The remarkably reality that corporations, experts,
scholars, and others use the term corporate citizenship as one of the equivalent words for the
public or community drives of business warrants
seizing seriously transformed corporations into
active performers from citizenship perspective.
The probability of corporations demanding, or
being allocated, a political or legal status
corresponding to individual citizens is, somewhat
rightly, a cause of interest for many scholars and
practicians. In this way, one can, at the very least,
value corporations in part on their own relationships by studying them through the lens of
citizenship.
Furthermore, citizenship is a notion which is
particularly concerned with functions and
responsibilities. More specifically, citizenship is
an establishing principle for associating roles and
responsibilities among representatives of political communities (i.e., on a leveled dimension)
and between them and other institutions exercising authority and accountability (i.e., on an
upright dimension). This is important since current controversies about the roles and responsibilities of corporations are, for example, spirited
by concerns about who the corporation should be
answering to, why, and in which ways the responsibility should be released. Citizenship puts forward a way of functioning through these
relational concerns using a set of concepts and
structures that have been well founded in theory
and practice for many years. Thirdly, and more
generally, the concept of citizenship is at the core
of larger deliberations about societal governance
of which corporations shape a central part. Consequently, criticisms of corporate power, for
example, are frequently underpinned by an opinion that corporations and their plans are directly
476
Corporate Citizenship
Corporate Citizenship
477
478
Corporate Citizenship
Corporate Citizenship
Key Issues
Corporate citizenship endeavors to widen the
perspective of political postulating about corporations by reasoning about a number of ways that
corporations and citizenship can come in conjunction. The link (as citizen) and the
reconfigurations of citizenship (urbane, ecologic,
individuality) prove that there are numerous
paths to examine corporations as the forceful
player from citizenship view. Each path exposes
the affluence and complexity of the part corporations play in citizenship area; plus in conjunction,
they prove the trouble of advocating a conclusive
consideration of the corporations duties from
citizenship point of view.
Future Directions
Even though the citizenship hypothesis does not
provide any rapid ready-made answers, it assists
to comprehend this brand new certainty and
empowers in investigating its connections for
autonomy and social administration. Discussions
about the governmental character of the corporation have already been initiated, and the developing of concepts about corporations and
citizenship can give them a significant input. In
the future, the inputs of citizenship theory must
initiate discussions on the settings, requirements,
usual approaches, and restrictions of corporation
involvement in power dividing in community
like (un)equal citizens accompanied by distinct
citizens on a parallel level or as players implicated in the administration of citizenship on an
upright level. Furthermore, investigation is
needed here regarding what this could actually
479
Cross-References
Business Case for CSR
Community
Corporate Governance
Corporate Governance as a Tool for
Alleviating Developmental Issues
Corporate Social Innovation
Corporate Social Responsibility
Corporate Social Responsibility in Tourism
Economic Globalization
Embedded CSR
Global Environmental Management Initiative
480
Good Corporation
Institutes of Directors and CSR
Philanthropy
Poverty
Small- and Medium-Sized Enterprises
Engagement in CSR
Lutz Preuss
School of Management, Royal Holloway,
University of London, Egham, Surrey, UK
Synonyms
Business code; Business principles; Code of
ethics; Ethical policy; Statement of business
practice
Definition
According to the OECD (1999, p. 5; in the original in italics), corporate codes of conduct are
defined as commitments voluntarily made by
companies, associations or other entities, which
put forth standards and principles for the conduct
of business activities in the marketplace.
Such obligations can either be unilaterally
adopted by the organization or be negotiated
with a range of stakeholders. From an initial
prominence in US corporations, codes of conduct
have over the last few decades spread to most
parts of the world. The code of conduct has thus
become one of the most widespread CSR tools
globally. Furthermore, codes have been adopted
not only at organizational level but also at the
supra-organizational one such as codes by
industry associations, civil society organizations,
or intergovernmental organizations as well as at
the suborganizational one like codes for specific
corporate functions or individual CSR issues.
Given that codes are situated within the issuing
organization as well as within the social system in
which the organization is embedded, their
content should reflect both organizational and
social priorities. Codes of conduct have thus
Introduction
In a few cases, codes of conduct were adopted by
values-led firms in the early part of the twentieth
century. For example, US retailer J. C. Penney
introduced a code, termed The Penney Idea, in
1913. It consisted of seven statements that
reflected the corporate philosophy of the
companys founder and included the requirement
To test our every policy, method and act in this
wise: Does it square with what is right and just?
Another early example that is still in use today is
Our Credo, a code drafted by Johnson &
Johnson in 1943. From about the 1970s onward,
codes of conduct have become more widespread.
They also underwent a shift in nature from
expressing founder values to becoming a more
compliance-driven tool.
Codes of conduct are particularly prominent in
the United States, where they had developed into
a standard CSR tool by the 1990s. During the last
two decades, such documents have also become
widespread in other industrialized nations, such
as Canada, the United Kingdom, Germany,
France, Sweden, or Australia. Following the transition from centrally planned to market economy
in Eastern Europe, codes of conduct have
emerged in that part of the world too. In developing countries, significant adoption rates of codes
have been reported for countries as diverse as
South Africa, India, Argentina, Brazil, or
Mexico. In Asia, a growing trend of addressing
CSR through formal corporate documents is
noticeable too, although this is seemingly linked
to the stage of economic development of the
respective country, as companies in Japan or
South Korea have more relevant documents in
place than those in Malaysia or China. Today,
most large companies 92% of the G250
481
482
483
Code Content
Although the range of codes a company adopts
may be impressive, the question arises how
comprehensive corporate codes of conduct are.
Comprehensiveness is an important indicator of
code quality as the more elaborate a code is, the
better the adherence to its stipulations can be
monitored (Kolk et al. 1999). Code comprehensiveness can be discussed along three dimensions: (a) in terms of which CSR issues
corporate codes of conduct typically address,
(b) what the reach of the code is along the
value chain, and (c) what monitoring and compliance stipulations codes entail.
With reference to the range of issues
addressed in codes of conduct, the OECD
(2001) analyzed a sample of 246 corporate,
industry association, NGO, and intergovernmental codes in terms of nine issues: environmental
stewardship, labor standards, science and technology, competition, information disclosure, taxation, bribery and corruption, and consumer
protection; in essence, the areas the OECD
Guidelines for Multinational Enterprises
cover (see Fig. 2). While noting considerable
differences in terms of both code content and
degree of detail, the OECD study found that
labor standards (60% of 246 codes) and environmental stewardship (59%) were addressed most
often across the sample, followed by consumer
protection (48%). By contrast, bribery and corruption (23%), competition issues (20%), information disclosure (18%), or science and
technology issues (11%) were only mentioned
in a minority of documents, taxation just in
a single one (0.4% of the sample). However,
many codes also contained extensive passages
regarding some fairly narrow questions of internal control and shareholder value. In terms of
labor standards, the provision of a reasonable
working environment (76% of codes), compliance with labor laws (66%), and banning discrimination and harassment (61%) were mentioned
most often. These were matched on the environmental side by a commitment to comply with
environmental laws (68%) as well as in terms of
consumer protection by a commitment to provide
484
Supra-organizational level
Global code
IGO code
NGO code
Regional code
Industry code
National code
Specific stipulations
Code of conduct
General
stipulations
Code of ethics
Environmental/
sustainability policy
CSR policy
Ethical code for a
function
Functional code
Sub-organizational level
485
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Contents, OECD Working Papers on International Investment, No. 2001/06. Paris: Organisation for Economic
Co-operation and Development. http://dx.doi.org/
10.1787/206157234626
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20
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Protect or
enhance
reputation
More customer
loyalty
Improved
operation of
business
488
Future Directions
Codes of conduct have been hailed not only as
a compass for ethical behavior but also as a new
institution that may be able to fill the regulatory
gap which opens up when companies move
beyond their domestic borders to operate across
several regulatory, moral, and cultural areas (van
Tulder et al. 2009). However, despite their significant internal and external advantages, questions remain regarding the effectiveness of codes,
in particular in terms of monitoring and sanctioning of incompliant behavior. Such criticism of
codes can be mitigated where the document is
drawn up in conjunction with key internal stakeholders, such as employees, and external ones,
like civil society actors (Frenkel and Scott 2002).
From a more radical perspective, codes of conduct have been characterized as a preliminary
tool in a global campaign to alter the power
relationship between capital and labour (Braun
and Gearhart 2004, p. 184). The suggestion here
is that the application of codes of conduct in
global value chains can through the
empowering of workers open up a political
space that in turn will lead to social change. It
remains to be seen whether codes of conduct can
live up to these expectations.
Cross-References
Blue Ocean Strategy and CSR
Coalition of Environmentally Responsible
Economies (CERES)
Code of Best Practice
Corporate Mission, Vision and Values
Equator Principles
Ethical Trading Initiative
Mission Statements (Credo, Way, Vision)
OECD Guideline for Multiinternational
Enterprises
Corporate Giving
international supply chains. Journal of Business
Ethics, 85(Suppl. 2), 399412.
Wood, G., Svensson, G., Singh, J., Carasco, E., &
Callaghan, M. (2004). Implementing the ethos of
corporate codes of ethics: Australia, Canada, and Sweden. Business Ethics: A European Review, 13(4),
389403.
489
Corporate Giving
Jean D. Kabongo
University of South Florida, Sarasota-Manatee
College of Business, Sarasota, FL, USA
Corporate Communication
Media CSR Forum
Corporate Control
Company Directors and CSR
Corporate Culture
Cultures, Businesses, and Global CSR
Corporate Environmental
Management
Corporate Social Responsibility in Tourism
Synonyms
Charitable giving; Community giving; Corporate
charitable contributions; Corporate philanthropy
Definition
Corporate giving can be seen as an application of
individual generosity at the firm level. Corporate
giving is a synonym for corporate philanthropy.
The word philanthropy comes from Greek,
philanthropia (philos, love, and anthropos,
human being) and it originally meant goodwill
to human beings, active effort to promote human
welfare. In the corporate world, when a company
uses its resources to support philanthropic activities carried out by nonprofit organizations, especially in communities where the company
operates, corporate giving occurs. Generally
speaking, the term corporate giving refers to
the donations of some of a companys profits and
resources to social causes and philanthropic projects. In large corporations, corporate giving
often is handled through a foundation. Smaller
firms usually give directly to nonprofits. While
the primary focus of corporate giving has been on
cash donations, recent forms include time and
human resources through employee volunteering.
Other practices of corporate giving include promoting self-sufficiency among economically
disadvantaged communities, charitable contributions abroad, support for housing, support for
education, establishment of relations with indigenous peoples in areas of proposed or current
operations, etc. For firm leaders and managers,
corporate giving goes beyond the simple fact of
donating cash and other resources to nonprofits.
490
Introduction
Over recent decades, the interest in corporate
giving has increased in various business,
research, government, and community circles,
especially in the United States. How a firm connects or tries to do so with the communities
where it operates through charitable donations
generates a lot of buzz in local and national
media. There is no doubt that corporate giving
or corporate philanthropy has emerged as
a genuine social phenomenon with its sponsors,
givers, and receivers or consumers. First, many
professional organizations composed of businesses and foundations have been created to
promote corporate giving among business
leaders and managers, and these organizations
seem to be successful in achieving their goals.
These organizations also have created mechanisms to monitor and report periodically the
state of corporate philanthropy and grant awards
to companies that distinguish themselves in different categories of charitable contributions.
Second, for firm leaders and managers, corporate giving is not only a matter of writing a check
to nonprofits. Rather, it is has become a way for
a firm to align its mission, competencies, and
strategy with philanthropic efforts in order to
build a competitive advantage in its industry segment. Giving back to the community through any
kinds of philanthropic activities has become central to doing business in modern times. Finally,
thousands of nonprofit organizations of different
types are recipients of corporate giving and
depend on cash donations as a sole source of
income of their operations. In fact, in the wake of
the global financial crisis that began in 20072008,
Corporate Giving
Corporate Giving
Background
With all of these developments, there seems to be
enough evidence that, despite some critics and
decrease of donations due to the global financial
crisis that began in 20072008, corporate giving
as a social phenomenon is here to stay and for
a long time. The overall relative success of corporate philanthropy can be explained by the
series of transformations this practice has undergone over the past few decades. These transformations are the results of the ongoing debate over
whether or not corporations should donate portions of their profit to support social causes. In
other words, why and how should corporations
integrate social demands into their business practices? This question is at the core of the broader
concept of corporate social responsibility. In fact,
corporate philanthropy as a subset of the broader
concept of social responsibility began with philanthropic efforts by wealthy industrialists at the
turn of the twentieth century. These efforts were
aimed at educational and cultural institutions.
The development of corporate philanthropy practices, at least in the United States, can be divided
into five major periods: nineteenth century
through the 1950s, 1960s and 1970s, 1970s and
1980s, early 1990s, and mid-1990s and beyond.
The question of the participation of corporations in charitable activities has long dominated
the debate in various circles of the society. However, during the first period in the development of
corporate giving in the nineteenth and twentieth
centuries, corporate donations in support of charitable causes were illegal. Federal law prohibited
the use of corporate funds for philanthropic activities unless they were in line with stockholders
interests. As a consequence, it was very common
for stockholders to sue their companies. During
this period, many big businesses were criticized
for being too big and too powerful, hence leading
to corrupt business practices. The government
attempted to address these concerns with regulation: antitrust laws, banking regulations, and consumer-protection laws. But some executives saw
an opportunity beyond regulation. They encouraged the idea of using the businesss power and
financial influence for a broader social purpose.
491
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associated with rapid economic growth. As companies grew and expanded their economic power
through big financial gains, social inequalities
widened in many communities. The general public began to question the role of businesses in
society and believed that corporations should
use a portion of their profits to support the communities. In response, larger corporations started
to set up foundations responsible for coordinating
charitable donations to nonprofits.
The third period, the 1970s and 1980s, coincided with the economic slowdown due to the oil
crisis that started in October of 1973. As
a consequence, the corporate giving movement
registered big losses and companies backed off
their involvement in charitable contributions.
During the fourth period of the early 1990s, companies recovered from the economic crisis and
the public exercised pressures to formalize corporate governance and corporate accountability.
The corporate scandals fueled by greed of firm
executives raised expectations for businesses to
participate more in charitable activities. From the
mid-1990s and beyond, the corporate giving phenomenon entered its fifth period of development.
Corporate giving gained legitimacy and philanthropic practices expanded beyond cash donations to include time and human resources. The
legitimacy of philanthropic activities of corporations was an important step in recognizing the
relationship between philanthropy and corporate
benefits, with its stakeholders including
employees, customers, suppliers, and communities. Businesses began to form partnerships with
other entities to analyze and solve social problems. Finally, corporations are recognizing that
charitable contributions must be an integral part
of their overall mission, vision, and strategy.
Key Issues
Although corporate giving has gained legitimacy
among business leaders, some say that social
responsibility comes at an economic cost, that
a firm cannot be socially responsible and competitive at the same time. The way a firm must strike
a balance among its economic, social, and legal
Corporate Giving
Corporate Giving
493
to strategic philanthropy that will lead to competitive advantage involved the integration of both
the firm competencies and its market orientation.
This integration requires the development of specific competencies involving various functional
levels. These competencies must be collectively
integrated, coordinated, and learned. How such
a combination of complementary capabilities and
competencies can emerge in practical terms and
contribute to competitive advantage remains
unclear, especially with regard to corporate
philanthropy.
Perhaps the most interesting issue in corporate
philanthropy today is the measure of the overall
results of the actions taken by a company to
improve its impact on the communities in which
it operates. This is referred to as corporate social
performance. The fundamental questions for
businesses that give a portion of their profit to
charity is: Does corporate philanthropy contribute to firm profitability or does firm profitability
lead to more corporate giving? The answers to
these questions provide interesting opportunities
for the future of corporate giving as a business
practice.
Future Directions
As a subset of corporate social responsibility and
a relatively new phenomenon, corporate giving
has gained a solid legitimate status among business leaders after decades of much debate. The
integration of chapters on corporate philanthropy
in the textbooks of various courses such as
Business Ethics, Business and Society, and
Strategic Management has also consolidated its
status in business programs in the United States
and around the world. This legitimacy is an indication that corporate giving has been an effective
way to respond to societal demands. The number
of corporations implementing corporate giving
initiatives will continue to rise. The current
knowledge of the relationship between corporations and society shows that the analysis and
a deeper understanding of the challenges of corporate philanthropy lay open an interesting area
for future research. So far, research on corporate
494
Corporate Giving
philanthropy for the firms and specific communities. Future research can explore approaches
more focused on the normative questions of the
relationship between business and society.
Cross-References
Business Case for CSR
Business for Social Responsibility
Corporate Citizenship
Corporate Governance
Corporate Social Performance
Corporate Social Responsibility
Philanthropic CSR
Philanthropy
Corporate Governance
495
Introduction
Corporate Globalism
Corporatism
Corporate Governance
Dirk Classen1 and Matthias S. Fifka2
1
Classen Fuhrmanns & Partner Rechtsanwalte,
Koln, Germany
2
Cologne Business School (CBS), Dr. J
urgen
Meyer Endowed Chair for International Business
Ethics and Sustainability, Koeln, Germany
Synonyms
Code of conduct; Corporate guidelines; Corporate principles; Corporate regulations; Corporate
standards; Laws of governance
Definition
Though Corporate Governance is not a legal
term and its definition is ambiguous, Corporate
Governance can be regarded as a system by
which companies are directed and controlled
(the Cadbury Report, 1992). In the Preamble of
the OECD Principles of Corporate Governance
(2004, 11), Corporate Governance is defined as
a set of relationships between a companys management, its board, its shareholders, and other
stakeholders. Corporate governance also provides the structure through which the objectives
of the company are set, and the means of attaining
those objectives and monitoring performance are
determined. In a broader perspective, as shown
in Fig. 1, governance determines how all corporate players (such as shareholders, supervisory
board, management board, authorities, auditors,
and the society) influence a company.
The sources of Corporate Governance can be
divided into (1) binding law (e.g., European Directives, regulations, national acts), (2) European and
national court decisions, and (3) soft law
(e.g., OECD Principles, (European) recommendations, (national) Corporate Governance codes).
During the 1970s and 1980s Corporate Governance was debated by academics worldwide
(often with regard to US corporations), but in
particular the financial scandals that erupted in
the end of the 1990s (such as the German shipbuilder Bremer Vulkan) and in 2000 and 2001
(such as Enron and WorldCom) have made Corporate Governance a topic of great international
attention. The financial scandals were caused by
dubious accounting methods, bad management,
and insufficient internal control systems. As
listed companies were involved, investors
increasingly lost confidence in the companies
and in the integrity of the financial markets. To
rebuild the impaired confidence of the investors,
various legislative actions were taken around the
world (Cheffins, 2011). In the following, some of
these international and national measures
shall be described and explained:
The Sarbanes-Oxley Act, which was as part
of the binding law for companies listed in the
USA introduced in 2002 by the Securities and
Exchange Commission (SEC), was a precursor
for an international codification of Corporate
Governance regulations. It aims at ensuring
a more effective way of controlling corporate
financial reports, the reorganization of the
responsibility for financial accounting, and
the extension of management duties. As a result,
the management and the monitoring of the management should be strengthened, and the shareholders lost trust in the financial markets should
be reinforced.
The OECD Principles of Corporate Governance (OECD Principles) were originally developed in 1998 and then agreed on in 1999. They
have formed the basis for Corporate Governance
initiatives in both OECD and non-OECD
countries alike. In light of the developments in
Corporate Governance described above, the
OECD Council Meeting at Ministerial Level in
2002 agreed to assess the OECD Principles. This
task was entrusted to the OECD Steering Group
on Corporate Governance, which comprises representatives from OECD countries. In addition,
the World Bank, the Bank for International
496
Corporate Governance,
Fig. 1 Actors in Corporate
Governance (Source: own
illustration)
Corporate Governance
Shareholders
Supervisory Board
Management Board
Company
Authorities
Society
Auditors
Settlements (BIS), and the International Monetary Fund (IMF) were observers to the Group. For
the assessment, the Steering Group also invited
the Financial Stability Forum, the Basel Committee, and the International Organization of Securities Commissions (IOSCO) as ad hoc observers.
In 2004, the principles were revised in order to
include suggestions made by a variety of actors
and to address shortcomings that had become
evident in the meantime.
According to the Preamble, the OECD Principles (2004, 11) are intended to assist OECD and
non-OECD governments in their efforts to evaluate and improve the legal, institutional, and
regulatory framework for corporate governance
in their countries, and to provide guidance and
suggestions for stock exchanges, investors,
corporations, and other parties that have a role
in the process of developing good corporate
governance. The OECD Principles focus on
publicly traded companies, both financial and
nonfinancial, and represent a common basis that
OECD Member States consider essential for the
development of good governance practices, and
are not intended to substitute for government,
semi-government, or private sector initiatives to
develop more detailed best practice in Corporate Governance.
Furthermore, the OECD considers Corporate
Governance as one key element in improving
economic efficiency and growth as well as
enhancing investor confidence. It involves a set
of relationships between a companys management, its board, its shareholders, and other stakeholders. It also provides the structure through
which the objectives of the company are set,
and determines the means of attaining those
Corporate Governance
497
Action Plan
Corporate Governance,
Fig. 2 The EU Action
Plan (Source: own
illustration)
C
Effective and integrated approach for
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Corporate Governance
Corporate Governance
499
500
Corporate Governance
Corporate Governance,
Fig. 3 Key issues of
Corporate Governance
(Source: own illustration)
Compensation systems
for executive and
non-executive directors
Executive and
non-executive
stock ownership
Corporate Governance
Shareholder rights
and their protection
Structure and
independence of
the board
Independence and
integrity of
the audit process
Key Issues
The topic of Corporate Governance is of particular concern in practice, especially for the
shareholders, stock exchanges, listed corporations, banks and financial institutions, industrial
associations, regulators and parliaments of
many countries. During the last two decades in
many of these countries, corporate and capital
market law reforms have taken place (Hopt
2011). The key issues of Corporate Governance
are (Fig. 3):
In its Action Plan, the EC emphasized that the
following initiatives should be regarded as the
most urgent ones (as a priority for the short term):
1. Introduction of an annual Corporate Governance statement. Listed companies should be
required to include in their annual documents
a coherent and descriptive statement covering
the key elements of their Corporate Governance structures and practices.
2. Development of a legislative framework
aiming at helping shareholders to exercise
various rights (e.g., asking questions, tabling
resolutions, voting in absentia, participating
in general meetings via electronic means).
These facilities should be offered to shareholders across the EU, and specific problems
relating to cross-border voting should be
solved urgently.
3. Adoption of a recommendation aiming at promoting the role of (independent) nonexecutive
or supervisory directors. Minimum standards
on the creation, composition, and role of the
nomination, remuneration, and audit committees should be defined at EU level and
Corporate Governance
501
Future Directions
With regard to future directions, the Corporate
Governance of small- and medium-sized enterprises (SMEs) can clearly be identified as one of
the main issues. So far, European rules on Corporate Governance and national Corporate Governance codes apply only to listed companies
(i.e., companies that issue shares admitted to
trading on a regulated market), though some EU
Member States have developed specific Corporate Governance codes tailored to SME (e.g.,
where the controlling shareholder may also be
the manager). Those codes include recommendations that reflect company size and structure in
order to be less complex for small businesses to
implement. Nevertheless, the question remains
as the EC itself has pointed out in its recent Green
paper (2011) whether the EU should take
a differentiated approach to Corporate Governance of SMEs, since there is a large potential
difficulty of simply applying some of the existing
Corporate Governance practices to a wide range
of companies of different size and legal status.
502
Corporate Governance
Cross-References
Agency and Corporate Governance
Board of Directors
Bonuses and the Recent Global Financial
Crisis
Business Judgment Rule
Company Directors and CSR
Comply or Explain
Corporate Citizenship
Corporate Codes of Conduct
Corporate Governance as a Tool for
Alleviating Developmental Issues
Ethical CSR
Evolution of Corporate Governance Reports in
the UK and Ireland
Global Governance and CSR
Good Corporation
Legitimacy Theory
OECD Principles of Corporate Governance
and CSR
One Tier Board
Shareholder Rights
Theory of Corporate Governance Emergence
Two-Tier Board
503
Introduction
Synonyms
Corporate citizenship; Corporate governance;
Corporate social performance; Poverty alleviation; Social entrepreneurship; Social responsibility; Sustainability; Sustainable development
Definition
One of the most frequently asked questions about
corporate social responsibility (CSR) is the obvious: What is CSR? A formal and generally
acceptable definition of CSR has yet to emerge
as the topic is debated in local and international
mediums. At present, different organizations
504
a companys performance. There are nevertheless still many scholars and business leaders
who believe that CSR has no clear business benefits and could destroy shareholder value by
diverting resources from core commercial activities. Many business leaders and scholars are
concerned that businesses will be persuaded to
take on social responsibilities that should be handled by government and individuals. They
believe that the social responsibility of
a business is to fulfill its role as a business, that
is, to maximize profits for shareholders in the
provision of goods and services that meet the
needs of its customers. According to this view,
customers, employees, and shareholders are the
main groups of people for which the business is
responsible, and nothing else. In a New York
Times article about business social responsibility, Friedman (1970) argued that the responsibility of a business is to make profit for its owners
within the legal-compliance boundaries.
According to Friedman:
There is one and only one social responsibility of
businessto use its resources and engage in activities designed to increase its profits so long as it
stays within the rules of the game, which is to say,
engages in open and free competition without
deception or fraud. (Friedman 1970, p. 33)
505
506
Key Issues
With increasing and widespread commitment of
corporate resources to CSR, attention is now
shifting to the strategic formulation, implementation, and measurement of the market returns to
507
Future Directions
Although a great deal of research has been
conducted in CSR in the last two decades,
some controversy has remained, leaving opportunities for future research. Future research
should examine how to develop capacity to
help communities to help themselves. Such
capacity building should be a necessary part of
the formation of social capital in communities,
and would be a qualifying criterion of any social
investment. Future research should develop conceptual frameworks on how to build sustainable
partnerships between corporations and communities in which they operate. Such partnerships
provide a better platform for success, as opposed
to the paternalism, which so often characterized
corporate/community relationships of the past.
Future research should focus on developing
a cooperative strategy on technology between
MNCs and host communities. The benefits of
innovative technologies can be best achieved
through cooperation between those who own
the technology and those who need it. Simply
transferring technology without cooperation has
been shown to fail. Such cooperation should be
an integral part of capacity building and partnership. Another area of future research should
focus on CSR issues such openness and
508
Cross-References
Corporate Citizenship
Corporate Governance
Corporate Social Performance
Poverty Alleviation
Social Entrepreneurship
Sustainability
Sustainable Development
509
Introduction
Synonyms
Corporate governance statement; Voluntary
disclosures on corporate governance
Definition
Corporate governance describes the legal and
institutional conditions as well as the internal
mechanisms that influence the firms management and control and consequently have an effect
on firm performance. It is based on transparency
and responsibility in regard to shareholders and
other stakeholders.
Corporate governance reporting is the pivotal
instrument to communicate a companys corporate governance practices to third parties.
National corporate governance codes containing
statutory regulations as well as internationally
and nationally recognized standards for good corporate governance in the form of recommendations and suggestions (i.e., code of best practice)
often form the basis for corporate governance
reporting. These codes help to fulfill the
companys duties and responsibilities in the best
interest of the shareholders. In most countries,
disclosure on corporate governance is largely
voluntary, although some countries, such as the
United Kingdom, Italy, or Germany, require
companies to disclose whether they comply
with a national corporate governance code
under a comply or explain approach. To ensure
a high level of transparency, information should
be given in a separate corporate governance
report so that all shareholders will be informed
equally.
510
to reduce a gap between information that is internally available and externally requested. Through
corporate governance reporting, firms can signal
high corporate governance quality. Due to an
increasing demand for external information, disclosure on corporate governance will gain further
attention.
Contents of Corporate Governance Reporting
Despite the importance of corporate governance
reporting, precise instructions regarding the contents of corporate governance reports do not
exist. Instead, various recommendations regarding the content of corporate governance report
are published by different national and international institutions that are mostly private. The
components of a corporate governance report
outlined below represent the major corporate
governance aspects that are covered in codes of
best practices and are widely mentioned by commercial corporate governance rating agencies,
like Standard & Poors and Deminor, and
research groups, such as the German AKEU, the
Compliance Scorecard and Transparency Disclosure Scorecard or the EU High Level Group.
Accordingly, a corporate governance report
should inform about:
The national corporate governance system
Accountability and audit
The compensation of board members
Directors dealing and stock ownership
The compliance to a national code of best
practice
National Corporate Governance System
511
512
According to existing national corporate governance codes, compliance with a code is largely
voluntary. However, some countries require
companies to disclose whether they comply
with a national corporate governance code
under a comply or explain approach. Regardless of an explicit requirement to comply or
explain, firms should explain in the corporate
governance report whether and to what extent
they comply with a particular corporate governance code, and if they do not fully comply, they
should explain why they do not. Additionally, it is
also possible to introduce a firm-specific code of
best practice or to get involved in other voluntary
agreements which guarantee to act in
a responsible or ethical manner. The existence
and execution of such voluntary agreements
should be described in the corporate governance
report.
Empirical Findings
The relevance of corporate governance reporting
is of international research interest. Basically,
Beeks and Brown (2006) found that Australian
companies with better corporate governance disclose more corporate governance information.
Bhat et al. (2006) showed that disclosure on corporate governance is more important when financial information is restricted. Moreover, Bhat
et al. (2006) pointed out the relevance of corporate governance information for the precision of
analysts forecasts especially in context of weak
enforcement mechanisms. The majority of studies use scorings or ratings as evaluation criterion
for the quality of corporate governance with the
primary objective to highlight deficiencies in corporate governance and to analyze the relation
between corporate governance and firm performance. One has to distinguish between commercial and scientific rating providers. The most
popular commercial ratings are Deminor corporate governance rating (2001), Standard & Poors
corporate governance rating (2002), or Governance Metrics International (2008). The validity
513
positive correlation between high corporate governance standards, a high transparency level, and
firms stock market evaluation.
Only two national and three international studies analyzed the transparency of corporate governance reporting. Graf and Stiglbauer (2008)
analyzed differences in classification within the
Germany stock index (DAX 30, MDAX, SDAX,
TecDAX) and transparency of corporate governance reporting. They found that firms with the
highest market capitalization (DAX 30) provide
the highest transparency of corporate governance
reporting. Quick et al. (2009) analyzed the quality of corporate governance reporting of the 50
largest listed companies in Germany based on the
German corporate governance code and on the
recommendation of the AKEU. They found that
reporting quality is mainly determined by a firms
market capitalization and a US-listing. Vander
Bauwhede and Willekens (2008) analyzed the
corporate governance reporting of 130 European
companies listed on FTSE Eurotop 300 Index
based on Deminor Rating. The results showed
that companies with a higher degree of separation
of ownership and control, and companies that
stem from common law countries, disclose significantly more corporate governance information and consequently achieve significantly
higher corporate governance ratings. These
results support the arguments that companies disclose more information to reduce agency conflicts. In context of Canadian banks, Maingot
and Zeghal (2008) detected that larger companies
report more corporate governance information in
their annual report. Toksal (2004) and Cheng
et al. (2008) found that transparent corporate
governance reporting results in lower cost of capital. Collett and Hrasky (2005) analyzed the quality of corporate governance reporting of 299
Australian-listed companies. They found that
higher reporting quality simplifies the rising of
equity capital.
Despite these partially mixed results, most
studies find a positive relation between corporate
governance and a companys success. Therefore,
it can be concluded that corporate governance
and corporate governance reporting are relevant
for shareholders and creditors.
514
Key Issues
Corporate governance reporting is not mandatory.
As far as companies give information on corporate
governance, it is advisable to publish a separate
corporate governance report in addition to the
annual report in order to guarantee a transparent
reporting process. In doing so, the importance of
the corporate governance will be emphasized and
the increased information demands of share- and
stakeholders will be taken into account. A problem
of corporate governance reporting is that instructions regarding the content of such a report are
missing. Instead, recommendations stem from various international, mostly private, institutions or
research groups. If a national code of best practice
exists, firms should report on the compliance with
this code as a minimum standard. A transparent
reporting process also involves a timely disclosure
of relevant information concerning corporate governance, especially current changes in corporate
governance. Therefore, current information
should be given on a companys homepage (ad
hoc publicity) in addition to a corporate governance report. Only transparency and timely disclosure enable share- and stakeholders to monitor the
actions of management effectively.
Future Directions
Due to the relevance of corporate governance
issues, it has to be scrutinized whether voluntary
reporting is sufficient or to what extent corporate
governance reporting should be mandatory.
A mandatory corporate governance disclosure
requirement would ignore that costs and economic benefits of such a policy differ across
individual companies. Actually, in few firms,
economic benefits of corporate governance
reporting would exceed the associated costs.
However, not only efficiency considerations, but
also distributional aspects, play a role in deciding
on the installation of new disclosure requirements. In regard to the documented empirical
findings, the positive and significant relation
between corporate governance and firm performance could be an indication that mandatory
Cross-References
Agency Theory
Board of Directors
Code of Best Practice
Comply or Explain
Corporate Codes of Conduct
Corporate Governance
German Corporate Governance Code (6/6/
2008)
International Corporate Governance Network
OECD Principles of Corporate Governance
and CSR
One Tier Board
Risk Management
Shareholder Rights
Transparency
Two-Tier Board
515
Corporate Guidelines
Corporate Governance
Corporate Identity
Good Corporation
Reputation
Corporate Image
Corporate Reputation
Corporate Information
Media CSR Forum
516
Corporate Irresponsibility
Definition
Corporate Irresponsibility
Corporation as Psychopath
Corporate Mandate
Profit Maximization
Corporate Misconduct
Corporation as Psychopath
Corporate Mission
Corporate Mission, Vision and Values
While the mission statement provides purpose, it does not provide direction (Levin 2000,
p. 93). The corporate vision fills this gap by
providing an elaboration of a desired future state
for the organization.
Enz (1988, p. 27) defines organizational
values in the corporate context as:
. . .the beliefs held by an individual or group
regarding means and ends organizations ought
to or should identify in the running of the
enterprise, in choosing what business actions or
objectives are preferable to alternative actions,
or in establishing organizational objectives.
Introduction
Synonyms
Company mission; Corporate beliefs; Corporate
mission; Corporate purpose; Creed statement;
Mission statement; Statement of philosophy;
Statement of purpose; Vision statement
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518
there are four basic values a company need concern itself with:
First, produce high quality goods that add real
value to both customers and consumers. Second,
be a good place for employees to work. Third,
behave in a publicly responsible manner. Finally,
provide those that own the business with a good
return on their investment. The language can be
modified to customize the ideas to the operating
context and particular circumstances of the organization but those basic values will serve it well.
While the mission, vision, and value statements are primarily directed at employees, they
can also be useful in making other stakeholders
aware of the firms intentions. Organizations may
make them available to other stakeholders, make
them available to the general public on their
websites, and may even incorporate them into
advertisements. For example, Siemens included
their corporate values on advertisements on
the back of public transportation; the
Johnson&Johnson credo is well known and regularly cited; and Yahoo!s core values are given
in Thompson et al.s (2010) strategic management textbook.
It is not just business firms that need mission,
vision, and values statements. Noncommercial,
volunteer, not for profit, and public sector organizations also need to have a clear understanding
of their purpose, their direction, and the values
that they espouse. Arguably, such a clear understanding of purpose is even more important for
nonprofit organizations as these organizations are
not always subject to the discipline of the marketplace. Not for profit organizations with an
unclear purpose face the real risk of serving too
many masters, and serving none of those well, or
risk serving no real purpose at all, saves to continue in existence. A clear mission sets out the
mandate for such an organization to its various
stakeholders and can be used to hold the organization accountable. This may well be in the best
interest of those served by the organization but
also in the organizations own long run best interest as the nature and value of the service it provides is clear to all its stakeholders. Without
a clear, distinct mission, the organization may
find it difficult to prioritize future opportunities
or discriminate between possible projects and
Key Issues
While corporate statements of mission, vision,
and values are widely referenced in academic
Future Directions
Populist sentiment, regulatory authorities and
stakeholders in the investment market are requiring increasing disclosure on organizational position regarding corporate social responsibility.
Unfortunately, many corporate social responsibility issues are not black and white and therefore
may not lend themselves to easy articulation in
a way that differentiates one organization from
another. Language and values are often similar
within and across industries. This lack of uniqueness makes it difficult for stakeholders to assess
the veracity and utility of mission, vision, and
value statements in a meaningful way,
519
Cross-References
C
Business Strategy
Corporate Codes of Conduct
Corporate Strategy
Cultural Differences in Values/Ethics and
Decision-Making
Reputation/Reputation Management
Responsible Leadership
Stakeholder Theory
520
Corporate Morals
Corporate Morals
Corporate Philanthropic
Measurement (Instrument)
Corporate Social Performance Measurement
Corporate Philanthropy
Corporate Giving
CSR and Africa
CSR and Poverty
Philanthropic CSR
Synonyms
Corporate political access; Corporate political
actions; Corporate political activities; Corporate
political
influences;
Corporate
political
interferences; Corporate political involvement;
Corporate political liaison; Corporate political
relationship; Corporate political ties
Definition
There are many ways to create corporate political
connections (CPCs). These links can be focused on
direct political connections, i.e., relations between
present or former top managers, employees, or
investors and politicians with present or past political
activities, or on indirect political connections such as
campaign contributions and lobbying activity.
The concept is a brand new term in management literature in recent years. Since there is no
fit-for-all definition for the concept, it can be
associated either with negative consequences for
the corporation or for the society (e.g., high levels
of corruption; damages to minority shareholders;
destruction of the firm value) or with positive
consequences (e.g., knowledge about how to navigate government bureaucracies; increased firm
value; better performance; enhanced economic
competitiveness; charity; corporate philanthropy;
regional development). This sometimes translates into multiple sets of definitions for the
521
522
firms typically employ former government officials as lobbyists (Yu and Yu 2010), and this
implies that lobbyists tend to be political insiders.
Thus, lobbying activity provides firms a way to
become politically connected.
Introduction
In a broad view, CPCs can be found all over the
world. They exist in developed countries (e.g.,
the USA, Canada, Germany, etc.), emergent
countries (e.g., Brazil or China), and in poor
countries; in countries with high (e.g., Malaysia,
the Philippines) or low (e.g., Denmark, Finland,
Singapore) levels of perceived corruption; in
countries with common-law (the UK, the USA)
and code-law legal systems (France, Italy, etc.);
in countries with a strong legal environment (the
USA, the UK, and Sweden) and in countries with
weak legal systems (Indonesia, the Philippines,
India, etc.). CPCs exists either in global players
(Multinational Corporation) or in domestic
corporations.
Faccio (2010) suggests that connections are
especially common in countries with higher
levels of corruption and countries imposing
restrictions on foreign investments. On the other
hand, she argues that connections are less common in countries with regulation that sets more
rigorous limits on political conflicts of interest.
Furthermore, the incidence of political connections is greater in firms with large sales to government, large exports, and large lobbying
expenditures (Agrawal and Knoeber 2001).
Politically connected firms differ more from
nonconnected firms when their political links are
stronger. That is, differences are greater when
companies are connected through owners rather
than directors. Similarly, differences are greater
when the connection is with a minister or a head
of state rather than with a member of parliament.
The main motivation for the establishment of
CPCs pertains to the enhancement of a firms
value. Firms are motivated to be politically
connected by the expectation of obtaining gains
from the preferential treatment given to these
firms that will result in competitive advantages
and will positively reflect on their economic performance and value. Politically connected firms
may benefit from easier access to debt financing
by government institutions, preferential treatment in competition for government contracts,
privileged access to government subsidies, regulatory protection, and government aid for financially troubled firms, and many other forms.
Meanwhile, some firms (global players) are led
to CPCs due to countries perceived corruption or
to make CSR works. Sometimes firms can adopt
CPCs in order to deal with environment or market
issues. In high perceived corruption countries,
firms may need to establish political connections
in order not to lose some market position to
competitors. Perceived corruption can work as
an incentive to CPCs. In countries or industries
with weak legal or regulatory environment, firms
with high competitive concerns are led to CPCs
in order to reduce or mitigate this weakness or
market threat. Be that as it may, in the end CPCs
are driven by the desire to enhance firm value.
In addition to being important to firms, political connections may also have beneficial consequences both to politicians and to firms
connected managers. Politicians themselves will
extract at least some of the rents generated by
the connections. The chances of politicians
(re) election can be favorably affected by management practices adopted. This much is
suggested in the context of state-controlled companies and in the case of listed companies not
directly controlled by the state. Such connection
also gives politically connected managers certain
incentives as they may receive a share of the rents
extracted (higher wages, public status, easy
access to political decisions).
In the companys view, managers compete for
a political position to extract economic benefits
(rents) of political power regarding firms interests
(Boubakri et al. 2008). On the other hand, companies are interested in having managers who are
influential in the political scene and could be able
to extract rents from the public and competitors
on behalf of their firms (Agrawal and Knoeber
2001).
The sources of value of connections are contradictory. On the one hand, there is a positive
523
524
Key Issues
The concept of CPCs relates to the practice of
establishing relationships between firms and
political power. They are often seen as an
obscure relation between politicians and managers that usually engages corrupt practices in
order to gain advantages in business. Nowadays,
CPCs range from lobbying activities to blood
relationships between managers and politicians
or direct funding to parties or politicians. The
concept of CPCs has progressed after recent
years research. Still, it is a relatively wide concept, and there has been little success in the
academic literature in making it sufficiently concrete. Therefore, defining and rationalizing
CPCs in management literature becomes
increasingly important, because of the absence
of a widely agreed definition.
In many cases CPCs may be said to have
a negative relation to CSR, in particular in
situations that represent distortions of competition and of democratic representation. There
are, however, other cases in which CPCs are
associated to socially responsible actions
and activities. In these cases, the relation may
work in both directions: CPCs allows better
CSR (for example, demand for philanthropy) as
well as CSR promotes CPCs (engagement in
political activities seeking market or regulatory
issues).
Future Directions
The concept of CPCs is still under construction.
At the empirical level, the vagueness of the
concept of CPCs hinders the establishment of
measures to capture both the impact on firm
value or on social responsibility. The lack of
consensus on what should be encompassed in
the notion of CPCs makes the comparison of
results obtained in different studies more difficult or even impossible. The motivations that
have led to political involvement can be
explained by considerations of economic rationality, external constraints, or both. Determinant factors such as the degree of economic
Corporate Principles
Cross-References
Bribery and Corruption
Company Directors and CSR
Competitive Advantage
Corporate Social Irresponsibility
Corporate Social Responsibility
CSR and Corruption
Lobbying
Philanthropic CSR
Philanthropy
525
Corporate Principles
Corporate Governance
526
Corporate Purpose
Corporate Purpose
Corporate Mission, Vision and Values
Introduction
Corporate Regulations
Corporate Governance
Corporate Reporting
Small- and Medium-Sized
Engagement in CSR
Enterprises
Corporate Reputation
Brian Jones
Leeds Business School, Leeds Metropolitan
University, Leeds, West Yorkshire, UK
Synonyms
Corporate image; Reputation management
Definition
Corporate reputation is an intangible highly valued business asset. The term refers to the ways in
Corporate Reputation
reputation. Businesses that do harm to the environment, that do not engage with or take account of
societal and community interests, and behave
unethically can suffer as a result of reputation
damage. In todays competitive market, the public,
along with stakeholders, are more aware, educated
about, and concerned with environmental and
community issues. As a result of this, the public
expect businesses to behave in a socially responsible way, and those that do not can suffer reputation
damage.
Key Issues
A good reputation has to be earned and does not
necessarily last. Rather it is prone to change as
a result of changing attitudes, expectations, standards, values, and as a result of competitors entering the market. Once damaged, it is possible to
rescue reputation, but this can be costly as well as
difficult to manage and is not always guaranteed
to succeed. In a world dominated by media coverage, corporate reputation has to be monitored
carefully and any challenge posed to it rebutted
and questioned. Competitors recognize the value
associated with corporate reputation and recognize that by attacking reputation, the underlying
value of businesses can be questioned, eroded,
and diminished.
The media play an important part in helping to
shape and inform public understanding of reputation in all its guises from good to bad. Businesses use the media to communicate good news
stories that enhance corporate reputation. Communicating a bad news story that has potential to
harm reputation can require the deployment of
the skills and competencies of public relations
professionals. Stakeholders can by association
affect the image and reputation of businesses
they supply or work with. Companies that are
supplied by or have dealings with businesses
that operate in an unethical way, by, for example,
use of child labor, can as a result suffer
a tarnished reputation. Therefore, careful management of stakeholders from suppliers through
to customers is key to maintaining a positive corporate reputation.
527
Future Directions
Web 2.0 social media has transformed the communication landscape and the means by which
businesses build and manage reputation. Businesses such as Primark (Jones et al. 2009) are
increasingly deploying tools of Web 2.0 such as
Facebook to communicate in partnership with
their stakeholders and publics. Companies monitor contributions to social media to rebut and challenge false comments or misrepresentations. They
endeavor to communicate with rather than simply
to their stakeholders. A myriad of opportunities
and threats to corporate reputation are thrown up
by the advent of Web 2.0 social media. The future
of corporate reputation is prone to shift and change
in light of developments in CSR, communication,
stakeholder management, and new social media.
A positive reputation should not be taken for
granted but rather should be earned, and businesses that do so will prosper long into the future.
Cross-References
Communicating with Stakeholders
Corporate Social Marketing
Corporate Social Responsibility
CSR Communication
Media CSR Forum
Media Reporting of CSR
Reputation/Reputation Management
528
Synonyms
Corporate Responsibility
Business Case for CSR
Corporate Social Innovation
Corporate Social Responsibility
Corporate Social Responsibility in Tourism
Institute of Business Ethics (UK)
Institutes of Directors and CSR
Corporate Responsibility
(Management)
Sustainability Management
Definition
The Corporate Responsibility Index (CRI) is
a management and benchmarking tool produced
by UKs Business in the Community (BITC). It
was developed in collaboration with BITCs corporate members.
It is designed to assist managers enhance their
CSR performance and to allow benchmarking of
companies on certain aspects of CSR.
Introduction
Corporate Responsibility
Communication
Media CSR Forum
529
Corporate Responsibility Index, Fig. 1 The CRI annual cycle (Source: Corporate Responsibility index 2010)
Key Issues
530
531
CR Index Companies versus FTSE All-Share Index - TSR by year
50
40
30
Mean TSR
20
10
0
10
2002
2003
2004
2005
2006
2007
2008
2009
20
30
40
Year
CRI Companies
All-Share Index
FTSE 350
532
533
SECTION LEVEL:
10%
22%
26%
36%
6%
Corporate
Strategy
Integration
Management
Performance
and Impact
Assurance &
Disclosure
C
SUB-SECTION LEVEL:
Community
Environmental
Environment
Social
Marketplace
Workplace
QUESTION LEVEL:
Qs1 6
Qs7 15
Qs16 38
Qs 39 85
Qs 86 87
534
are applied mainly as socially responsible investment indices include the Dow Jones Sustainability Index and the FTSE4 Good. Other indices
concentrate on one influence area, for instance,
climate change and community, respectively,
such as the Carbon Disclosure Project and the
London Benchmarking Group (Corporate
Responsibility Index 2010). The main distinctive
characteristics that the CRI embraces are:
It is a voluntary action.
It is established by business for business.
Its core focus is on corporate responsibility
management, not financial performance.
It is a self-assessment with third-party validation.
It has worldwide scope.
It has verified its value to management.
It is flexible and responsive where questions
are updated including input from participants
and reference groups from corporations and
society groups.
Other Indices
Other indices exist in other countries, including:
Dow Jones Sustainability Index
FTSE4Good
ESG Index (Egypt)
CSR Index (Estonia)
Sustainability Index (Latvia)
Future Directions
Further research could be based on analyzing the
experience of a wider list of corporations using
the CRI and what value it adds to them compared
to other companies.
Synonyms
Corporate responsibility maturity; Developmental corporate responsibility; Evolutionary corporate responsibility
Cross-References
Business in the Community (UK+Derivatives)
Corporate Governance
Corporate Social Responsibility
Dow Jones Sustainability Indices
ESG Index
FTSE4Good Index
S&P Index
S&P/EGX ESG Index
Definition
Corporate responsibility (CR) maturity describes
the state of responsible business practices of an
organization. Different stages of corporate
responsibility maturity are distinguished along
an evolutionary/developmental process from
basically none to exemplary practices.
Introduction
CR maturity frameworks are useful for sorting
organizations into a grid of beginners, conformists, and leaders. These frameworks enable the
assessment of an organizations current approach
to social and environmental issues; help to identify major risks as well as opportunities; and
enable governments, consultants, and researchers
to plan useful interventions to foster CR learning
and innovation.
A number of CR maturity frameworks have
been suggested by academics and practitioners
alike (Avastone Consulting 2007; Basu and
Palazzo 2008; Spitzeck 2009b; Zadek 2004).
While all these models describe corporate
responsibility development as an evolutionary
process, they differ fundamentally in approach,
descriptions of evolutionary stages, and empirical evidence. Two publications provide a review
of existing models (Maon et al. 2010; Spitzeck
2009b).
Key Issues
Concepts and Dimensions of CR Maturity
The conceptualization of CR maturity takes
either of the following: a historical,
a
performance-oriented,
a
structural,
a cognitive, and a moral-cognitive perspective.
Most frameworks apply a combination of those
aspects.
Historical: The Time Development Perspective
The historical perspective describes CR evolution in terms of the corporate sectors interpretation of CR in different times. The general
conclusion is that the understanding of CR
developed from philanthropy to successive
integration into core business operations
(Grayson and Hodges 2004). The indicators
used to classify organizations regarding their
general approach to CR over time are to identify
corporate CR programs and analyze their nature
in relation to the core business model. The empirical evidence presented is limited to illustrative
case studies.
535
The performance perspective describes CR evolution in terms of corporate behavior or corporate social performance (Wood 1991). Indicators
are social (e.g., the number of fatal accidents) and
environmental performance data (e.g., CO2 emissions, waste generated, water used) in regard to
specific issues or stakeholder groups. Different
mechanisms, such as the Global Reporting initiative, the Dow Jones Sustainability Index, the
FTSE4Good, or the Business in the Community
Corporate Responsibility Index (Spitzeck
2009a), have been applied to measure corporate
social performance. Also different measures and
research methods have been used in numerous
studies relating social and financial performance
(for an overview see Margolis and Walsh 2003).
Structural: The Importance of Organizational
Structures
536
Corporate Responsibility
Maturity,
Fig. 1 Integrative
perspective (Adapted from
Wood 1991)
Integrative Perspective
Corporate Motivation
Principles
Values
Mindset
Corporate
Structures & Processes
Stakeholder Engagement
Issue Management
Leadership
Corporate Performance
Economic & Social &
Environmental
Results
(Triple Bottom Line)
studies (Mirvis and Googins 2006a) differentiates stages by characteristics of the management
systems, for example, by the inclusion of CR in
the mission statement, the influence of stakeholders in corporate decision making, or the quality of leadership. None of the studies in this group
use a replicable process with precise indicators in
order to determine stages of CR maturity.
Moral-Cognitive: The Mind-Set Perspective
well as the single case study approach used discourse analysis in order to describe the moral
rationalization processes of the corporate actor.
Integrative Models
Future Directions
Empirical evidence in general is very weak as it is
mostly based on illustrative case studies except
Corporate Secretaries
Cross-References
Corporate Social Responsibility
Global Reporting Initiative
ISO 26000
537
Corporate Restructuring
Restructuring
Corporate Secretaries
Samuel O. Idowu
London Metropolitan Business School, London
Metropolitan University, London, UK
Synonyms
Company secretary; Corporate governance
professional; Officer of the company; Servant
of the Board of Directors
538
Corporate Secretaries
Definition
Introduction
That a public limited company (Plc) should have
in post a company secretary is a statutory
Corporate Secretaries
539
540
Key Issues
A series of high-profile corporate scandals
involving some corporate executives, which
occurred in both the developed and developing
economies around the world, have led several
CSR-related questions being asked about the
state and effectiveness of corporate governance
in many countries. Bearing in mind that CSR
involves how a company manages its social, economic, and environmental impacts of its activities on all its stakeholders regardless of whether
these are primary or secondary stakeholders. The
state of corporate entities governance is in fact
not the only issue here. Our world over the last
50 or so years has gone through a series of transformation and development which have brought
to the fore some important issues about the relationship which subsists between business and
society.
Our key issues here therefore relate to corporate governance and corporate social responsibility as they both impact on what corporate
secretaries do. Corporate secretaries are governance professionals; the Chartered Secretary
Corporate Secretaries
Australia (CSA) describes its members as governance professionals and the CSA describes itself
on their website as The peak professional body
committed to the promotion and advancement of
effective governance and administration of organizations in the private and public sectors, CSA
has developed its structure and reporting mechanisms to promote these ideals and principles.
CSR and Corporate Governance
Professional Institutions of Corporate Secretaries
In the UK, the Institute of Chartered Secretaries
and Administrators (ICSA) is the professional
body which assesses and certifies the competences of prospective chartered secretaries with
a series of examinations and post qualification
(CPD) programs. The ICSA is the only body
among the seven chartered bodies noted above
and specified in Section 273 Subsection 3a3g
CA 2006 which trains its members solely to
become corporate secretaries; having said this,
it must be noted that qualified members of the
ICSA do end up in other senior executive positions in organizations which are not necessarily in
company secretariat. There are two grades of
membership of the institute associate membership [a member becomes an associate (having
completed the institutes examinations) after
serving a period of time in their chosen industry]
and fellow membership (an associate becomes
a fellow after a period of time in a senior management position in their chosen industry). The
institute represents the profession with all external bodies including governments and international organizations. Its American equivalent is
the Society of Corporate Secretaries and Governance Professionals (SCSGP). There are also
similar bodies in some other countries of the
world, for example, the Chartered Secretaries,
Australia, Canada, Hong Kong, India, Malaysia,
New Zealand, Nigeria, Singapore, South Africa,
and Zimbabwe. These bodies are all affiliates of
the ICSA, UK, or had been related to it at some
point in the past.
The ICSA in the UK states that it promotes
best practice in corporate governance, liaising
with governments and regulatory bodies worldwide. The SCSGP states that it recognizes that
Corporate Secretaries
the corporate secretary is a senior corporate officer who is expected to hold wide ranging responsibilities and is often the confidant and counselor
to the Chief Executive Officer and other members
of senior management, especially on corporate
governance affairs. The Institute of Chartered
Secretaries & Administrators in both the UK and
in some of the countrys other former colonies
note earlier for instance Australia, Canada, New
Zealand and others consider that governance as
one of the main duties of corporate secretaries.
Corporate governance therefore ranks highly
in the roles corporate secretaries perform in organizations. Corporate social responsibility is part
of governance since the decision to embark on
socially responsible actions whether this relates
to strategic, altruistic, ethical, and philanthropic
Lantos (2001) or some other forms of CSR will
start at the board level and works its way down
the corporate ladder.
Because issues relating to CSR now rank
highly on corporate agendas in the UK, several
large UK companies now have a member of the
board in charge of CSR; in other words, there are
now CSR directors. The UK labor governments
since March 2000 have had in post several Members of Parliament at different times that have
held the position of CSR Ministers Idowu
(2009). It must be noted that a UK CSR minister
does not spend 100 % of their time on CSR
duties; CSR issues are only part of what the
minister does.
A Study on Corporate Secretaries
Involvements in CSR in the UK
In an attempt to understand how UK corporate
secretaries have absorbed the requirements of the
field of CSR in addition to their statutory duties
for their various organizations and what parts
they have played in their organizations quest to
join the CSR bandwagon the author carried out
a study in order to obtain information from UK
companies company secretaries using two
methods direct and indirect methods.
Direct Method
541
542
Corporate Secretaries
Discussion
From the information which the study has
elicited, it appears that corporate secretaries in
their various organizations are not working in
isolation in their quest to absorb the field of
CSR into what they do while representing
their profession in these organizations. The field
Corporate Secretaries
touches all professions that are required by corporate entities in order to ensure that they
successfully achieve their missions and objectives and at the same time demonstrate to the
world at large that they are socially responsible.
The roles each of these senior managers (who are
perhaps members of other professions and who
bring the knowledge and experiences of these
professions on to the board of corporate entities)
play in order to ensure that the field of CSR is
built into the corporate strategy are not explicit
to non-insiders. There could be several reasons
for this:
There are still many things that are unclear
about CSR. Lantos (2001) suggests that CSR
has unclear boundaries and debatable legitimacy; Idowu (2009) argues that what falls
under the umbrella of CSR in one political
setting may probably be of little or no significance in another political setting.
This field of CSR is not an exact art or science;
corporations are only practicing it the way
they believe it affects their core business or
the way they understand it.
Corporate entities that have chosen to adopt
the requirements of the field are only doing so
voluntarily; it must be noted that even though
CSR is still voluntary, there are currently not
many corporate entities which are not embedding the ethos of CSR into what they do. In
most countries around the world, there appears
to be no legal compulsion (except in Indonesia
and Mauritius) on the part of corporate entities
to mandatorily practice CSR, but some governments and international organizations are
encouraging corporate entities to behave
responsibly. In addition to this some NGOs
and stakeholders are putting pressure on corporations to behave responsibly. Some companies are probably trying to stay out of
trouble by adopting CSR ethos into their
strategies.
The field is still evolving, it is hoped that
within the next 1020 years, its situation
would become clearer and the way to address
some of the difficulties scholars and practitioners have identified up to now would also
become clearer.
543
It was also apparent to us that the roles executives play in an attempt by corporate entities to
inculcate the field of CSR into their activities are
unclear. These executives appear to innovate as
they go along. Adopting a strategy of innovation
is perhaps the best action they could take under
the circumstances, since the field is neither an
exact art nor science, it must be noted that the
practices of CSR have improved drastically of the
last 10 years.
Future Directions
CSR is perhaps one of those issues that will never
go away from societies around the world; corporate strategies would continue to include CSRrelated issues. This is certainly this authors view.
Social, economic and environmental challenges
would continue to affect the world economies;
the solutions of these challenges would require
CSR actions.
The objective of this entry was to provide
a framework that facilitates some understanding
of the contributions corporate secretaries have
made and continue to make in the development
of the field of CSR using the United Kingdom as
our main focus and case example. The issue of
CSR, sustainability, sustainable development,
and corporate governance is one that corporate
secretaries as the servant of the board of directors cannot take lightly. This is so because most
of the duties performed by corporate secretaries
are statutory in nature. For our planet to stand the
test of time; actions must start at the board level.
The secretary has a unique role here. He or she
would need to direct members of the boards
attention to aspects they need to deliberate on at
board meetings.
Failure to take this issue on board at the board
level has serious implications and consequences
not just for this generation but more importantly
for future generations. Those at the board level
are aware that stakeholders, in particular, institutional investors, customers, NGOs, etc., are
requesting that corporations take effective
actions about those issues relating to CSR; apart
from that, members of the board are aware that
544
Cross-References
Synonyms
Agency and Corporate Governance
Board of Directors
Definition
The entrepreneurial process has been described as
a blend between the individuals personal attributes, such as psychological and demographic factors, which combine with environmental factors
and the individuals discovery of an opportunity
and the successful exploitation of that opportunity
(Shane 2003). Hence, the notion of corporate social
entrepreneurship (CSE) relates to both personal
characteristics and particular behaviors. The CSE
is thus defined as an employee of a corporation who
operates in a socially entrepreneurial manner, i.e.,
identifying opportunities for and/or championing
socially responsible activity, in addition to their
formal job role in working toward achieving the
firms business targets. Interestingly, the CSE
operates regardless of an organizational context
that is predisposed toward corporate social responsibility (CSR). This is because the CSE is driven by
dominant self-transcendent (other-orientated) as
opposed to dominant self-enhancement personal
values. Consequently, due to the CSEs concern
with the development of social capital as well as
economic capital: the formal job role of the CSE
may not necessarily be connected with CSR
nor does the CSE have to be in an executive or
management position in order to progress his or her
socially responsible (SR) agenda. This may suggest
similarities with the social entrepreneur (SE)
in terms of personal values and the outcomes of
entrepreneurship which may benefit society, but
there is also a key distinction. This is connected to
the differences between the remit, or mission, of the
corporation and that of the social enterprise.
Distinction from Social Entrepreneurship
The social entrepreneurship literature has largely
concentrated on the voluntary, not-for-profit or
third sector. Moreover, the social entrepreneur
in a for-profit context is traditionally perceived as
a philanthropic agent or business owner.
The exception to this might be the UKs
Co-operative Group, which describes its business
as guided by social mission and is not responsible
to shareholders for delivering profit. However,
the corporate model, as defined by the companys
directors and shareholders in its articles of
545
546
Introduction
The notion of the CSE primarily relates to the
field of corporate social responsibility (see separate entry). It is thus relevant to both practitioners
and scholars of business and management and,
more specifically, to business ethics, business
strategy, organizational behavior, work psychology, and entrepreneurship. Such complexity
reflects the interdisciplinary nature of the field
of corporate social responsibility.
CSR, corporate responsibility (CR), sustainability, social responsibility (SR), and all related
concepts are most commonly understood to
incorporate two key themes. First is stakeholder
theory, whereby CSR is understood in terms of its
effects on and how it is affected by all the different stakeholder groups: shareholders, employees,
customers, end-consumers, suppliers, competitors, civil society (NGOs, pressure and local
community groups, unions), and governments,
including regulation. This perspective is inherent
within definitions of CSR as a balance between
people; the planet and profit, sometimes referred
to as the triple bottom line of the environment;
and society and economics. The second key
theme of CSR relates to its voluntary nature in
terms of activities that exceed legal standards
(Carroll 1999). It is this discretionary quality
which connects it with the notion of personal
values. As a consequence, the concept of CSR
has been described as essentially contested
(Moon 2003), due to the controversial and often
political nature of the debate around the role of
business in society, since the start of the industrial
revolution. Thus, CSR is embedded within the
field of business ethics, which considers ideas
about morality in business and, in turn, the CSE
is synonymous with (moral) agency. So, while
547
GE
SE
N
HA
S
ES
TO
LF
AN
Self Direction
NN
TR
SC
EN
Universalism
DE
E
OP
NC
Stimulation
Benevolence
Hedonism
Conformity
Tradition
Achievement
SE
LF
EN
Power
HA
ON
I
AT
V
ER
Security
NC
NS
EM
EN
CO
548
Corporate Social Entrepreneurship, Table 1 Definitions of the motivational types of values and items
(Schwartz and Boehnke 2004: 239)
Power: Social status and prestige, control or dominance
over people and resources (authority, social power,
wealth, preserving my public image)
Achievement: Personal success through demonstrating
competence according to social standards (ambitious,
successful, capable, influential)
Hedonism: Pleasure or sensuous gratification for oneself
(pleasure, enjoying life, self-indulgent)
Stimulation: Excitement, novelty, and challenge in life
(daring, a varied life, an exciting life)
Self-direction: Independent thought and action
choosing, creating, exploring (creativity, freedom,
independent, choosing own goals, curious)
Universalism: Understanding, appreciation, tolerance,
and protection for the welfare of all people and for nature
(equality, social justice, wisdom, broadminded, protecting
the environment, unity with nature, a world of beauty)
Benevolence: Preservation and enhancement of the
welfare of people with whom one is in frequent personal
contact (helpful, honest, forgiving, loyal, responsible)
Tradition: Respect, commitment, and acceptance of the
customs and ideas that traditional culture or religion
provides (devout, respect for tradition, humble, moderate)
Conformity: Restraint of actions, inclinations, and
impulses likely to upset or harm others and violate social
expectations or norms (self-discipline, politeness,
honoring parents and elders, obedience)
Security: Safety, harmony, and stability of society, of
relationships, and of self (family security, national
security, social order, clean, reciprocation of favors)
Helping
Behavior
Prosocial
Behavior
Altruism
Corporate Social Entrepreneurship, Fig. 2 The relationship between helping behavior, prosocial behavior,
and altruism (Bierhoff 2002: 9)
549
550
Key Issues
Three key issues may be identified from the above
discussion. Firstly, the notion of employee discretion may be regarded as problematic. Certainly,
there is an argument for organizational control and
governance measures in order to prevent unethical
employees abusing their right to act autonomously
in their appointed role: an argument which has
been produced in favor of bureaucracy. Secondly,
if employees do have the freedom to use such
discretion with regard to the allocation of
resources, or the time to champion CSR, tension
and conflict may develop when an employee
decides to support a different cause than has
been directed by their manager. And not everyone
will agree on what the right activities are (Buono
and Nichols 1985: 68). Moreover, despite the
widespread adoption of CSR by corporations (as
evidenced in their corporate communications), the
aforementioned study revealed some levels of
ignorance and disengagement from CSR at the
top of the organizational hierarchy, thereby continuing the contested theme of CSR. It also implies
the necessity for greater access to educational programs in CSR for directors and senior managers,
as well as those targeted at middle and junior
management. Thirdly, methodological difficulties
abound with regard to the investigation of social
responsibility as a subjective state. However,
despite the growing literature which connects
values and behavior in systematic, predictable
ways (Schwartz et al. 2001), these exploratory
insights present scholars with both a highly complex and potentially fruitful research agenda.
much scope for replication and verification, perhaps using a comparison of industries and
national contexts. Certainly, the quantification
of the personal values of the different types of
entrepreneur (business start-up, intrapreneur,
public/social entrepreneur) is a starting point.
Indeed, while the distinction has been made,
above, between the social entrepreneur and
CSE, preliminary insights into the personal characteristics of corporate social entrepreneurs and
also what they do, i.e., corporate social entrepreneurship, is useful in our understanding of the
motivations and activities of social entrepreneurs. Further studies might ask: What is the
relationship between family background, personal values and CSR or between education and
corporate social entrepreneurship? And considering the exploratory insights regarding younger
employees who volunteered in CSR activities to
help their career, is there a connection between
life-stage and dominant self-enhancement or selftranscendent values? Can some predictive capability be developed on the basis of comparisons
between the characteristics of the CSE and other
employees? Also, the situation in the public sector remains unexplored. There is no reason why
the C in CSR cannot be dropped for the purposes
of such an investigation, particularly when the
ethical conduct of public sector leaders and politicians can attract similar amounts of publicity
for misdemeanor as their corporate counterparts,
with regard to fraudulent expense claims or the
negligent discharge of duties, for example.
Therefore, the tentative empirically derived
insights described above are just the beginning
for management and business ethics scholars who
need to dig much deeper in their quest toward the
development of socially responsible organizations and a less flawed form of capitalism.
Cross-References
Future Directions
Following initial empirical investigation into the
nature of corporate social entrepreneurship,
a significant research agenda has emerged, with
Agency Theory
Business Ethics
Corporate Social Responsibility
Philanthropy
Social Entrepreneurship
551
Synonyms
Corporate citizenship; Corporate responsibility;
Corporate social performance; Sustainability;
Sustainable development
Definition
Companies today are increasingly focused on
corporate social and environmental responsibility
as they face new constraints in decision-making
processes, including the impact of activities on
climate and local communities. This, together
with unprecedented growth in the number of
NGOs worldwide, has led companies and NGOs
to forge new types of relationships. Corporate
social innovation works because it is a listening,
problem-solving process. Most importantly it
shifts the point of knowledge away from individuals in companies, to embrace knowledge (of
whatever kind) that everyday normal people
hold, and can easily share. It is a carefully managed process, one which guarantees change and
development for those willing to embrace it.
Corporate social innovation is also called sustainable innovation. Corporate social innovation
is about creating a good business by having
552
sustainability as a focal point when the corporation develops a new product or service. This
entails developing products or services which
may relieve some of the worlds problems, such
as disease, contaminated water, CO2 emission,
hunger, or the lack of education. CSI is also
referred to as CSR innovation. CSI is useful for
businesses which work with innovation and/or
CSR (corporate social responsibility).
The increasing number of cases from around
the globe that showcase how responsible business
conduct and corporate social innovation open up
new revenue streams, new industries, and radically different business models and prove to be
crisis-resistant is creating a new business
mindset. In the new economic world order, social
responsibility and innovation drive good business. Sustainable value creation is the way for
companies to future proof their business.
Introduction
Socially responsible investing (SRI) is increasing
the attention on corporate social and environmental practices either through positive screens, that
is, identifying companies that in some way benefit society, or through negative screens which
weed out poor SRI performers, including those
who pollute or maintain poor working conditions.
Large pension funds around the world are
already using screening agencies to assess how
companies tackle the so-called ESG (environmental, social, governance) issues like ecofriendly practices, human rights, and corruption.
Four hundred seventy five large institutional
investors around the world representing more
than $55 trillion of funds (2009 figures) investigate the emissions strategy of companies through
the Carbon Disclosure Project (CDP). And stock
market indexes like the FTSE4Good Index Series
and the Dow Jones Sustainability Index are tracking the financial performance of companies that
focus on creating long-term shareholder value by
embracing opportunities and managing risks
derived from economic, environmental, and
social developments. Like an increasing number
of companies around the globe, they realize that
Key Issues
It is perhaps less surprising but equally important
for companies wishing to maintain a good relationship with its stakeholders that a large majority of the surveyed citizens also held companies
completely responsible for the safety of their
products, fair treatment of employees, responsible management of their supply chain, and not
harming the environment. In the wake of the
economic crisis, the gap between the needs and
expectations of society on the one hand and the
objectives and practices of many businesses on
the other has also widened dramatically:
according to the 2009 Edelman Trust Barometer,
nearly two thirds of the public reported less trust
in businesses than the year before.
Stakeholder responses ranging from public
campaigning to lawsuits underline the demand
for trustworthiness and responsible business
practices. Consider, for example, the lawsuits
filed against car companies for the costs of their
alleged diminution of ecosystems, against
tobacco companies for their alleged misleading
553
554
555
Future Directions
Socially responsible investing (SRI) is increasing
the attention on corporate social and environmental practices through either through positive
556
a corporate history and culture that lays the foundation for its values-based and holistic approach to
doing business. By establishing the link between
healths as a driver of wealth, it has been possible to
pursue triple bottom line strategies in a way that
increasingly gets at the heart of core business
processes in the markets as well as in the corporate functions and governance mechanisms. The
approach is shaped through extensive stakeholder
engagement embedded in organizational behavior
and business operations. An example of these
stakeholder-driven initiatives is the DAWN program, the largest-ever, global survey to uncover
diabetes attitudes, wishes, and needs. The study
focuses on the person behind the disease and is
aimed to uncover the psychosocial aspects of diabetes. The DAWN program taught all parties
involved that the patients also need mental encouragement and positive guidance empowering them
to take charge of their own health. Such innovation
in public health promotion activities helps effectively reduce the burden of diseases such as diabetes. Furthermore, Novo Nordisk is driving
national diabetes programs to educate stakeholders as well as actively supporting the growing
international advocacy platform to put chronic
disease prevention on the political agenda. One
such initiative is the Oxford Health Alliance.
Procter & Gamble
Unilever defines their social innovation as utilizing consumer concerns about social and environmental issues. Unilever has initiated the largest
rural health and hygiene education program ever
undertaken in India. Education teams are visiting
communities and schools to reach the broad
masses. In order to help low-income households,
the soap is sold in 18-g bars, enough for one person
to wash their hands once a day for 10 weeks.
Another project is the Shakri, which deals with
reaching small Indian villages with less than 2,000
people. Lack of retail distribution networks to
reach the 500,000 smaller villages brought innovative thinking at the core of strategy. The solution
was recruiting women from these small villages to
act as freelance direct sales operators. Cooperation
between Unilever and many womens self-help
groups (Indian NGOs) provided training and education to these women and made them local entrepreneurs. The women typically doubled the
household income tending to use the money on
education for their children. Since 2000, Unilever
has extended Shakri to cover 80,000 villages.
There are many more product examples for
instance in India, Indonesia, and Brazil.
557
http://www.europeanfinancialreview.com/?p2287
http://www.jstor.org/stable/3857969
http://www.purwater.com/
http://www.unilever.com/Images/Beyond%20Corporate%
20Responsibilty%20-%20Social%20innovation%20and
%20sustainable%20development%20as%20drivers%20of
%20business%20growth_tcm13-95521.pdf
Doh, J. P., and Teegen, H. (2002). Nongovernmental
organizations as institutional actors in international
business: theory and implications, International Business Review, 11, 665684.
Marcel, V. M., Wuisman, I., Cleyn, W. D., Timmers, J.,
Panapanaan, V., & Linnanen, L. (2004). A phase-wise
development approach to business excellence: Towards
an innovative, stakeholder-oriented assessment tool for
organizational excellence and CSR. Journal of Business
Ethics, 55(2), 8398. doi: 10.1007/s1055100421549.
Murtha, T. P., Lenway, S. A., & Bagozzi, R. P. (1998).
Global mind-sets and cognitive shift in a complex
multinational corporation. Strategic Management
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19:2<97::AIDSMJ943>3.0.CO;2-2.
Petrick, J. A., & Quinn, J. F. (2001). The challenge
of leadership accountability for integrity capacity
as a strategic asset. Journal of Business Ethics, 34,
331343. doi:0.1023/A:1012597201948.
Schwartz, M. S., & Carroll, A. B. (2003). Corporate social
responsibility: A three-domain approach. Business
Ethics Quarterly, 13, 508530.
Cross-References
Social Enterprise
Social Innovation
Sustainable Development
Synonyms
Doing bad; Externalization of costs; Self-interest;
Unethical behavior
558
Definition
Introduction
CSI is something businesses should aim to avoid.
CSI is the opposite of CSR and revolves around
companies being irresponsible through means
such as not putting anything back into the local
community, not trading ethically, or being environmentally unfriendly. Irresponsible corporate
behavior can result in harm to individuals, to
communities, and to the environment. Corporate
law institutionalizes rules that seek to prevent
corporate irresponsibility, to prevent corporations from doing harm. In extreme cases, irresponsible corporate behavior has resulted in
death, physical and mental injuries, environmental damage, and financial or economic failings
that ruin livelihoods and damage communities.
CSI happens when a business primarily and overwhelmingly focuses on its own self-interests to
the detriment of those it affects, be that society,
stakeholders, or the environment.
CSI offers a critical analysis of the CSR concept. It challenges and critiques the idea that
businesses are in and of themselves socially
responsible. It lies at the opposite end of the
spectrum to Corporate Social Responsibility
(CSR). It adopts a questioning approach to issues
that are related to CSR. It challenges the assumption built in to the CSR concept that businesses
are inherently, always, and necessarily
Key Issues
One key issue focuses on the drive to separate
out irresponsibility from responsibility. This
separation of terms has both conceptual and business practice implications. From an academic
theoretical and conceptual viewpoint, it allows
for a clearer exposition of terms that allows for
deeper and more meaningful analysis of both
CSR and CSI. From a business practice perspective, it has real-world implications for reporting
on, improving, developing, and dealing with
stakeholder and media issues surrounding CSR
and CSI.
Irresponsibility can take a number of forms
and guises including and in relation to finance,
accounting, human resources, community, law,
ethics, and amongst other things the environment.
It is perfectly possible for businesses to behave in
a responsible way in some areas of their work
whilst behaving irresponsibly in others (Jones
et al. 2009a). Much of what passes for CSR can
actually be interpreted as being about irresponsibility either in terms of its actual occurrence or in
terms of strategies, policies, and practices
designed to prevent it.
The fact that companies regularly behave irresponsibly is no surprise. There are media reports
over and over again about corporations providing
poor working conditions or causing pollution,
etc. Well-known examples include Shell (Brent
Spa), Nike (working conditions of suppliers),
Mannesmann (severance packages), Enron
(accounting fraud), and BP (oil spill/pollution).
For most of the companies, CSI damages the
companys image, which can hurt sales and in
the worst-case scenario may lead to the collapse
of the company (Kogler 2007). Many companies
respond to acts of irresponsibility with CSR campaigns to try to protect and improve their image.
CSI can cause irreversible damage to the reputation of a business. CSI can be defined as
a business knowingly or unknowingly negatively
impacting on the sustainable development of the
environment and society in which it operates.
From a stakeholder perspective, it is suggested
that different stakeholders perceive responsible
and irresponsible activities differently. Corporate
behaviors, practices, policies, and attitudes can be
perceived by one set of stakeholders as being
socially responsible but can be perceived by others
as socially irresponsible. The tension between
559
Future Directions
Greenwood (2007, p. 325) noted, there is negligible discussion of the notion of corporate irresponsibility. The future for CSI is likely to see
a growth in academic research, policy, and business interest in the study of irresponsibility. The
aim must surely be to identify those areas in
which businesses can improve on those areas in
which they are doing less than good. Academic
work in the field of CSI is at an early stage of
development. It is undoubtedly one of the key
twenty-first-century issues for management,
businesses, and society as a whole.
Cross-References
Communicating with Stakeholders
Corporate Social Marketing
Corporate Social Responsibility
CSR Communication
Media Reporting of CSR
Reputation/Reputation Management
560
Synonyms
Community-based social marketing; Cross-transfer; Multiple publics; Not-for-profit organizations;
Definition
Not-for-profit and social marketing, like many
other fast-evolving areas of inquiry in social and
management sciences, lacks consensus definition
and name perhaps because its scope of activities
is yet to be thoroughly exhausted. Doug
McKenzie-Mohr of Canada referred to it as community-based social marketing (CBSM) and tried
to sustain behavior by using tools and findings
from social psychology to unveil the perceived
barriers (and remedies) to behavior change.
Perhaps CBSM underscores SMART (Social
Marketing and Assessment Response Tools) as
it uses focus groups and surveys to unveil barriers
and commitments, prompts, social norms, social
diffusion, feedbacks, and incentive to change
behavior. However, a seemingly complete definition is right here, at least for now, to recognize
knowledge migration to social causes. Corporate
social marketing is the systematic transfer of
commercial marketing concepts and tools to programs designed to influence the voluntary behavior of target audiences, where the primary
objective is to improve the social welfare of the
target audiences and/or the society of which they
are a part. It defines instilling traditional marketing domains into programs primarily packaged to
secure and maintain target audiences social
engagement.
While these definitions differ from societal
marketing concept integrated issues of social
responsibility into commercial marketing strategies it conveys three integrated points. First,
the primary focus is on social change campaign
and social good changing specific behavior
in health, safety and security, sustainability,
recycling, etc. It strives to borrow managerial
skills similar to those of traditional businesses to
change the behaviors of communities and to
persuade them to accept, modify, or abandon
certain ideas, attitudes, practices, or behaviors.
Campaigns that encourage people to get antibiotics may be assumed more tactical and rarely
connote the difficulties to attain long-run behavioral change of social marketing. Scholarship
shows that from the fall of Soviet Union to
rapid spread of technological innovation, the
power and resilience of commercial modes of
operation have become a major theme in many
stories of social change, and so social enterprises
are increasingly and/or grudgingly admired for
their dynamism, their market discipline, their
incentives for efficiency and innovation, and
their economically self-sustaining character.
Second, the interest is not that of the marketer
rather to influence long-term social behavior
of the audiences and the general society. For
instance, social causes that promote and remind
the audiences of zip up; the use of condom
and seat belts by macho-men; regular medical
check-ups and blood donations; speed limits;
and avoidance of some kinds of unacceptable
social behavior. And finally, cross-sector transfer
of intellectual armory creates new dimensions of
organizations and new kinds of transactions as
well as different kinds of sponsorship. For
instance, a typical manager follows market
conditions, minimizes waste, misdirection, and
inefficiency, but a new kind of business
philosophy emerges once deeply committed to
the social causes that may demand overlooking
such inhibiting factors in attempts to deliver
favorable outcomes. In both commercial and
noncommercial entities, five classes of transactions, expanded from Alan Andreasens framework and Philip Kotlers Consciousness 3, are
distinguished at consumers level:
Transactions involving exchange of goods and
services for money (Consciousness 1).
Transactions involving the exchange of
money for intangible goods, e.g., donations
of money to Red Cross Society, Girls Guilds,
etc. (Consciousness 3). This is an attempt to
positively relate to every public, not just the
consuming public.
Transactions involving the exchange of
money for intangible social benefits, e.g.,
5 % of sales of Procter & Gamble (P&G)
going into cause-related marketing, e.g., Red
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562
Introduction
Perhaps one of the most striking trends in the
world that is speedily grabbing huge scholarship
in the recent moments is the convergence of
thoughts from traditional economic domain to
social causes bearing in mind that both differ
greatly by their corporate objectives and missions. Statutorily, nonbusiness organizations,
such as War Museum, the Police and Army,
Red Cross Society, etc., provide economic,
social, and political infrastructures in a society.
Many corporate social marketing campaigns typically involve noneconomic transactions. Managing them poses almost same challenges as
managing Procter and Gamble (P&G), General
Motors (GM), and Guinness Breweries; thus,
interdisciplinary and intersector inquiries aimed
at transferring knowledge acquired in other disciplines makes for strategic achievement of
objectives. The convergence theorists believe
that theories, concepts, hypotheses, postulates,
and paradigms developed in psychology, sociology, anthropology, economics, management sciences, and other relevant disciplines are
technologies that somewhat apply to noneconomic settings. Corporate social marketing is an
evolving area with fascinating growth spanning
from Philip Kotler and Sidney Levys classic and
most celebrated intellectual grenade on broadening the concept of marketing and perhaps
Theodore Levitts marketing myopia. The grenade lobbed in a resounding morale and support
for a change in thought of the domain of marketing scholarship and its relationships to
noncommercial organizations. The transfer of
commercial marketings tool kits and techniques
to achieve specific behavioral goals for social and
not-for-profit causes precipitated the discipline of
563
(b) Measurement metrics. Commercial marketing is characterized by very clear and relatively simple line (perhaps uniform)
measurement metrics (e.g., sales volumes,
market positioning, market share upsurge,
profits, cost reduction, etc.) upon which efforts
are evaluated and guided by stakeholders
employees, shareholders, and the organization
itself. Consumers themselves are regarded as
the most significant public to deal with, and
consumer research guides decisions. On the
other hand, social marketing is often besieged
with difficult-to-measure and time-consuming
objectives, which perhaps are subject to complexities of influences outside the marketers
control. Such less-exact objectives relate to
such causes as reduction of spousal and child
abuses, increasing physical activity, making
less stressful life/career, fighting corruption,
preserving wilderness, etc. Further, explanation to the measurement metric is the issue of
multiple publics and multiple peculiarities in
terms of expectations and measurement standards. This has caused not-for-profit firms to
remain competitive in packaging programs
that simultaneously win the favor of the target
audiences as well as that of individuals and
groups who offer assistance and/or regulate
activities. For instance, the Economic and
Financial Crime Commission (EFCC) has
the ordeals of marketing itself simultaneously
to the governments, to honorable members
and other politicians, and to other Nigerians/
stakeholders, and each has a distinct measurement standard(s). Also, universities target prospective students as clients of its marketing
programs, and also current students, parents/
guardians of students, alumni, government
agencies, staff, etc.
(c) Public scrutiny. Consequent upon receiving
donations and tax concession to achieve their
multiple objectives, not-for-profit organizations are often subjected to ample measures
of formal and/or informal public scrutiny,
which perhaps, among others, limits risk taking and increases the relevance of politics and
public relations in the design of marketing
mix strategy. Such scrutiny may come from
564
Key Issues
Social marketing is an evolving area with so
much unknown; it is a relatively vague concept
with mixed academic and operational excellence.
The yet to be exhausted scope as well as the
absence of generally accepted definition complicate understanding and cynicism toward social
Future Directions
The business domain of marketing provides useful
concepts that guide all manner of organizations,
including not-for-profits. Social marketing is carried out by public sector and not-for-profit organizations with contemporary focus on health care,
energy conversation, safety and environmental
regulations, and recycling. The future is bright
for the transfer of marketing tool kits to social
causes. Recently, quite a number of key government policies (e.g., Health and Safety Campaigns)
in many countries, including Australia, United
States, Canada, New Zealand, and United Kingdom adopt corporate social marketing approach to
the planned social change and achievement of
specific behavioral goals for social goods. For
instance, the Victoria Cancer Council of Australia
develops antitobacco campaign with slogan Quit
and its SunSmart campaigns against skin cancer
had the slogan Slip! Slop! Slap! The AIDS controlling programs in India use social marketing
and trained social workers, and the government
of United Kingdom in 2007 launched the first
social marketing strategy for all aspects of health.
Further, the state-run Occupational Health and
Safety Organization in Australia with the theme
Work-safe Victoria uses social marketing to
reduce social and human impacts of workplace
safety failures just as Dance-Safe exploited social
marketing ideas in its communications.
Such intellectual migration has the potential of
profoundly improving research/thinking and the
general ways nonbusiness sectors operate, bearing in mind their need to redefine values as well
as their chronic financial ordeals. Nevertheless,
the transfer has been vigorously challenged by
565
Synonyms
Duty and obligations to society; Duty and responsibility to community
Cross-References
Definitions
Canadian Business for Corporate Social
Responsibility
Cross-Transfer
566
Introduction
This entry aims to examine and analyze the concept of corporate social responsibility and its
limitations. It introduces a concept of corporate
social obligation (CSO) in business practice.
In doing so, it crosses over three disciplines
business, law (or legal theory), and social philosophy. It provides a number of brief case studies
and recommendations promoting socially
responsible business behavior.
Corporate Social Responsibility (CSR)
As CSR takes the interests of a businesss stakeholders into account, it may include a range of
activities including the following:
(a) Employees working conditions and wellbeing at work
(b) Employees pay
(c) Fair trade with suppliers (e.g., farmers and
manufacturers)
(d) Sustainable use of resources
(e) Business activities which are kind and
friendly to the natural environment
Therefore, a businesss economic duty which
is profit maximizing for its owners is no longer its
sole priority. A business adopting CSR is taken to
satisfy two probably conflicting interests of its
shareholders and stakeholders. A criticism of
this concept is that these two interests are
567
Corporate Social Obligation & CSR, Table 1 The key differences of opinion on the corporate social responsibility
issues
The free market case against corporate social responsibility
The only social responsibility of business is to create shareholder
wealth
It is a great concern that the efficient use of resources will be
reduced if businesses are restricted on how they can produce
The pursuit of social goals dilutes businesses primary purpose
Corporate management cannot decide what is in societys best
interest
Costs will be passed on to consumers
It reduces economic efficiency and profit
Directors have a legal obligation to manage the company in the
interest of shareholders and not for other stakeholders
CSR behavior imposes additional costs which reduce
competitiveness
Key Issues
The key issues involving CSR are as follows:
1. A business can, in fact, blatantly carry out its
activities in a socially irresponsible way.
2. Businesses can also use a concept of CSR as
a disguise to hide or cover up their greed and
misdeeds.
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569
570
571
572
Future Directions
1. In essence, it is difficult to hold a business
responsible for socioeconomic rights violations of its stakeholders. This is because
a businesss corporate social responsibility
can be passed onto others. Thus, even if
a business is not undertaking a socially irresponsible business activity, it can enter into an
agreement with a partner who can undertake
this activity on its behalf.
It is suggested here that a study of social
philosophy can provide a solution to this weak
concept of CSR. It has been mentioned above
that individuals who are working together can
create and dissolve a joint commitment. Furthermore, it is being suggested that the easy
dissolution of a joint commitment between the
two partners in an outsourcing agreement
could be due to a couple of factors. First,
a unilateral dimension of a concept of CSR
enables a stronger and greedier partner to
incorporate CSR values into its contracts
Cross-References
Body Shop
Buddhist Ethics and CSR
Christianity and CSR
Confucian Ethics
Dame Anita Roddick
Equator Principles
573
References
Ang, Y.S. (2013 forthcoming). Solutions to outsourcing
abuses: The creation of collective obligations through
multilateral contracts, Unpublished PhD Thesis,
University of Birmingham, UK
Apple, Inc. (2012). Accessed May 25, 2012, http://www.
apple.com/supplierresponsibility/code-of-conduct
Barry, N. (2000). Respectable trade: The dangerous delusions of corporate social responsibility and business
ethics. London: Adam Smith Institute.
Equator Principles. (2011). History of the equator
principles. Accessed August 14, 2011, http://equatorprinciples.com/index.php/about-ep/faqs/38-about/
about/17
Forbes. (2010). Accessed May 28, 2012, http://www.
forbes.com/2010/05/28/foxconn-apple-suicides-chinaopinions-columnists-gordon-g-chang.html
Gap. (2012). Accessed on May 27, 2012, http://www.
gapinc.com/content/csr/html/OurResponsibility/
governance/codeofvendorconduct.html
GBC Collaboration. (2011). Collaboration, coordination
and collective action that will end disease faster.
Accessed August 14, 2011, http://www.gbcimpact.
org/about-gbc
GBC Impact Initiatives. (2011). Collective action, costsharing, bigger results: GBC impact initiatives.
accessed August 14, 2011, http://www.gbcimpact.
org/about-gbc/impact-initiatives
GBC Q&A. (2011). Engineering higher impact: Q&A
with GBC Executive Director John Tedstorm.
Accessed August 14, 2011, http://www.gbcimpact.
org/itcs_node/0/0/article/908
Gilbert, M. (1992). On social facts. Princeton: Paperback,
Princeton University Press.
Gilbert, M. (2008). A theory of political obligation: Membership, commitment and the bonds of society. Oxford:
Paperback, OUP.
Guardian. (2007). Accessed May 25, 2011, http://www.
guardian.co.uk/business/2007/oct/28/ethicalbusiness.
india
Ho, A. L. (2011). Five key Internet incidents in China. The
Straits Times, D2.
Johnson, J. F. (1998). No man can serve two masters.
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Low, K. C. P., & Ang, S. L. (2011). Information communication technology (ICT) for negotiations. Journal of
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http://www.interesjournals.org/JRIBM
Copyright
#2011 International Research Journals
Low, K. C. P., & Ang, S. L. (2012). Confucian Leadership
and Corporate Social Responsibility (CSR), the way
574
Synonyms
Brand enhancement; Business decisions;
Business goal; Long-term strategy; Vision and
mission
Definition
Corporate social responsibility can be defined as
where a business attempts to meet certain ethical,
legal, and commercial expectations as set by
society. As a business goal, corporate social
responsibility has grown in importance over
recent years. The reasons for such growth have
been diverse. Managers take advantage of the
flexibility provided by generally accepted
accounting principles to manage published
earnings.
Introduction
Heightened consumer awareness concerning the
activities of business can be attributed to
a number of factors. For example, high-profile
cases concerning companies such as Nike and
Puma and their use of cheap labor in production
sites in Southeast Asia have attracted considerable media attention. In addition, activist groups,
which seek to name and shame and bring to the
publics attention bad business practices, have
become increasingly vocal and successful in
placing issues of social responsibility high up on
the business agenda. As government regulation
over business activities has diminished, business
has had to take increasing responsibility for identifying consumer and social concerns and acting
upon them. Such concerns, in days when government regulation was more prominent, used to be
reflected in government policy initiatives to constrain business activity.
Earnings management is employed to influence contractual relationships that are based on
accounting numbers or to alter financial reports
with a view to misleading stakeholders regarding
a firms financial performance. Several motivations have been identified in previous studies.
According to positive accounting theory,
accounting numbers are used to manage contractual objectives, notably with regard to borrowing
agreements, as regards remuneration agreements
and political costs. Other motivations relate to
income smoothing, to public share offerings, to
a desire not to report small losses, and to a desire
to reach thresholds determined by financial analysts. According to Culpan and Trussel (2005), by
behaving in such a way, managers are putting
their own interests before those of employees
and financial backers and thus contribute to the
losses made by several types of stakeholders.
Today, due to the complex network of suppliers that many businesses deal with, it is
increasingly the case that such suppliers are
being subject to the same responsibility codes as
the businesses they supply. A businesss image
may be damaged just as much by a supplier
conducting irresponsible business practices as
the business itself. There is thus pressure from
Key Issues
If corporate social responsibility has grown as
a business objective, has this in any way
impinged upon business performance? Studies,
empirical and otherwise, suggest that rather than
detracting from business performance and
harming shareholder value, in fact the opposite
appears to be the case. Corporate social responsibility appears to offer a positive contribution to
business performance, especially over the longer
term. The following factors have been identified
as some of the positive economic benefits that
businesses have gained from adopting a more
socially responsible position.
A large number of studies have attempted to
identify and evaluate the economic returns from
social responsibility. Factors that have been considered include business growth rates, stock
prices, and sales and revenue. A 1999 survey by
Roman, Hayibor, and Agle evaluated the findings
of 52 studies that considered the link between
business ethics and enhanced profits. They concluded that 33 studies showed a positive link,
14 suggested neutral effects or were inconclusive, and the remaining 5 suggested that there
was in fact a negative relationship. Although
this evidence would on balance favor an argument that corporate social responsibility is good
business practice, the whole area of linking ethics
and responsibility to profit is a contentious one
(Bauer and Ackerman 1976).
When considering ethics and social responsibility, what are we including within this definition? Is the business merely complying with
a business code, either developed within the business or by a third party? Such codes essentially
state what is not acceptable business behavior
such as taking bribes or pursuing anticompetitive
behavior. Or does the understanding of an
575
576
Future Directions
Environment issues in certain industries are some
of the most complex challenges facing management because of all the stakeholders, different
regulations, many things to measure, and a high
degree of uncertainty. Doing a good job of managing that high degree of complexity should be
transferable to other areas of business, and that is
why you see good environmental companies consistently outperforming bad ones.
Recent financial scandals provide an illustration of managerial misconduct and unethical
behaviors within firms which calls into question
the corporate governance and financial information disclosure systems. Moreover, certain firms
try to compensate for poor organizational behaviors by means of better corporate social performance (CSP) (Caldwell and Karri 2005).
The benefits from being socially responsible
appear not only to be diverse, but from an economic point of view, worth having. Not only is
business performance likely to be enhanced, but
brand image will be strengthened, employee turnover minimized, and access to stock market funds
Cross-References
Business Case for CSR
Corporate Citizenship
Corporate Governance as a Tool for
Alleviating Developmental Issues
Corporate Social Innovation
Corporate Social Responsibility
CSR and Poverty
Environmental Ethics
Transparency
Synonyms
Corporate citizenship measurement (instrument);
Corporate philanthropic measurement (instrument); Corporate social performance instrument;
Corporate social responsibility measurement
(instrument)
Definition
There is no universally accepted definition of
corporate social performance (CSP). Some
scholars believe that CSP is an outcome of activities related to corporate social responsibility
(CSR) (Waddock and Graves 1997), while others
argue that CSP is a set of structural categories,
which include the principles of social responsibility, the processes of social responsiveness, and
the outcomes and impacts on performance (Wood
1991). Although a number of studies of CSP use
instruments that cannot easily be categorized into
the principles, processes, or outcomes involved,
these three descriptors nevertheless represent the
issues of greatest interest in CSP.
Introduction
The concept of CSP became popular in the 1950s,
when in his book Social Responsibilities of the
577
Key Issues
To a certain degree, the process of measuring
CSP is perhaps not transparent. Scholars do
not always have access to data of the requisite
quality, because companies may have
reasons for concealing certain activities and
outcomes. A further concern is that there is
no universally accepted measure or standard of
CSP, and most measures are deficient in
some way.
578
Examples
Fortune magazine
ratings
Moskowitz list
Kinder, Lydenberg,
Domini (KLD)
Aupperles (1984)
forced-choice survey
Social involvement
disclosure scale
Brief description
Annual survey of corporate reputation carried out every autumn since
1982 and published in summary form the following January
Measures issues of corporate and stakeholder concern from the
following perspectives: company, employees, shareholders,
customers, suppliers, and public stakeholders
Includes the five dimensions as community, diversity, employees,
natural environment, and product safety (see Table 2)
Operationalizes Carrolls CSR pyramid (i.e., economic, legal, ethical,
and philanthropic) and tests its implied weight with a forced-choice
survey
Uses content analysis to analyze firms CSP reports from six
perspectives: environment, equal opportunities, personnel, community
activities, and products
Diversity
Employees
Natural
environment
Product safety
Area of concern
Payment of substantial fines or civil penalties, or involvement in major litigation relating to
a community in which the firm operates. Company relations with the local community have clearly
become strained due to plant closures or other breaches of agreement
Payment of fines or civil penalties as a result of controversies related to affirmative action. No
members of traditionally underrepresented groups on the board of directors or among the senior
management
Obviously poor industrial relations, payment of substantial fines following breaches of health and
safety rules, dramatic reductions in workforce, underfunded pension/benefit programs
The companys current liabilities for hazardous waste sites exceed 50 million US dollars, or the
company has recently paid substantial fines or civil penalties for violations of regulations in relation
to waste management. A consistent pattern of violations of regulations pertaining to air, water, and
other environmental concerns; the use of ozone-depleting chemicals; or the release of high levels of
toxic chemicals into the environment
Payment of substantial fines or civil penalties relating to product safety or antitrust violations and
involvement in controversial advertising programs
Note: For each measure, KLD assigns a rating on a scale from 2 to 2 to firms based on the criteria summarized here with
2 representing major concerns and +2 major strengths
Adapted from Berman et al. (1999)
Future Directions
Despite the long history of development of the
concept of CSP and its systems of measurement,
some controversy has remained, leaving opportunities for future research. On the one hand, Wood
(2010) suggested that CSP scholars should focus on
stakeholders and society, and work across disciplinary boundaries to find a comprehensive and meaningful instrument for measuring CSP, which would
then be genuinely useful for the strategic decision-
579
C
Cross-References
Synonyms
Business for Social Responsibility
Business in the Community (UK+Derivatives)
Corporate Citizenship
Corporate Social Performance
Corporate Social Responsibility
Definition
References and Readings
Aupperle, K. E. (1984). An empirical measure of corporate social orientation. Research in corporate social
performance and policy, 6, 2754.
Berman, S. L., Wicks, A. C., Kotha, S., & Jones, T. M.
(1999). Does stakeholder orientation matter? The relationship between stakeholder management models and
firm financial performance. The Academy of Management Journal, 42(5), 488506.
Bowen, H. R. (1953). Social responsibilities of the businessman. New York: Harper & Row.
Carroll, A. B. (1979). A three-dimensional conceptual
model of corporate performance. The Academy of
Management Review, 4(4), 497505.
Cochran, P. L., & Wood, R. A. (1984). Corporate social
responsibility and financial performance. Academy of
Management Journal, 27(1), 4256.
McGuire, J. W. (1963). Business and society. New York:
McGraw-Hill.
Orlitzky, M., Schmidt, F. L., & Rynes, S. L. (2003).
Corporate social and financial performance: A metaanalysis. Organization Studies, 24(3), 403441.
Waddock, S. A., & Graves, S. B. (1997). The corporate
social performance-financial performance link. Strategic Management Journal, 18(4), 303319.
Wood, D. J. (1991). Corporate social performance
revisited. The Academy of Management Review,
16(4), 691718.
Wood, D. J. (2010). Measuring corporate social performance: A review. International Journal of Management Reviews, 12(1), 5084.
580
Introduction
Economist and Nobel Laureate Milton Friedman
(1970) challenged the concept of CSR on three
major grounds, namely:
Only humans can have responsibilities but not
organizations or business as a whole.
Corporate executives are employees of the
owners of the business and hence have the
fiduciary responsibility to make as much
money for the owners as possible.
CSR equals the imposition of taxes on
business but without the checks and balances
through which the political process safeguards
government expenditure and without
managers being experts in addressing social
issues.
Regarding his first criticism, a company is of
course a legal person, not a natural one. However,
companies plan objectives, evaluate alternatives,
and collect information on the impact on their
actions in short, companies can act rationally.
Where a group of individuals are organized to act
as a unit, organizational features have an impact
on the individuals functioning within the
organization and may induce members to act
in a way they would not choose outside
the organization. Corporations are capable of
committing, as well as not preventing
the committing, of wrongful acts and they can
be said to act intentionally. Hence, it
seems meaningful to allocate responsibility to
a company and not just its managers (Moore
1999). However, to avoid, on the one hand,
individuals hiding behind the organization and,
on the other, to free the organization from any
responsibility, the notion of a secondary responsibility can be used: A human being still holds
primary responsibility for his or her actions, but
the corporation would hold a secondary moral
responsibility for corporate actions.
Key Issues
If companies have responsibilities that go beyond
a responsibility to their owners, what do these
look like? Giving a precise and generally
accepted answer to this question is difficult
because CSR falls into the category of an essentially contested concept. This has been defined
by British philosopher Walter Bryce Gallie as
a concept that is seemingly shared but is nonetheless construed by different individuals in
vastly differing ways so that agreement on its
precise meaning is impossible to achieve. CSR
is essentially contested because it is appraisive,
internally complex, and relatively open in terms
of its definition. The concept is appraisive as it
expresses a phenomenon that is not just captured
in empirical terms but is seen as something
desirable. CSR is internally complex because it
involves balancing various responsibilities to
various members of society, which furthermore
differ between firms, industrial sectors, and
nations. Last but not least, it is open to new
developments in the socio-physical context of
business, shifts in stakeholder priorities, and
attention cycles for media, governments, and the
general public (Moon 2007).
In the absence of generally accepted conceptualizations of CSR, there are nonetheless some
that are more accepted than others. Particularly
influential are the conceptualizations by the
Committee for Economic Development (CED),
a nonprofit business-led public policy think tank
based in Washington, DC, and the pyramid of
CSR by Archie Carroll, Professor Emeritus of
the University of Georgia. In its 1971 publication
Social Responsibilities of Business Corporations,
the committee presented a model of CSR as
consisting of three concentric circles (quoted in
Carroll 1999, p. 275):
The inner circle includes the clear-cut basic
responsibilities for the efficient execution of
the economic function products, jobs, and
economic growth.
581
The intermediate circle encompasses responsibility to exercise this economic function with
a sensitive awareness of changing social
values and priorities, for example, with
respect to environmental conservation, hiring
and relations with employees, and more rigorous expectations of customers for information,
fair treatment, and protection from injury.
The outer circle outlines newly emerging and
still amorphous responsibilities that business
should assume to become more broadly
involved in actively improving the social
environment (e.g., poverty and urban blight).
Carrolls (1991) pyramid sees CSR as
consisting of four layers of a pyramid:
As the basic economic unit in society, the
principal role of business is to produce goods
and services that consumers want and to make
an acceptable profit in the process. Hence,
the fulfillment of a business economic
responsibilities is the foundation for all other
responsibilities.
Business is, however, also subject to government laws and regulation. Hence, the second
layer of legal responsibilities requires business
to pursue its economic responsibilities within
the framework of the law.
Since the law cannot cover all eventualities,
business furthermore has the ethical responsibility to comply with all standards, norms, or
expectations that express what consumers,
employees, shareholders, the local community, and other stakeholders regard as fair,
just, and morally right, irrespective of whether
these issues are codified into law or not.
At the top of the pyramid, there are
philanthropic
responsibilities,
business
contributions to the arts, education, or other
local community initiatives. Unlike the other
three levels, these are not expected in an
ethical or moral sense but are nonetheless
desirable.
The weighting given to each of these
responsibilities varies according to the particular
sets of stakeholder interests (across sectors and
specific to individual corporations) which
a business needs to acknowledge and engage
with. Edward Freeman (1984, p. 46) of the
582
Ethics
Voluntary restraint
Business case
Legitimacy
Societal pressure
- Cost reduction
- Government regulation
- Competitive advantage
583
584
Recent Developments
Models like Carrolls pyramid of CSR have been
criticized for failing to capture the complexity of
CSR, in particular for not paying enough
attention to the cultural context of specific
societies. In the USA, for example, historically
grown features of the national business system
have created greater incentives and opportunities
for companies to engage explicitly with CSR,
while the systems of wider organizational responsibilities in continental European countries have
led companies to adopt a more implicit approach
to CSR. It is only recently that various forms of
coercive pressures, for example, resulting from
a decreasing ability of European governments to
continue funding the welfare state, or normative
pressures, such as the global rise of the MBA as
standard management qualification, have led to
convergence in approaches to CSR (Matten and
Moon 2008). The importance of the cultural context for the design of appropriate CSR priorities
and programs becomes particularly evident in the
context of developing countries, where the
current dissemination of CSR and CSR
instruments has often been portrayed as
a Northern response to challenges regarding
the role of business in society, that is, one that is
based on (and perhaps even restricted to)
multinational enterprises from OECD member
countries.
Such criticism has led to new foci for recent
CSR research, in particular regarding the need for
accountability and the role of governance in CSR.
From an accountability perspective, CSR turns
into the question to whom business is and should
be accountable. In similarity to Friedmans
position and the counterarguments presented
585
Future Directions
Much of the CSR debate to date has focused on
large corporations that have a global presence,
586
Cross-References
Business Case for CSR
Carroll, A.B.
Corporate Citizenship
Corporate Governance
Embedded CSR
Enlightened Self-interest
Ethical CSR
Friedman, Milton
Global Governance and CSR
Good Corporation
Philanthropic CSR
Pyramid of CSR
Risk Management
Social Contract
Social Innovation
Socially Responsible Management (SRM)
Stakeholder Engagement
Stakeholder Theory
Strategic Corporate Social Responsibility
Transparency
587
C
Corporate Social Responsibility in
Tourism
Dagmar Lund-Durlacher
Department of Tourism and Hospitality
Management, MODUL University Vienna,
Wien, Austria
Synonyms
Corporate Citizenship; Corporate Environmental
Management; Corporate Responsibility; Corporate Social Performance (CSP); Corporate
Sustainability
Definition
588
Forecasts
Actual
1,600
1.6 bn
1,400
million
1,200
1,000
800
Middle East
Africa
Asia and the Pacific
Americas
Europe
940 mn
528 mn
600
400
200
0
1950
1960
1970
1980
2010
2020
Corporate Social Responsibility in Tourism, Fig. 1 International tourist arrivals by region, UNWTO (2011a), p. 11
Introduction
Throughout the last 50 years, worldwide travel
volume has been rising substantially. From 25
million travelers in 1950, the international tourist arrivals have increased to 940 million travelers, and it is expected to reach 1 billion
travelers in 2012. In 2020, about 1.6 billion
tourist arrivals are expected (Fig. 1). Global
tourism generates an estimated 5 % of worldwide gross domestic product (GDP) and provides 67 % of the overall number of jobs
589
Key Issues
CSR for tourism businesses means assuming
responsibility for six main areas. The first area
is
the
natural
environment.
Tourism
strongly depends on an intact nature and beautiful
landscape, and therefore, it is the obligation of
tourism businesses to engage in environmental
protection, primarily via the minimization of
pollution and waste as well as the conservation
of landscapes and biodiversity. Effective
environmental measures include efficient
energy and water management, wastewater and
waste management, reducing the use of
chemicals as well as the selection of suppliers
and partners based on ecological criteria and
contributions to the preservation of biodiversity
and nature conservation. The second area refers
to the fair and responsible treatment of
employees in order to respect and adhere to
human rights regulations as well as fair working
conditions, the prohibition of child labor, and
the protection of children and women of sexual
harassment. To take responsibility for the tourists means informing them in a transparent and
honest way about the travel products and ensuring the quality of the products in order to achieve
customer satisfaction. In tourism where often
different products from different suppliers are
bundled to a tourism product or travel package,
CSR is not only limited to an individual business
but must take the whole supply chain into consideration. Therefore, it is important to select
partners and suppliers (e.g., hotels, local agencies) which follow CSR standards as well. CSR
also means taking responsibility for the host
destination and supporting the local economy
through the use of local products and services
end keep the added value in the host destination.
Responsible use of cultural and natural
resources, the conservation of cultural heritage,
the involvement and cooperation with local
communities to improve the quality of life of
the host community are further CSR measures
of tourism businesses. The last area of responsibility addresses the society as a whole. Everyone
should be able to participate in tourism, regardless of their age, social class, income, or
590
the ecologically and socially responsible activities within a company. These schemes motivate
businesses to implement and continuously
improve ecologically and socially responsible
measures within the company (UNWTO 2004).
Tour operators benefit from certification schemes
to achieve a more efficient orientation when
selecting the contracting partners within their
sustainable supply chain. Certification schemes
and eco-labels help the traveler to gain a better
understanding of products. They offer a kind of
assurance that certified products or suppliers
meet particular standards and criteria even
though not every detail is visible and known by
the customer. And last but not least, certification
schemes and eco-labels are recognized as marketing instruments. They may help consumers in
their decision-making efforts by reducing the
cognitive burden when considering abstract
signs and signals from certificates and labels.
Currently, CSR certification schemes for
sustainable tourism products are still rare.
Certification is mainly found in the form of
eco-labels which are characterized by a large
scope and complexity. The majority of eco-labels
can be found in Europe and target the accommodation sector. They consist primarily of a set of
environmental indicators and incorporating
aspects of social responsibility is still rare.
However, this is about to change because more
and more socioeconomic and cultural aspects
are considered relevant indicators for CSR
certification schemes that embrace all aspects of
sustainability.
Several studies report on the effectiveness and
the benefits of certification schemes for tourism
businesses. According to these studies, whereas
the effectiveness as marketing instrument
was seen as limited, the main benefits from the
business perspective are cost savings, particularly
for water and energy supply, a capacity building
process due to education and knowledge transfer
to management and employees, the implementation of an effective management system,
increased employees motivation, and improved
standards with regard to quality and sustainability. Managers are primarily motivated to implement CSR measures in tourism businesses
591
592
disposable systems, housekeeping, food & beverage, programs for (guest) mobility, communications, marketing and customer service points.
Energy management which aims to reduce energy
consumption and to enforce the use of renewable
energy is seen as one of the most effective CSR
measures referring to the ecological dimension of
CSR. The hospitality industry is very energyintensive since many recreational facilities, such
as pools and saunas, as well as general infrastructure require a large amount of fossil fuels for operation. Effective practices for reducing energy
consumption include replacing energy-inefficient
heating and air conditioning systems as well as
other inefficient F&B and housekeeping equipment
(e.g., refrigerator, oven, dishwasher, laundry
machine, etc.) with modern technologies preferably using renewable energy. Insulation of the building and switching to renewable energy sources,
such as wind, solar, or geothermal power, can
reduce fossil fuels and decrease air pollution.
Another important area for CSR practices is
water management. Water, a scarce resource in
many regions of the world, is used extensively
in hotel rooms (sanitary equipment) as well
as supporting facilities, such as kitchens,
laundry rooms, swimming pools, and others.
The reduction of water usage and the reduction
of wastewater are the primary goals of an
efficient water and wastewater management
plan. Water-saving practices include the installation of water-saving devices, such as low-flush
toilets and low-flow shower heads and faucets,
the continuous detection and maintenance of
damaged devices (e.g., faucets), the use of
recycled water and the training of guests and
staff in water-saving practices. In order to avoid
ground pollution through wastewater containing
chemicals as well as fecal matter, appropriate
wastewater treatment systems are necessary.
Good practices include the installation of
grease/oil separators in kitchen, the use of biodegradable detergents and cleaning supplies, or
active oxygen for cleaning swimming pools.
Reusing treated water for flushing the toilets or
watering the garden is another possibility.
Another ecological burden consists of solid
waste. An effective waste management system
Future Directions
For tourism businesses, the concept of Corporate
Social Responsibility has become a central part in
companies strategies. Environmental protection,
fair working conditions for employees, and
contributing to the welfare of local communities
are key issues in the strategies of international
tourism corporations. Tourism businesses have
strong relations to the local communities in
which they operate and, therefore, also
have a strong influence on the socioeconomic
development of these regions. For customers
as well as for employees, the integration of
CSR strategies is becoming more and more
important. To operate successfully in the future
it will be necessary for tourism businesses to
continuously implement and realize long-term
CSR strategies.
593
Cross-References
Corporate Social Responsibility
Corporate Social Responsibility Strategy
Ecolabel
Human Rights
ISO 26000
Mission Statements (Credo, Way, Vision)
Motives of CSR
Natural Environment
Supply Chain Management
Sustainable Tourism
Triple Bottom Line
UN Global Compact
Waste Management
594
Definition
There is no standard definition of what a CSR
Report is, but this author provides one from his
general understanding of what the report is all
about. It is a document issued either on paper or
electronically by a corporate entity, usually at the
end of a years operation which provides information to its stakeholders and the general public on its
nonfinancial contributions to society that is, all
the social, economic, and environmental activities
it has undertaken during a particular period, usually
an accounting period. The report could also provide
information on the entitys future activities it hopes
to undertake in these areas. The report is similar to
the mandatory traditional annual report and
accounts issued by companies worldwide; as
a matter of fact, some companies issue their CSR
reports about the same time as they issue the traditional annual reports and accounts. However, the
issuance of the CSR report is still voluntary and
unregulated in most nations of the world and
would likely remain so for some time. Having
said this, it should be noted that as at the time of
compiling this entry two countries, Indonesia and
Mauritius have taken a bold step of mandatorily
legislating that companies which operate within
their borders should report on their CSR activities.
It may therefore not be strictly accurate to say that
there is no legal compulsion for corporate entities
anywhere in the world to issue CSR reports. The
CSR report is issued by corporate entities usually
on a yearly basis but could be issued at any other
time during an accounting period if events
demanded it.
Introduction
Corporate entities around the world, in an attempt
to voluntarily disclose information on the
nonfinancial aspects of their activities and operations to their stakeholders and the general public
in terms of the positive contributions they make
or hope to embark on to societies, issue social
responsibility reports. The report which provides
information to all and sundry about an entitys
social, economic, and environmental (SEE) performance during a given period is variously
described by corporate entities around the globe.
The following are some examples of the names
different organizations have used and still use to
describe their social reports:
Corporate social responsibility report
Community report
Environmental report
Corporate citizenship report
Ethical performance report
Sustainability report
Corporate responsibility report
Community involvement report
Stakeholders report
Regardless of the name used by corporate
entities to describe this document, these corporate reports have one common objective to
disclose information to stakeholders and other
interested readers about an entitys positive contributions to societies in terms of its nonfinancial
aspects social and environmental activities during a particular period, usually an accounting
year. Kotler and Lee (2005) note in their review
of the Fortune 500 web sites that a majority of the
Fortune 500 companies have special reports on
voluntary giving with sections typically labeled
corporate social responsibility, corporate citizenship, community development, etc. The
report is therefore a useful source of information
to stakeholders and other interested readers of the
report.
A global professional accountancy body based
in the United Kingdom The Association of
Chartered Certified Accountants (ACCA) has
since 1991 promoted greater transparency in the
reporting of organizations social and environmental impacts through one of its key projects:
the Sustainability Reporting Awards held in the
following continents Europe, Africa, North
America, and Australasia. The ACCA states that
the aim of this award is to identify and reward
595
Key Issues
The main aims of a social report are communication and disclosure, which was necessitated as
a result of corporate entities awareness that their
stakeholders have the right to know what contributions they are making to society. The provision of
information which satisfies this need is known as
accountability (Gray et al. 1996). The report
enables a corporate entity to disclose information
on a wide range of issues relating to its social,
economic, and environmental activities to all interested readers of the report who are either directly or
indirectly affected by the entitys activities. These
interested readers are usually described as the
entitys stakeholders who could be either primary
or secondary stakeholders; they might alternatively
be internal or external stakeholders. Up to the time
of compiling this entry, the author can confirm that
there is still no standard format or specified layout
for a CSR report. A typical corporate social responsibility report issued by a corporate entity could
provide information to its readers from four
perspectives, namely:
Customer
Employee
Environment
Community
Idowu and Towler (2004) note that corporate
entities in the United Kingdom and in most developed and developing nations around the world
divide the information they provide to readers in
their social reports under the following headings:
Environment
Marketplace
Workplace
Community
596
Marketplace
The marketplace dimension of a CSR report typically looks at issues relating to the market where
raw materials are sourced and where the entitys
products or services are sold. Reporting entities
believe that they have a strong influence in ensuring responsible behavior on the part of all participants in the market, for instance, in ensuring that
human rights are respected, equitable prices are
paid to the less well-off suppliers of raw materials
from the developing parts of the world (fair trade),
prevention of child labor in the so-called sweatshops and a series of other irresponsible attitudes
from any sector of the market. With regard to the
products and services they sell in the market,
dialoguing with customers on a regular basis and
ensuring that the products and services supplied in
the market meet customers requirements are safe
for use by them and are offered to them at the right
prices. These are issues which reporting entities
would provide information on.
Companies would disclose information in
their CSR reports to the world at large in regard
to all actions they have taken or propose to take in
a forthcoming financial year which affect the
marketplace will be the focus of this perspective
of the CSR report.
Customers
A famous UK retail stores notes in their 2011
CSR report Our biggest impacts on the environment and society come through the product we
sell and the way theyre used and - so we want to
make it easier for our customers to live more
sustainably The chain stores notes in its CSR
report that it provides environmentally and
socially responsible products to its customers in
the form of fair trade organic, free-range products, sustainable wood and fish, energy efficiency, supplier excellence, and use of recycled
materials. Customers are made aware of what the
company is doing and encourage customers to
identify how they can help to realize their sustainable development objectives through some of
the modern social networking media such as
Facebook and Twitter. The company also notes
that it reduces food waste by discounting shortlife food to customers.
597
Workplace
The workplace is another perspective of the CSR
report which attracts the attention of a reporting
entity. This perspective looks at issues relating to
health and safety of both the staff and the general
public who might need to. It is typical to see
information in the section of the report with
regard to actions the entity has taken to ensure
equality of opportunities among the staff, diversity, benchmarking index on gender, disability
employment policy, actions on work-life balance,
supports provided to staff with young families,
and job-sharing and home-working issues.
This section would also disclose actions taken to
implement Government Legislations in areas
such as Health and Safety at Work Act, Disability
and Discrimination Act, Race Relations Act, and
other relevant issues which affect the workplace.
Future Directions
Several countries around the world are developing
new frameworks for implementing CSR initiatives
by companies operating within the borders of
these countries. Stock exchanges and trade associations are equally developing guidelines which
they expect their members to follow when
reporting on their social and environmental
impacts on society. International organizations
such as the United Nations (UN) and International
Labor Organization (ILO) have also championed
some conventions which they encourage countries
to adopt in this regard. It was noted above that two
countries, Indonesia and Mauritius, have mandatorily compelled countries operating with their
borders to annually report on their CSR activities
just as they do in their annual reports for their
trading or operating activities. Is this a sign of
what other countries would do? We would need
to watch this space and see what happens in this
area 10 or so years down the line!
Cross-References
ACCA
Fair Trade
UN Global Initiatives
598
Definition
Synonyms
Business policy; Changing social context; Longterm business vision
Introduction
As of late, CSR has gained notoriety as businesses
have responded to two major changes in the last
510 years: the increase of public concern over the
environment and the free flow of information
afforded by the Internet. In the last several years,
movies like An Inconvenient Truth and events
such as Live Aid and Earth Day have brought
climate change and protection of the Earths environment into the forefront of peoples minds. As
stakeholders in any organizations strategic plan,
the public represents shareholders, customers,
employees, suppliers everyone. Whatever issues
that the public sees as important, organizations
should take notice of. An organization seen as
harmful to the environment is very likely to be
seen as socially irresponsible, and therefore risks
the relationship with all of its stakeholders (Bowen
and Poer 1993).
Another trend increasing the importance of
CSR is the increased use of the Internet to access
and trade information. Whereas in the past, the
details of a companys actions may have been
restricted to newspaper clippings from the business section or academic discussions in the classrooms of business schools, these days any
company seen being socially irresponsible may
show up in mass emailings, blogs, facebook postings, or even mySpace bulletins seen by tens or
Key Issues
Over the past few decades, the notion of CSR has
been taking its form as a concrete concept. However, still it is apparent that the notion of CSR is
varied and has many dimensions. The broad
nature of the concept and the lack of precise
definition indicate that CSR is still taking its
shape as a business philosophy and a practice.
Initially, corporate donations and other philanthropic actions were identified as CSR and these
were considered out side of core business function. Organizations embraced CSR by engaging
in it more and subsequently, the scope of CSR
began to expand to cover a wider spectrum of
areas.
So what is Strategic Corporate Social Responsibility? By taking a strategic approach, companies
can determine for what CSR activities they have
the resources to incorporate CSR as an important
business function (http://mystrategicplan.com/
resources/strategic-corporate-social-responsibility/).
Another trend increasing the importance of
CSR is the increased use of the Internet to
access and devote to being socially responsible
and thus firms can choose that which will
strengthen their competitive advantage. By
including CSR as part of a companys overall
plan, organizations can ensure that profits and
increasing shareholder value do not overshadow
the need to behave ethically toward their
stakeholders.
Strategic CSR provides companies with solutions for:
Balancing the creating of economic value with
that of societal value
Managing their stakeholder relationships (especially those with competing values)
Identifying and responding to threats and opportunities facing their stakeholders
Developing sustainable business practices
Deciding the organizations capacity for philanthropic activities
599
CSR actions of firms are essential for the wellbeing of society and, therefore, it is important to
ensure firms continuous engagement in CSR.
Self-motivation or internal motivation of firms
to engage in CSR is superior to external coercive
persuasion by means of legal and other pressures.
From a rational view point, firms motivation is
dependant on the quantum of benefits that are to
be derived from CSR engagements. If a clear
relationship between CSR and profitability is
established, it is likely that firms are certain to
incorporate CSR in to the main business strategy.
Evidence from business cases corroborates this
assertion.
Some of the drivers pushing business toward
CSR include:
The shrinking role of government: In the past,
governments have relied on legislation and
regulation to deliver social and environmental
objectives in the business sector. Shrinking
government
resources,
coupled
with
a distrust of regulations, has led to the exploration of voluntary and nonregulatory initiatives instead.
Demands for greater disclosure: There is
a growing demand for corporate disclosure
from stakeholders, including customers, suppliers, employees, communities, investors,
and activist organizations.
Increased customer interest: There is evidence
that the ethical conduct of companies exerts
a growing influence on the purchasing decisions of customers.
Growing investor pressure: Investors are changing the way they assess companies performance, and are making decisions based on
criteria that include ethical concerns.
Competitive labor markets: Employees are
increasingly looking beyond salary and
benefits, and seeking out employers whose
philosophies
and
operating
practices
match their own principles. In order to
hire and retain skilled employees, companies
are being forced to improve working
conditions.
Supplier relations: As stakeholders are becoming
increasingly interested in business affairs,
many companies are taking steps to ensure
600
Future Directions
There has been considerable debate over whether
organizations have a corporate social responsibility (CSR), as well as whether socially responsible
initiatives predict subsequent financial performance. Business leaders are increasingly
concerned with how their organizations can
grow and thrive from addressing societal
challenges. Strategic CSR can benefit organizations through growth in market share and
organizational learning, as well as more
committed and engaged employees, supportive
external stakeholders, and positive investor relations. We discuss how organizations around the
world are prospering by proactively engaging
with social and environmental challenges.
CSR principles should be seen as a stimulus for
designing financially viable and prudent CSR
initiatives, given each organizations combination of mission, resources, challenges, and
opportunities.
If CSR is expected from private firms as
a voluntary altruistic commitment, it could be
said to be both unrealistic and against the principles of free market mechanism. Thus, the implementation and operationalization of CSR tend to
pose serious problems. To overcome these difficulties, firms are expected to devise their corporate strategies in such a manner that CSR action
will derive benefits for both the firm and the
society. This is a win-win situation. Friedmans
notion of self-interest of firm is win-loose and
the altruistic CSR is loose-win situation
(Brown and Dacin 1997).
The firms, consumers, shareholders, and all
the other community members belong to
one social system. All of them share limited
resources. To enhance the sustainable use of
the limited resources, all members need to
Cross-References
Coalition of Environmentally Responsible
Economies (CERES)
Code of Best Practice
Vision and Mission
601
Introduction
Synonyms
Corporate response to social demands
Definition
The field of corporate social responsibility has
evolved substantially since Howard R. Bowen
marked the beginning of the modern period of
literature on this theme with his book Social
Responsibilities of the Businessman published in
1953. The concept of corporate social responsibility itself has evolved substantially, and its
meaning has become more precise. It has
been criticized as early as in the 1970s for focusing on obligations and motivation and neglecting
performance and actions. As a result of
such criticisms, related concepts, such as those
of corporate social responsiveness and corporate
social performance, have emerged. Whereas the
term social performance is mainly concerned
with accomplishments and results, the term corporate responsiveness emphasizes actions and
activities.
The concept of corporate social responsiveness emerged as a response to criticisms that
the concept of corporate social responsibility is
implying merely the assumption of an obligation.
Corporate social responsiveness was conceptualized either as an alternative for that of social
responsibility or as a different dimension of corporate social environment. Either way, the latter
is an action-oriented variant of the former and
pertains to a firms capacity of responding to
social pressures.
602
603
604
605
C
Future Directions
The development of instruments to monitor the
evolving social pressures and demands relevant
to a particular corporation, as well as of instruments of responding to such pressures and
demands, is still an area in which major efforts
are being made and in which important developments are needed.
Cross-References
Key Issues
The concept of corporate social responsiveness
brings to the forefront the idea of response of
a corporation to the evolving social pressures, as
well as a set of fundamental questions, such as the
following (Frederick 1994): Can the company
respond to social pressure? Will it respond?
Does it respond? How does it do it? To what
extent? And with what effect? Nowadays, there
seems to exist a consensus around the idea that
corporate social responsibility, corporate social
performance, and corporate social responsiveness are all valid concepts and that they should
all be considered as different dimensions of corporate social involvement.
A number of reasons can be adduced as to why
the emergence of corporate social responsiveness
has not led to the displacement of corporate social
responsibility (Vallentin 2009). First, the replacement is often considered unsatisfactory since it is
not able to provide real guidance in terms of
specific values of response. Second, the social
responsiveness approach evades the issue of
defining the content and meaning of corporate
social responsibility in more exact terms. Third,
given that responding effectively may not mean
doing what is desirable for society in general,
Carroll, A.B.
Corporate Social Performance
Corporate Social Responsibility
Pyramid of CSR
606
Corporate Standards
Corporate Governance
Corporate Strategy
Catalina Soriana Sitnikov
Faculty of Economics and Business
Administration, University of Craiova, Craiova,
Dolj, Romania
Introduction
Synonyms
Business strategy; Company-wide strategy;
Integrated business strategy; Overall corporate
strategy; Overarching strategy
Definition
In his book, The Concept of Corporate Strategy,
1980, Andrews gives this lengthened description
Corporate Strategy
businesshence,
corporate
strategy
is
a fundamental tie between effective business mission and understanding determined portfolio of
corporate goals in the market conditions. Corporate strategy is frequently declared clearly in
a mission statement.
Including both industry portfolio creation and
definition and allotment of sources for producing
competitive benefits, the corporate strategy leads
to business act improvement as well as shareholder value added. It assists in diminishing or
removing the gap between possible and existent
performance of business actions by a suitable link
between conditions and resource opportunities of
the company. The essential of a market-oriented
company has turned out to be formulating and
accomplishing so-called well-ordered corporate
strategy, only among all divisions of a company.
Differently, it will be opened to unexpected
whims of market competition. Corporate strategy
is the system of decisions in a company that
settles and uncovers its corporate aims, presents
the main policies, and plans for completing those
aims and, as a result, sets the extent, nature, and
outcomes of activities of the company and its
divisions. The interdependency of aims, policies,
and systematized activity is critical to the individuality of a distinctive corporate strategy and
its opportunity to produce the competitive advantage. It is the consensus, consistency, and internal
steadiness of strategic decisions that place the
company in its business conditions and settle its
uniqueness, the authority to activate its strengths,
and probability of accomplishment in the marketplace. Successful corporate strategy outcomes in
synergic effects of business components mixture
with comprehensive performance that is larger
than distinctive performance of every unit.
The origin of synergism, as the capacity of two
or more components or companies to originate
bigger value functioning jointly than they could
do by operating separately, usually takes one of
the following forms: shared tangible resources
and expertise, combined negotiating authority,
harmonized strategies, vertical integration, and
setting up internal joint ventures in a company.
The accurate alternative of origin of corporate
synergy conducts to corporate benefit of both
607
608
Corporate Strategy
Corporate Strategy
609
610
that assists the managers categorizing numerous opportunities fast and effectively.
Priority rules assist managers in classifying
the approved opportunities (mainly for
resource allocation).
Timing rules determine the pulse of major
strategic practices and improve synchronize
a company with growing opportunities and
harmonize the companys different units to
catch the opportunities in an effective style.
Exit rules assist managers in choosing when
to draw out of former opportunities. The critical matter is to compose the accurate rules,
mainly founded on managerial experiences.
However, it is also significant to have the
favorable sum of rules. Little number of rules
can put aside managers from determining
opportunities and acting fast and effectively
enough to catch them. On the other hand, too
numerous rules can mix up managers about
the opportunities to catch and to overlook.
Therefore, the optimal ensemble of rules is
normally somewhere amid two and seven.
The optimal sum of rules for a specific company can be changing in time, relying on the
character of the business opportunities. When
the opportunities are anticipated and concentrated by the company, it must have additional
rules to raise competence. When the opportunities are not so foreseeable and more imprecise, it makes sense to have fewer rules to raise
adaptability in catching them. The basic idea
that strategy is about being different (Lynch
2009) persists to be regular in application of
new corporate strategy. However, the new
strategic watchwords have come to be clarity,
organization, and scheduling. Primarily,
a strategy has to be clear. Clarity means devising a strategy as clear rules, which guide
streams of strategic procedures and clarify
suitable course of action.
The idea is founded on choosing a little number of strategically important procedures and
designing several clear rules to direct them. The
central strategic processes have to place the company where the opportunities for acquiring the
competitive advantage are swiftest and biggest.
In rough markets, the opportunities for an
Corporate Strategy
Corporate Strategy
It is evident that a corporation success primarily rests on the vision declared by the top management of the corporation (Goold et al. 1994).
Functioning corporate strategy joined with the
vision performs a crucial part in improving performance of a successful company. When the
organizational structure as a whole uses dubious
practices and falls apart due to nonconformity to
conventional customs, standards, and values, it is
considered as failed corporate governance. Strategic matters dealt with by a corporation are
distinct from other kinds of business organizations. The corporation has an interactive outlook
of its acting field. By administering its portfolio
of end products, services, business, and operational activities at different organizational levels,
a corporation principally looks at the entity as
a whole. Enterprises such as internationalization,
new business drives, business enlargement,
fusions, purchases, strategic associations, acquisitions, joint ventures to involve resource,
actions, and image implications for the company
as a whole, improving shareholder value. Corporate strategy setting stage is an extremely elaborate procedure and involves continuous
knowledge drift among all components, middle
and top management. Any time a corporate
strategy is developed, examined, or investigated,
it has to encounter prerequisites of uncovering
clarity, and responsibility, delivering best attention to the interest of all stakeholders. As these
are mandatory principles of a durable corporate
governance method, in consequence, it can be
claimed that corporate governance is bedrock in
strategic matters. In a well-ruled corporate structure, prerequisites of uncovering, clarity, and
responsibility give adequate support to the
companys future path of action. Consequently,
the matured strategy is conceivable, dependable,
and value added. It justifies the trust of all main
stakeholders.
However, in Bocean (2006), there ought to be
joint complementarity among the tasks of top
management (who are primarily responsible for
corporate strategy making) and the board of
directors (who are needed to supervise the action
of the company on behalf of the stakeholders). In
their role as board members, they are
611
responsible for carrying out corporate governance in the company. This complementarity
of a role guarantees that corporate governance
process and corporate strategy process are
interdependently comprehensive of each other.
This interactive reliance has a mutual valueadded outcome on both governance and strategy
as well as on the corporation as a whole. The link
between corporate governance and corporate
strategy is that of authenticity and reliability,
which reveal the point to stakeholders that whatsoever actions and results company has obtained
in the previous years, it has realized by right
means and at an optimal degree. Any actions
the company is doing currently, it is also in
conformity with regulations, benefits, and
assumptions of all concerned. Moreover, the
value formation method that the company will
search for in the future, it will as well be realized
in the accurate way and that too in the best
interest of all stakeholders.
Any deficits or variance from an acceptable
plan will be reported accurately and well timed to
the stakeholders and suitable alterative rules will
be applied (Johnson et al. 2008). Based on this
implicit validating and validating tie, the corporation draws faith of investors, creditors, strategic
associates, and community at large to meet its
significant demands for value-creating drives.
Thus, it can be claimed that without a corporate
governance method, corporate strategy is pointless and nonsustainable. Consequently, corporate
governance can be regarded as an umbrella
a field under which all main players of the strategic system act by a process of interaction and
reliance. It defines tasks, duties, and boundaries
of power of all major sides within a company.
The duty to carry out corporate governance, i.e.,
suitable disclosures, ethical submission, and
approvals, lies with the board. As a result, corporate governance must be perceived as
a supervising, validating, confirming, and
supporting method for corporate strategy by
which investors, creditors, and other stakeholders
increase faith about corporate affairs, thereby
guaranteeing accessibility of resources and carrying out other business relations with the corporation. It brings integrity and trust in management
612
Key Issues
Corporations are at present operating in demanding and highly unsure periods, facing a mixture of
increased macroeconomic need, competitive and
capital market dangers, and in many cases, the
prospect for significant technical and regulative
gap. More precisely, powered by the current new
financial crisis, corporations across areas and
geographies are facing an economic downswing
with significant connections for their positioning
and economic basics. Throughout these demanding and highly unsure times, the corporations
must embody skepticism into strategic decisionmaking. Hence, corporate strategy must be perceived and used as a function of various fields,
covers, and characters as well as a highly interactive system. Separately, from quantities and
Corporate Strategy
Future Directions
The corporate strategy in modern times has
altered. These days, corporations should investigate a variety of possible plans to reveal new
opportunities and threats to their business and
react with winning strategies. As a result, the
formula for efficient strategy must center on single strategic practices with easy rules, on the
modular patching of units to quick market opportunities and on evolutionary scheduling for strategic movements.
Furthermore, corporations must create practical scenery of the area they compete on. This area
must combine a comprehension of possible plans,
the variety of strategic alternatives and handles
the corporation can pull, and the financial and risk
connections of each alternative under various
plans. Considering the trials and skepticism
adjoining the existing environment, the stakes
for building valid corporate strategy outcomes
are especially high.
The late years have witnessed a growing number of scientific reports directing to potential winwin schemes, where a corporation can increase
profits while at least making some movement
close to the application of sustainable business
conventions. Many experts have deduced that
corporations have to embody sustainability inside
the strategy to stay competitive.
Cross-References
Business Strategy
Code of Best Practice
Competitive Advantage
Corporate Mission, Vision and Values
Corporate Sustainability
Corporation as Psychopath
613
Corporate Sustainability
Corporate Social Responsibility in Tourism
Global 100
Corporate Volunteerism
Employee Volunteer Programmes
Corporate-NGO Partnerships
Global Governance and CSR
Corporate-Sponsored Volunteering
Employee Volunteer Programmes
Corporation
Good Corporation
Corporation as Psychopath
Corporate Trust
Martin Brueckner
Institute for Social Sustainability, Murdoch
University, Murdoch, Perth, WA, Australia
Trust
Synonyms
614
Corporation as Psychopath
Definition
Introduction
Key Issues
Recent history saw an intensifying debate about
corporate conduct in light of widely publicized
corporate scandals involving companies such as
Enron, Monsanto, and WorldCom. Issues surrounding immoral, even psychopathic, corporate
conduct arise out of the conflict between legal
and socially expected standards of corporate conduct and the corporate pursuit of profit. The
quasi-personification of corporations under corporate law is coupled with the concept of moral
agency, which ascribes corporate entities the
quality of being able to act intentionally and
with independent volition. The investment of
corporations with these anthropomorphic qualities gives rise to the argument of moral projection. This suggests that corporations should be
held accountable to human moral principles,
even though they are not real people. This projection principle fuels the contemporary debate
surrounding deplorable corporate conduct, which
emerged in response to corporations violating
moral principles in the pursuit of economic return
without legal constraint. In contrast, identical
conduct perpetrated by a real legal person
would be subject to criminal law.
The corporate profit motive is at the core of the
conflict between corporate conduct and social
expectations on companies behavior, especially
in countries like the USA. In this regard, the
raison detre of Anglo-American corporations is
seen to be defined rather narrowly, focused solely
Corporation as Psychopath
615
616
Examples highlighting the incapacity of corporations being able to maintain enduring relationships drew attention to companies relentless
search for means of reducing their costs of production, resulting in the frequent relocation of
manufacturing plants to low-cost-labor countries.
This corporate practice was found to fuel
a competition among host countries on the basis
of low labor prices, driving an international race
to the bottom to the detriment of their local
populations.
The characteristics of reckless disregard for
the safety of others and deceitfulness, with
repeated lying and conning others for profit,
were shown in the Posilac example, a bovine
growth hormone (BGH) made by the Monsanto
corporation to improve milk yields in dairy cows.
In the late 1980s, the Journalists Jane Akre and
Steve Wilson, who were working for the Fox
News television station, investigated and
reported on animal welfare concerns and potential health and safety problems, including cancer
and birth defects, associated with the use of the
synthetic hormone. The company insisted on the
safety of its product and threatened to take legal
action against the journalists who subsequently
lost their employment with Fox News after refusing to change their story and to play down the
risks. While in response to independent studies
Posilac was banned from use in most European
countries as well as Canada, Australia, and
New Zealand, the journalists whistle blower
lawsuit fought to defend the public interest was
dismissed by the US courts at the time.
Monsanto also featured as an example for the
corporate incapacity to experience guilt in connection with the use of Agent Orange, a herbicide
used to deforest land during the Vietnam war.
The chemical caused a legacy of birth defects
and cancers among the Vietnamese population
and American troops, with many hundred thousand people affected. When the company was
sued by American war veterans, Monsanto settled
the case out of court but never admitted guilt.
Lastly, the failure to conform to social norms
with respect to lawful behaviors was illustrated
by a selection of US corporations that were found
guilty of criminal conduct. One example was
Corporation as Psychopath
Corporation as Psychopath
Future Directions
There is widespread lament about the growth
and influence of corporate power intensified by
the increasingly visible social, economic, and
environmental impacts of large multinational
and transnational firms. On the question of
how to moderate or curtail corporate influence,
three positions can be discerned that have
emerged in the debate. While some support
617
calls for corporate self-restraint under the banner of corporate social responsibility (CSR),
others favor regulatory intervention and
a tightening of the laws governing corporate
conduct. Again, others call for the reassertion
of the democratic rights of citizens and the
assumption of the responsibilities of consumers
and investors.
CSR as a form of corporate self-constraint is
promoted as a voluntary measure premised on the
business case for ethical corporate conduct,
which promises economic and strategic benefits
to companies in return for demonstrating civic
virtue. Critics of the voluntary approach, however, point to the irreconcilability of corporate
self-interest and the public good, which has
given rise to the corporate psychopathy phenomenon. They argue in favor of regulatory measures
to curb corporate powers and to enhance the
transparency and accountability of firms. In this
regard, recent years also saw a shift away from
the issue of corporate personhood per se toward
a series of other rights granted to corporations
such as the right to political lobbying, which has
evolved into a multibillion dollar industry that
stands accused of having subverted the democratic process. Increasingly, calls are made for
government intervention, either mandating the
curbing of corporate influence in the political
sphere or for greater scrutiny of the econopolitical entanglements of the corporate sector
with more exacting public reporting requirements. Demands for a stronger regulatory role
are linked to calls for active citizenship and
a stronger stance taken by consumers and investors alike as their passivity makes them complicit
in corporate psychopathy, being the respective
beneficiaries of cheap consumer products and
high investment returns.
Cross-References
Code of Best Practice
Corporate Social Irresponsibility
Lobbying
Profit Maximization
618
Corporatism
Catalina Soriana Sitnikov
Faculty of Economics and Business
Administration, University of Craiova, Craiova,
Dolj, Romania
Synonyms
Corporate
globalism;
Corporativism;
Corporatocracy; Neo-corporatism
Corporatism
Definition
Introduction
Historically, corporatism was first advanced in
1891 by Pontiff Leo XIII in his encyclical letter
Rerum Novarum, influencing Catholic business
Corporatism
619
620
Corporatism Evolution
Corporatism was, in the beginning, a nineteenthcentury principle which originated in response to
the competition and status difference of capitalist
society. In the ending half of the nineteenth century, workers in Europe started to reveal involvement in the concepts of socialism and
syndicalism. Several adherents of the intellectuals, especially the Catholic intellectuals,
decided to create an option to socialism that
would point up social justice without the drastic
resolution of the cancellation of individual ownership. The outcome was called Corporatism. The
appellation had nothing to do with the idea of
a business corporation other than that both
words are originated from the Latin word for
body, corpus. The fundamental concept of corporatism is that the community and economy of
a state have to be systematized into main interest
groups (sometimes called corporations) and representatives of those groups resolve any difficulties through the debate and common pact.
Contrasting to a market economy that functions
by way of competition corporate economic would
act through combined negotiation. The American
president Lyndon Johnson had a preferred saying
that portrayed the soul of corporatism. He would
group the sides to some dispute and state, Let us
reason together.
Under corporatism, the workforce and management in an industry link up with an industrial
system. The representatives of workers and
executives determine remuneration matters
through joint debate. While this was the assumption in practice, the corporatist nations were
mostly governed according to the decrees of the
leader.
Sylvia Ann Hewlett in her book, The Cruel
Dilemmas of Development: Twentieth Century
Brazil, says, Corporatism is based on a body of
ideas that can be traced through Aristotle,
Roman law, medieval social and legal structures,
and into contemporary Catholic social philosophy. These ideas are based on the premise that
mans nature can only be fulfilled within
a political community. The central core of the
corporatist vision is thus not the individual but
Corporatism
Corporatism
621
Historical Account
In spite of the fact that leaders have apparently
acted according to the rules of corporatism from
old time it was just in the early twentieth century
that governments commenced to recognize themselves as corporatist. The table below provides
several of the clearly corporatist administrations
(Table 1).
In the above table, some of the governments
were rough, authoritarian autocracies, generally
tagged fascist, but not all the administrations that
had corporatist bedrock were fascist.
In particular, the Roosevelt New Deal regardless of its numerous defects could not be depicted
as fascist. However, surely the New Deal was
corporatist. The master builder for the first New
Deal program was General Hugh Johnson. Johnson had been the administrator of the military
mobilization program for the U.S. under
Woodrow Wilson during World War I. As he
did a good work of administering the economy
throughout that period, he was provided with
great responsibility for creating an economic program to deal with the serious difficulties of the
Depression. At the same time, between the end of
World War I and 1933 Hugh Johnson had grown
into an enthusiast of Mussolinis National Corporatist organization in Italy, and he designed upon
the Italian knowledge in founding the New Deal.
622
Corporatism
Country
Italy
Spain
Portugal
Germany
Brazil
United States
Greece
Spain
Argentina
Period
19221945
19231930
19321968
19331945
19331945
19331945
19361941
19361973
19431955
Leader
Benito Mussolini
Miguel Primo de Rivera
Antonio Salazar
Adolph Hitler
Getulio Vargas
Franklin Roosevelt
Ioannis Metaxas
Francisco Franco
Juan Peron
Corporatism
to take out from under federal micro management. And it is why the federal incentive pack
incorporates such goodies as capital to increase
wideband infrastructure, which arrives with all
types of links bound by the FCC, since USA by
some means cannot depend on phone, cable, or
Internet corporations to supply consumers with
the bandwidth they request in networks that will
fit modern economy.
Corporatism is particularly attractive to members of parliament, public specialists who function as policy creators, and Nobel Laureates since
it is eventually a world administered by several
elected through the state. If people are told sufficiently times that nothing, even technical invention, is reasonable anymore without relevant
inputs and guidelines from the state, perhaps
they will come to hold it, even though the
designers of the printing press, the steam
machine, the light bulb, the phone, internal combustion motor, and other technologies might
question in what way they mastered what they
did without authority implication. Corporatism is
not about managing capitalism best as businesses
develop. It is few moves apart from. It is alternatively about those who trust in the beauty of
pushing a button to solve problems, as Paul
Krugman lately depicted his enchantment to the
social disciplines. Some individuals are
concerned about what occurs when the governors
get in charge of national or global economy.
Nevertheless, the true worry is what occurs
when the button pushers get in charge, for them
are the corporatists.
Key Issues
In spite of the fact that Corporatism is not a wellknown notion to the public, the majority world
economic systems are corporatist in character.
The sections of socialist and uncontaminated capitalist economy are more or less meaningless. There
are just corporatist economies of different tastes.
These tastes of corporatism comprise the
social democratic governments of Europe and
623
Future Directions
Nowadays, specialists have forecasted for the
national structures, a deterioration of corporatism
and concentration of industrial relationships on
the track of disorganization. Three leading rationales have been followed to emphasize this tendency:
deregulating
decentralization
of
negotiation and disorganization in the restricted
comprehension, i.e., the deterioration in setting
up roles of the main interest groups. There were
anticipated productivity alliances within singular
companies to replace corporatist structures at the
macro- and mesoeconomic and organizational
levels. The significant aspects to such hypotheses
were transformations in manufacture systems and
methods and the progress of the third sector,
together with liberalization and raised competition in world businesses.
Also, in his book The Triple Helix: UniversityIndustry-Government Innovation in Action, Henry
Etzkowitz says Corporatism, the European
doctrine of cooperation between government,
industry, and labor, is superseded by a triple
helix of academic-industry-government relations.
A model of shared state authority is being
transformed into one in which new forms of authority and legitimation arise from the bottom up as
well as top down.
624
Corporativism
Cross-References
Corporate Governance
Globalization
Lobbying
Corporativism
Corporatism
Corporatocracy
Corporatism
Corrupt
Bribery and Corruption
Synonyms
Bribery; Dishonesty; Embezzlement; Exploitation; Extortion; Fraud
Definition
The term corruption has generally been used in
a rather loose manner in literature as well as in
everyday context; there is no agreement on the
definition of corruption either in literature or in
practice. Corruption has been defined by different
authors in different ways. Generally, corruption
is defined as the abuse of public power for private
gains in violation of rules (Rose-Ackerman 1999;
Manion 2004). Corruption is also described as
illegal actions carried out by government officials
to enrich themselves. Denis (2001) defines corruption as giving something to someone with
power to obtain a favor. Corruption is the misuse
of public power for private gain (Youthink 2011).
Although these definitions are quite popular, they
are often seen as narrow because they do not take
into account all forms of corruption. Because of
the narrow definition of corruption found in the
literature, some scholars have proposed what is
known as the market-centered view of corruption. They believed that corruption takes place
only when a person uses his or her office as a way
to maximize his or her income (Tilman 1968).
There is yet another perspective, the public
interestcentered view of corruption. According
to this view, corruption is a violation of public
interests and it includes actions which favor
whomever provides the rewards and thereby
Introduction
Corruption has become a matter of growing concern all over the world. This is partly because of
the changing economic and political environments around the world, and partly because of
the growing consensus of both academic and
policy issues regarding the negative impact of
corruption on development. Corruption is morally wrong; it undermines good governance, distorts public policy, leads to misallocation of
resources, and hurts economic growth (Bardhan
1997; Rose-Ackerman 1999). Due to the negative
consequences of corruption, governments and
international organizations have focused their
efforts on searching for effective ways to control
and eradicate corruption. These efforts have produced a variety of strategies and institutional
innovations around the world, such as the
establishment of a strong and centralized
anticorruption agency modeled along the lines
of those in advanced industrialized countries
with clear mandates to confront the problems of
corruption. Another popular choice has been
adoption of a multiagency model to tackle corruption by many countries. The multiple agency
models involve creating anticorruption capacities
across several governmental agencies, but the
results achieved are far from uniform. While
some countries have achieved considerable success in containing corruption, others have failed
to make significant headway despite having
followed similar anticorruption reforms and strategies. Attempts to draw lessons for policy transfers have proved difficult given the differences in
the contexts and a host of other factors (Klitgaard
1988; Quah 2003). Thus, there is a general lack of
625
Causes of Corruption
Though many studies have examined the roots of
corruption, it is difficult to determine why corruption is more prevalent in one country than it is
in another (Lambsdorff 2007). Developing countries face both real and perceived problems with
corruption. The causes of corruption are numerous and include misery caused by inequality and
pervasive poverty which may encourage people
to break the rules of honesty and decency. Peoples access to or shortages of resources often
develop a self-perpetuating momentum so that
the well endowed get more and the poor get
less. Major development-related assets in this
regard are land, educational opportunities, and
access to capital. The distribution of land affects
income distribution in most developing countries
because income from land constitutes a major
share of household income in such countries.
Furthermore, land is often used as collateral for
borrowing and investing. Hence, the lack of land
among those who are poor constrains their access
to loans and other forms of financial assistance.
The income-earning potential and productivity of
626
Consequences of Corruption
Although corruption has always existed, recognition of the negative impact of corruption on society has broadened greatly in recent years.
A growing body of research shows that corruption represents not just the degradation of integrity and morals, but is also a severe hindrance to
the process of economic development (Mauro
2004). Corruption adversely impacts domestic
investment and is considered to be particularly
harmful for a developing economy. This is
because bribes are given before any investment
takes place, and upon entering into negotiations
before the business is set up. More payments of
bribes usually follow in the process of setting up
the business. Obtaining leases for land, permission to engage in activities such as production,
import, and export, obtaining connections for
water, gas, electricity, telephones, access to
telex, fax, and e-mail facilities can involve payment of substantial bribes at various stages and
may require the services of agents on how to get
around complex rules and procedures to acquire
these things. Unfortunately, the services of these
agents do not come cheap. Instead, they add to the
cost and complexity of doing business under
a corrupt government. Then, when the enterprise
is finally established and up and running, corrupt
officials may demand cuts from the firms
earnings.
Corruption also discourages the flow of foreign direct investment (FDI). The benefits of FDI
to developing countries are well known. FDI
helps supplement countries with much needed
capital, and it can also bring technology, managerial, and marketing skills that will be helpful in
improving countries international competitiveness, help develop valuable market outlets
abroad, and strengthen foreign contacts and
broaden the outlook of countries business. FDI
can increase employment opportunities, assist in
improving labor skills, and can produce useful
goods and services for domestic markets. It can
also be crucial in building modern infrastructural
facilities, establishing reliable energy generating
and distributing systems, setting up high technology communication networks, providing efficient
627
628
Key Issues
Corruption is a problem that has dire consequences for a countrys development. To be
effective, measures against corruption must
address the underlying causes that are identified
in this entry. Emphasis must thus be placed on
preventing corruption by tackling the root causes
that give rise to it through undertaking economic,
political, and institutional reforms. However,
before any credible reform can be made in terms
of eliminating corruption, two key issues about
corruption need to be addressed. Corruption is
difficult to measure because of the illegal nature
of the transaction and inexact definition of
Future Directions
Because corruption leads to social and political
instability and impedes economic development
of a nation particularly developing nations it
is important that more research be devoted to
explore its causes and how to eradicate it. Therefore, academic researchers and scholars should
continue to study the primary underlying causes
of corruption. Understanding these causes can
help policy makers devise an appropriate method
to address the challenges of corruption.
Researchers should attempt to incorporate the
role of various members of civil society and
voluntary organizations in eliminating corruption. In this era of globalization, important institutions extend beyond national borders.
Fortunately, globalization has helped to expand
the intelligence and power of civil society in the
form of a variety of nongovernmental organizations and other activist stakeholder groups that
can have an impact on eliminating corruption.
Researchers should vigorously continue to search
for an accurate and reliable means to measure
corruption. An accurate measurement of corruption will be helpful in determining the degree of
corruption in a country, and a reliable reporting
process will inform governments and stakeholders about the extent to which corruption is
prevalent, and identify which sector or sectors of
the economy corruption exist.
Conclusion
A useful conclusion that has emerged from the
current discussion and ongoing debate on the
subject of corruption is that corruption has
adverse consequences to economic development.
To be effective, emphasis must be placed on
preventing and tackling the causes of corruption.
Anticorruption enforcement measures such as
oversight bodies, a strengthened police force,
and a more effective and efficient legal system
will be vital when addressing the fundamental
causes of corruption. Another observation that
may be useful to bear in mind is that corruption
is most prevalent where there are institutional
weaknesses, such as political instability, bureaucratic red tape, and weak legislative and judicial
systems. Institutional weaknesses are intertwined
and feed upon each other. For example, red tape
makes corruption possible and corrupt officials
may increase the extent of red tape so that they
629
Cross-References
Bribery
Embezzlement
Fraud
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Countering a Stream
Mitigation
Country Productivity
Global Competitiveness
CR Director
Countering a Stream
Cradle to Cradle
Andrew Sherratt
Broad Lane Business Centre, SPA Professional
Academy, Leeds, West Yorkshire, UK
Synonyms
Closed-loop material systems; Green chemistry;
Industrial ecology
Definition
Cradle to cradle can be defined as the design and
production of products of all types in such a way
that at the end of their life, they can be truly
recycled (upcycled), imitating natures cycle
with everything either recycled or returned to
the earth, directly or indirectly through food, as
a completely safe, nontoxic, and biodegradable
nutrient. With cradle to cradle, all the components of a product feed another product, the
earth or animal, or become fuel: products are
composed of either materials that biodegrade
and become food for biological cycles or of
technical materials that stay in closed-loop
technical cycles, continually circulating as
valuable nutrients for industry. It could be argued
that cradle to cradle is equivalent to true
sustainability through the biological or technical components used, all products become sustainable as nothing becomes waste which cannot
be reused.
The term cradle to cradle is largely attributed to William McDonough; however, it may
have originated over 25 years ago, coined by
Walter Stahel from Switzerland.
Introduction
CR Index
Corporate Responsibility Index
Cradle to Cradle
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Cradle to Cradle,
Fig. 1 The organization as
an open system
632
Cradle to Cradle
Cradle to Cradle
633
634
Cradle to Cradle
Cradle to Cradle
635
636
Cradle to Cradle
Ecology
Equity
Economy
Key Issues
Future Directions
In the book Cradle to Cradle, Braungart and
McDonough outline the key steps organization
can take to reach implementation of cradle to
cradle:
Cradle to Cradle
637
Step 5: Reinvent
Moving forward, new systems are invented
which look for different solutions to problems
existing products meet is a car the correct
form of transport or can a different product be
conceived to solve transportation needs and, in
doing so, can it be more beneficial to the world
and create real growth, for example.
This step, the final one in transformation to an
eco-effective vision (and those preceding it),
does not happen all at once. To put in place, it
will require trial and error trial and errors which
will involve time, money, effort, and creativity to
be spent in many directions.
As a final point, Braungart and McDonough
state It is important, however, that signals of
intention be founded on healthy principles, so
that a company is sending signals not only about
the transformation of physical materials but also
about the transformation of values.
Cradle to cradle principles can be used to
create truly sustainable products and services,
recycling biological nutrients to the Earth and
reusing technical nutrients in industrial processes
sustainably.
Cross-References
Climate Change
Eco-Efficiency
Ecological Footprint
Industrial Ecology
Organic
Sustainable Consumption
638
Ayres, R., & Neese, A. V. (1989). Externalities: Economics and thermodynamics. In F. Archibugi &
P. Nijkamp (Eds.), Economy and ecology: Towards
sustainable development. Dordrecht: Kluwer.
Braungart, M., & McDonough, W. (2008). Cradle to
cradle: Re-making the way we make things. London:
Vintage.
Business and the Environment. (2006). Focus report:
Cradle to cradle Designing beyond the three Rs,
pp. 13.
Chouinard, Y. (2006). Let my people go surfing: The
education of a reluctant businessman. New York:
Penguin.
Hoyt, E. (1996). The Earth dwellers: Adventures in the
land of ants. New York: Simon & Schuster.
Nahikian, A. (2007). Cradle to cradle: An environmental
evolution. Environmental Design & Construction,
10(7), 143144.
Sacks, D. (2008). Green guru gone wrong: William
McDonough.
Fast
Company.
http://www.
fastcompany.com/magazine/130/the-mortal-messiah.
html. Accessed 15 June 2011.
Schwartz, A. (2009). The Earthkeeper 2.0 Boot:
Timberlands attempt at closing the loop. Fast
Company. http://www.fastcompany.com/blog/arielschwartz/sustainability/earthkeeper-20-boot-timberlands-attempt-closing-loop. Accessed 16 June 2011.
Website: www.timberland.com
Womack, J. P., & Jones, D. T. (2008). The machine
that changed the World. New York: Simon &
Schuster.
Craft Union
CRI
Corporate Responsibility Index
Crises Management
Strategic Risk
Craft Union
Creed Statement
Synonyms
Critiques of business social responsibility;
Critiques of corporate citizenship; Critiques of
corporate conscience; Critiques of corporate
social performance; Critiques of corporate ethics;
Critiques of industrial responsibility; Critiques
of socially responsible business; Critiques of
socially responsible management
Definition
Critics of Corporate Social Responsibility (CSR)
argue that CSR policies are developed and
adopted primarily to increase the profit of the
company and only secondarily to enact practices
that will benefit social good. Critics claim that
when profit and social good are in conflict, the
policies of social responsibility are subordinated
to those of profit.
Introduction
At its most basic, the idea of corporate
social responsibility (CSR) is to include public
interests reflected in laws, norms, ethics, and environmental sustainability into corporate decisionmaking. R. Edward Freeman (1984) used the term
stakeholder to designate those who are affected
by the company but not necessary shareholders.
Examples of stakeholders are employees,
consumers, communities, and the environment.
Richard Marens (2009) notes that stakeholder theory has two aspects: one prescriptive and one
pragmatic. The prescriptive aspect directs
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Yunus explains that the reason profit invariably triumphs over public good is because of the
fundamental logic behind business management.
In other words, the current conceptualization of
business practices dictates that when immediate,
short-term profit for a private company is at odds
with social interests (whether those interests are
long term or short term), those managers who
make the business decisions will be judged as
irresponsible if they choose public good over
private profit:
Since managers of a business are responsible to
owners or shareholders, they must give profit the
highest priority. If they were to accept reduced
profits to promote social welfare, the owners
would have reason to feel cheated and consider
corporate social responsibility as corporate financial irresponsibility. (Yunus 2007:17, emphasis in
the original).
641
Key Issues
Critiques of Corporate Social Responsibility can
be found in literature contributed by Critical
Management Studies, but also from prominent
economists such as Muhammad Yunus and
Joseph Stiglitz. The focus of these critiques is
that CSR is used instrumentally, if indirectly, to
advance the profits of the company, and therefore
CSR programs do not, as they claim, protect or
prioritize social good when the profits of the
company are deemed to be in conflict.
Future Directions
Corporate social responsibility initiatives have
come under scrutiny from a number of sources
that question whether public good is served by
CSR policies, whether the policies advance the
financial interests of the firm, and whether CSR is
sincere or merely an instrument used selectively
by corporations to increase profits. However, reliance on corporations to protect the public good
continues to grow. In the United States, the
strength of labor unions is waning as evidenced
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Cross-References
Business Ethics
Business in Society
Corporate Citizenship
Government (Role in Regulation, etc.)
Socially Responsible Management (SRM)
Stakeholder Theory
Stakeholders
Strategic Corporate Social Responsibility
Crocidolite
Asbestos
Crookedness
Bribery and Corruption
Synonyms
Cross-cultural expectations of CSR; Crosscultural orientations to CSR; Cross-national
differences in government involvement in CSR
Definition
Cross-cultural attitudes to CSR relate to the notion
that the expectations and orientations of different
stakeholders such as consumers with regard to
CSR are not universal but can differ across borders, that is, from one (national) culture to the
next. How the concept of CSR is conceptualized
and regarded, and whether CSR policy is regarded
as altruistically or strategically motivated, for
example, can differ across cultures. For example,
variations have been shown to manifest themselves in stakeholders orientations to CSR with
respect to the importance assigned to different
dimensions of social responsibility (i.e., economic, legal, ethical, philanthropic). Furthermore,
cross-cultural differences in corporate orientations
to CSR are reflected in the CSR themes and activities businesses in different countries, or different
world regions, choose to implement as part of CSR
policy. Finally, in recent years, CSR has been
driven increasingly by public policy and legislation at national levels, particularly in Europe. The
fact that government approaches and involvement
in driving CSR can diverge cross-nationally also
explains some of the variation across cultures in
CSR policy and social governance.
643
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646
Future Directions
Empirical research, cross-national descriptive
accounts, and comparative case studies have
provided consistent support for the link between
culture or cultural setting and companies and
stakeholders corporate social orientations.
Stakeholder attitudes to CSR and CSR-related
issues have been found to potentially differ
cross-culturally, and (companies in) different
cultures have been shown to potentially
emphasize different (corporate) social responsibilities. This would seem to be the case with
respect to countries within a specific world region
(i.e., differences in CSR attitudes between
European countries) as well as across world
regions (i.e., Europe vs. the USA and
developed vs. developing world regions).
However, to inform effective CSR policy with
a potentially global scope, more knowledge will
be needed on the link between cultural value
systems and corporate social orientations on
the one hand, and on the relationship between
companies corporate social responsiveness
(i.e., the way they address CSR stakeholder
expectations and stakeholder concerns) and
relevant stakeholder outcomes and behaviors
(e.g., purchasing behavior, brand loyalty,
employee motivation, and willingness to invest)
on the other hand.
647
Cross-References
Anglo-American Model Versus Continental
Europe model
Buddhist Ethics and CSR
Business Ethics, Japanese Approach
Christianity and CSR
CSR Europe
Cultural Differences in Values/Ethics and
Decision-Making
Engagement/Stakeholder Engagement
648
Cross-National Differences in
Government Involvement in CSR
Uwafiokun Idemudia
Department of Social Science, 307 Founders
College, York University, Toronto, ON, Canada
Cross-Sector Collaboration
Synonyms
Cross-Sector Interaction
Co-operation Between NPOs and Companies
in Germany
Cross-Sector Partnerships
Co-operation Between NPOs and Companies
in Germany
Partnership
Cross-Transfer
Corporate Social Marketing
CSR
Coalition of Environmentally Responsible
Economies (CERES)
Definition
There is no one commonly accepted definition of
CSR and as such the concept of CSR is one of
many contested concepts. However, the idea of
CSR seems to imply that businesses have obligations to society that goes beyond profit making to
include helping to solve social and ecological
problems. The disagreements over how to define
CSR in the literature seem to stem from differences in the perceptions of nature of the corporation, its role, and its purpose in society. Similarly,
there is also disagreements about the form CSR
obligations should take (i.e., should it be voluntary or mandatory) and what should constitute the
scope of CSR obligations (i.e., should it be only
certain kind of specific issues or all aspects of
societal problems). As a result of these
unresolved tensions, the notion of CSR is often
defined differently by different actors and stakeholders in ways that reflects their interests and
views. Hence, there are multiple definitions of
CSR and these tend to emphasize one aspect of
CSR obligations over other aspects. While this
lack of a common accepted definition might be
confusing at times, proponents of the concept
argue that the lack of a consensual definition
allows for innovative thinking.These supporters
further argue that the absence of a common definition does not imply that there is lack of
Introduction
While the ideals that seem to inform the notion of
Corporate Social Responsibility (CSR) is not
alien to Africa, the literature on CSR in Africa
is still largely embryonic, although in recent
years, the scope (i.e., geographic focus within
Africa) and scale (i.e., issues or themes covered)
in the literature has steadily widened and deepened, respectively. At any rate, the recent manifestation of the concept of CSR in business
discourses and practices in the African context
has largely been driven by the contradictions
inherent in both the process of globalization and
the impacts of business involvement in Africa as
well as changing societal expectations of the role
of business in society. For example, while the
process of globalization has opened new markets
and opportunities for businesses especially transnational corporations (TNCs) in Africa, revolution in information and communication
technology has also meant corporate misdemeanors, incidence of human rights violations,
local resistance, and conflict over TNCs activities
in the region are now often broadcasted in
real-time international news with significant consequences for these TNCs. As a result, TNCs
operating in Africa have not only had to respond
to different forms of external pressures from local
communities, civil society, and nongovernmental
organizations for them to address their social
responsibility, but also TNCs have also sorted to
shape, define, and control the emerging CSR
agenda in Africa. This dual process of seeking
to both respond and actively control the discourse
and the practice of CSR is captured by Peter
Utting in terms of business double movement,
and best characterizes the nature, dynamics, and
practice of CSR in Africa. This is also partly
because the focus and the analysis of CSR concerns within Africa still typically center around
the activities of large foreign TNCs. This is not to
suggest that indigenous firms or Small and
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is not merely a theoretical or an ideological dispute. This is because it is clear that whichever of
these motivations underpins a CSR initiative, it
determines which stakeholder gets included or
excluded from the consequential CSR benefits
and which stakeholders interest is given priority
in the design and implementation of CSR initiatives. Hence, corporate motivation is bound to
have significant ramifications for the success or
failure of such initiatives. Nevertheless, the CSR
initiatives of most business enterprises cover
a wide range of issues such as labor rights,
employee relations, human rights, environmental
performance, sustainable development, health
issues, issues of corporate governance, and transparency. Similarly, a number of different practical strategies are employed to tackle these
different challenges. Although, different businesses tend to adopt different forms of CSR practices within their CSR strategy, these different
CSR practices can also be mutually reinforcing
(see Fig. 1).
Figure 1 suggests that, while businesses might
opt to use only philanthropy and corporate social
investment as the avenue for addressing their CSR
functions, they can also simultaneously employ
stakeholder engagement and volunteerism. In
other words, these different CSR practices are not
mutually exclusive and, in fact, most companies
tend to engage their CSR initiatives through more
than one form of CSR practice. In addition, Fig. 1
suggests that volunteerism can be either employeeor corporate-driven and stakeholder engagement
can be via partnership or stakeholder dialogue.
Similarly, some businesses address their CSR obligation in terms of citizenship obligations via their
corporate citizenship practice. An example is
Exxon Mobil. However, corporate philanthropy
and corporate social investments continue to
remain the dominant form of CSR practice in
Africa. As a result, critics have argued that CSR
practices in Africa are still largely rudimentary and
yet to fully mature. This is because most TNCs
seem to conflate corporate philanthropy, that is,
charity or public given, with CSR that is really
about integrating CSR concerns into core business
operation and in its interactions with stakeholders.
For example, in his critique of CSR practices in
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Volunteerism
Corporate
Volunteerism
Philanthropy and
Social investment
Employee
Volunteerism
Key Issues
While there is a tacit consensus in mainstream
CSR literature that the meaning attached to CSR
Engagement
Corporate
citizenship
practice
Partnerships
Stakeholder
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Future Directions
There is no doubt that CSR is now a common
buzzword for businesses operating in Africa, and
many business enterprises are now often willing
653
Corporate Citizenship
Corporate Philanthropy
Corporate Responsibility
Stakeholder Theory
Sustainable Development
Triple Bottom Line
Synonyms
Cross-References
Bottom of the Pyramid
Business and Society
654
Definition
Catholic social thought (CST) consists of the rigorous application of Catholic theology, which
includes Christian revelation and Natural Law ethical theory, to moral reflections that concern social
and economic events, issues, and themes. CST is
most authoritatively and notably articulated
through the papal writings known as encyclicals.
The modern era of CST was inaugurated by Pope
Leo XIIIs 1891 encyclical Rerum Novarum in
which the pope addressed the rise of industrial
capitalism, unionism, and socialism. Subsequent
popes have published encyclicals on social themes,
the most recent being Pope Benedict XVIs Caritas
in Veritate in 2009.
Defining the relationship between CST and
corporate social responsibility (CSR) depends, of
course, on what one views as the central themes and
claims of CSR. This entry will take a broad view of
CSR, so as to discuss as comprehensively as possible the points of contact between CST and CSR.
Introduction
The following are the main points of contact
between CST and CSR.
Notion of Work
Arising out of Judaism, Christianity from the
beginning has contained in tension two views of
labor, both rooted in the Genesis account of creation. One view sees work as dignified and as
participating with God in creation; the other
sees toil as cursed, a result of the fall (original
sin). The more positive view of work has gradually gained ascendancy. In Laborem Exercens
(1981), John Paul II solidified the positive view
of human work: the dignity of work as a means to
transform nature to socially meaningful ends, as
well as the means to achieve personal excellence
and fulfillment. He expounded the concept of
work to shed light on activities such as managing
a business and the task of intellectual work. He
proposed also a spiritual understanding of work
and recognition of moral responsibilities on the
part of owners, workers, and governments, which
Notion of Capital
The notion of work is closely tied to the notion of
capital in Catholic social thought. In Laborem
Exercens, John Paul calls labor the primary efficient cause and capital the instrumental cause of
mans co-creatorship on earth. It is an error, clarifies John Paul, to consider human labor solely
according to its economic purpose. This means
that labor is not merely a factor of production
distinct from capital, but that capital is only possible through labor: intellectual or physical. In
other words, capital is constituted fundamentally
by labor even if it takes forms that may conceal its
origins. Bricks and mortar are not only part of
construction capital but they are creations by
man, produced by man, and employed for ends
that only man dictates. Machinery is indeed capital but it is also a human creation that aids physical labor, and the same is the case with factories.
Even capital in the form of robotic equipment that
takes the place of human labor befits John Pauls
assertion that capital is congealed labor because
labor is capitals efficient cause.
Does this view conflict with the economic
understanding of capital? The received definition
of capital in the economic literature is that capital
is a factor of production that is used to deploy
new goods or services. However, since the 1960s,
economists have distinguished different forms of
capital other than material goods such as bricks,
equipment, and factories. Human capital and
social capital have been introduced into macroeconomic considerations of growth in the economic
literature.
This
finer
grained
understanding of capital indeed seems to recognize the human and social element in capital
development and economic growth. But it does
not grapple with the metaphysical nature of capital simpliciter. Thus it does not present a conflict
with the Catholic understanding of capital, generally speaking in technical applications of economic analysis. Nonetheless, it may raise some
disagreement when philosophical questions are
examined. The empty factory that was once
built for and operated by a company that has
moved elsewhere is still the expression of an
investment of labor of the workers that built it,
according to CST. But for an economist and the
accountant, it is merely a fully depreciated factor
of production. This difference does not present
a problem in the end however, since economics is
not equipped to address normative judgments or
philosophical problems. However, CST can shed
light on disputes that pertain to economic theory.
In this sense, we can view economic theory and
CST as complementary in their contributions to
arriving at a broader picture of the problem.
655
Consider the following matter. Although capital (broadly speaking) and labor can logically
fall under two distinct classifications of things in
the sphere of economic activity, such as are trees
and wood furniture, they are nonetheless taxonomically related in a causal continuum. This
may not seem of consequence in economics, but
CST offers a response to the oft-perceived antagonism between labor and capital because CST
can present the argument that such antagonism
has no metaphysical or logical basis. If we next
consider the claim of collectivism about the
immorality of private property and capital development, then the response from CST is also that
this claim has no basis since private property is
a moral right as the only means for facilitating
human creativity and co-creatorship. Indeed the
Churchs teaching regarding private property,
writes John Paul in Laborem Exercens, diverges
radically from the program of collectivism as
proclaimed by Marxism.
In Centesimus Annus, John Paul ponders
whether capitalism is the best model for economic progress and his answer is this:
If by capitalism is meant an economic system
which recognizes the fundamental and positive role
of business, the market, private property and the
resulting responsibility for the means of production, as well as free human creativity in the economic sector, then the answer is certainly in the
affirmative, even though it would perhaps be more
appropriate to speak of a business economy,
market economy or simply free economy.
But if by capitalism is meant a system in which
freedom in the economic sector is not
circumscribed within a strong juridical framework
which places it at the service of human freedom in
its totality, and which sees it as a particular aspect
of that freedom, the core of which is ethical and
religious, then the reply is certainly negative.
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658
659
660
Key Issues
Papal Thought on CSR
Although papal thought since Leo XIII has not
often addressed corporate social responsibility by
name (indeed, the term was not commonly used
until the 1970s), the popes have on occasion
discussed the role and character of business enterprises from the perspective of the Catholic moral
tradition.
In his encyclical, Quadragesimo Anno, Pope
Pius XI recognizes the contribution of corporations to societys well-being, but he also criticizes
business executives who are not attentive to any
obligations beyond profit, and states that legal
regulation must protect society against the damage
brought about by avarice. The laws passed to
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identified with the political left. This identification has led to criticism from more conservative
Catholics. This criticism has taken two forms.
One group objects to the goals but not the
means used by most SRI activists. This group
shares an understanding of the social responsibility of corporations and views the use of tools such
as shareholder resolutions as legitimate, but prefers that such energies be spent to stem practices
such as abortion and pornography, rather than
environmental abuses or poor treatment of
workers. The second group of critics more fundamentally targets the activists concept of CSR,
arguing that maintaining shareholder value as
a primary aim is a surer guarantee of ethical
business activity than a commitment to social
responsibility that is vague, difficult to track,
and subject to the vicissitudes of social and political fads. Business ethicist Nicholas Capaldi, for
example, writes that the CSR field in general is
characterized by hostility to markets that is
fueled by a traditionally leftist understanding of
the world and its problems. Joseph Johnston
(cited above) argues that viewing other stakeholder interests as equivalent to the interests of
shareholders introduces confusion into the
decision-making process by managers and
thereby makes it less likely that they will behave
in a way consistent with traditional norms of
fiduciary responsibility. Although the characterization of the debate in Catholic circles
defies simple categories, all sides share one
common ground, which is the belief that corporations have responsibilities besides profit
maximizing.
Future Directions
In sum, it is safe to say that while the principle
behind the concept of corporate social responsibility is widely accepted among Catholics, significant
differences remain between CST and CSR. Perhaps the greatest difference concerns the content
of that responsibility and the appropriate method
for discharging it. Catholic social thought as
expressed in the official documents of the Church
insists that the moral obligations of corporate
Cross-References
Community Relations
Economic Sociology on CSR
Employee Participation
Human Resource Management
Social Accounting
Social Entrepreneurship
Social Innovation
Trust
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Synonyms
Bribery; Integrity, lack of
Definition
Corruption can best be defined as to persuade
officials to deviate from their entrusted duties,
either through bribery or through other means.
There are also other significant definitions. The
most important definitions of corruption are
arguably those offered by the Worldbank and by
Transparency International, the global anticorruption nongovernmental organization. The
Worldbank defines corruption as the use of
public office for private gain (McKoy 2009
p. 87). The disadvantage of this definition is that
it focuses on corruption in government organizations, while corruption is by no means limited to
that. And officials within governmental organizations are in most cases engaged in corrupt acts
with people from outside of the governmental
system.
Transparency International defines corruption as the abuse of entrusted power for private
gain (www.transparency.org). This definition
puts the emphasis on the motives behind corruption, which apparently usually have to do with
greed (I will refrain here from analyzing this
motive further, while realizing that greed is
usually a catchphrase for a complex of psychological issues.)
A related definition is to persuade officials to
deviate from their entrusted duties, either through
bribery or through other means. This definition
originated in the original meaning of to corrupt:
to rot. What this definition points out is that one
has to understand what it is that is rotting.
Introduction
One problem in understanding corruption is that
the meaning of the concept is often unclear, as it
is by some associated with a wide range of damaging behaviors, and by others understood in
a very limited sense and identified with bribery.
Then there is the other part of understanding
corruption: How can it be that the corruption
takes place? Several answers are possible at the
same time.
Corruption typically taking place secretly is an
indication that those involved are clear about its
illicit nature. Partly as a result of this hidden
reality and of the confusion regarding the best
definition of the term corruption, quite a few
myths have arisen around it.
An infamous myth is everyone is doing it. It
is true that this myth is often heard in countries
with a high occurrence of corruption. Many people who hold this belief are probably sincere in
doing so, as it may appear to be true. What it
means is that many or most people assume that
corruption is everywhere, and that this seriously
damaged their trust in institutions and in business
relations. Another result of this myth is that the
people who hold it find an excuse in it to condone
corruption, because otherwise they think they
would be selling themselves short. Thus, the
myth brings with it the risk of the self-fulfilling
prophecy.
Another myth points our attention to culture,
as many cases of corruption occur in an
intercultural context. We see two issues
connected with this: (1) aspects of cultures
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which may be subject to corruption and (2) confusion between people of different cultures,
intentionally or not, about the customs in certain
cultures. When we look at the first issue, we see
certain aspects of culture play a role. Using the
model of culture developed by Trompenaars, we
see that one of the ways to compare cultures is
along the axis of universalism and particularism
(Hampden-Turner and Trompenaars 2000,
pp. 1367). This model holds that in some cultures most people probably have a tendency
toward one of the extremes on the axis, while in
some other cultures the tendency may be toward
the other extreme (it does not hold that all people
in a particular culture are like this or like
that). When we look at this axis, then we may
conclude that a particularist tendency may play
a role in convincing someone that certain rules do
not apply. However, this does not mean that people in more particularist countries are necessarily
corrupt and it is probably best to say that a certain
element of their culture can be used in corrupting
them. Let us look at the example of wasta. This
is a notion from Arab culture, expressing that
trust is primarily placed on kinship. It means
that in all sorts of transactions relatives are
treated more favorably than others. This looks
like the corruption called nepotism (favoring
relatives), but it need not necessarily be like that.
However, it can be used as an excuse for doing so.
When we look at the second issue, we see
a problem that is common where business transactions take place in an intercultural context. It
does happen that someone bribes, or otherwise
influences, someone else with the excuse this is
part of our culture. We can look at quanxi, the
culture of gift-giving that is a part of Chinese
culture. This exchange of gifts is sometimes
seen as corruption (see Steidlmeier 1999). However, this primarily works when there is ignorance of Chinese tradition. In that tradition,
quanxi is meant to strengthen relationships
through gifts meant to express mutual appreciation and respect. The gifts are usually comparable
in value and nature, rarely exorbitant, and underline the status of those involved. Corruption in the
sense of bribery is quite different. When one
party offers a nice dinner and the other returns
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Key Issues
It is hard to determine the causes of corruption,
due to its complex nature and the national and
organizational contexts in which it is found. On
the website of Transparency International (www.
transparency.org), one can find several documents on the causes of corruption, specified to
particular industries, such as healthcare, justice
systems, etc. There is not one single cause. One
cause is poor governance, both in business
organizations as well as in not-for-profit and
governmental organizations. Another cause is
demotivation, as lower motivation brings less of
a hesitation to engage in corrupt practices.
Another factor is in conflicting laws and regulations; for example, if a restaurant holder has to
place the fire-extinguisher on the floor at the
instigation of the fire department and at shoulder-height at the instigation of the labor
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Future Directions
Fighting corruption is a bit like fighting evil; it
is called for, but it is hard to imagine that it will
ever be completed. Still, there are good reasons to
take steps toward that goal and, fortunately, there
are also some ways to make that feasible.
One way to limit corruption is information on
the causes and consequences of corruption.
Discussing the myths is part of that. When we
look at the type of corruption mentioned last,
academic corruption, then much can be achieved
through educating researchers and students (in
some cases, students are poorly informed about
academic writing and are not aware of the proper
ways to quote and to use references).
It has to be understood that much of the damage of corruption already takes place when corruption is just rumored. Let us look into the
example of the building inspector and the contractor. If they are rumored to be corrupt, also
other inspectors and contractors may suffer from
less trust.
Another way to limit corruption is about how
companies and government structures are organized, as insufficient governance and conflicting
rules play a role in causing corruption. In
preventing and fighting corruption it makes
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and setting rules, but it is also, and even increasingly, a matter of setting examples. It is important
that leaders show integrity and are aware of their
own behaviors. For instance, a leader who was
known for his integrity can have a damaging
impact on the organization by appearing to have
lost his integrity through some unfortunate
behavior. Should that be the case, others in the
organization may be less inclined to avoid
corrupt behaviors.
The lesson we can draw here is that preventing
and fighting corruption requires a systematical
approach. The signals given through governance
and leadership and from HRM, the company culture and the Code of Conduct have to be consistent. In general, it can be said that unclarity
regarding what is expected of the members of
an organization can give room to undesired,
even damaging, behaviors.
One promising direction for future research
would be toward the responsibilities for business
organizations in preventing and fighting corruption. The question could then become: How
does preventing and fighting corruption tie in
with honoring the responsibilities toward
stakeholders?
Another future direction for research would be
focused on possible opportunities for business
organizations in terms of strategy and marketing.
This direction should be seen in connection with
honoring stakeholders.
Cross-References
Fraud Prevention, Detection, and Reporting
Government
Responsible Leadership
Transparency International
Synonyms
Bottom of the pyramid; Corporate accountability;
Corporate citizenship and poverty; Corporatecommunity involvement and poverty; Corporate
philanthropy; Corporate social development;
Corporate social investment and poverty; Corporate social performance; Sustainable development;
Triple bottom line
Definition
The concepts of corporate social responsibility
(CSR) and poverty do not have a consensual definition. However, the relationship between CSR
and poverty presupposes that besides making
profit, business has an obligation to contribute
to poverty alleviation either through specific
discreet activities or by integrating poverty
reduction concerns into its day-to-day decision
making as well as in its interaction with stakeholders. At any rate, while there is some consensus that poverty reduction cannot be or should not
be the sole responsibility of business, disagreements continue to persist with regard to the scale
and scope of business social responsibility for
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Introduction
Over time, the issues of economic development,
poverty reduction, the provision of social infrastructure, and the pursuit of equality via redistribution of wealth have come to be understood as
the primary responsibilities of the state.
However, the failures of the developmental
state, the rise and subsequent societal disenchantment with the neoliberal agenda in the form of the
so-called Washington consensus, meant that
the traditional division of responsibilities among
the state, business, and civil society was seen to
be no longer particularly adequate for organizing
societal governance. Indeed, this is demonstrated
in the failure of traditional efforts to eliminate
poverty, and the persistence of poverty in both
developed and developing countries. Consequently, like other CSR commentators, Professor
Joseph Monsen points out that the call for
business involvement in poverty reduction is
borne out of the idea that in a pluralistic society
like ours, it is appropriate for society to expect
another powerful institution to help solve problems, which government has failed to handle or
handles badly. Underpinning this position is the
idea that if wicked problems like poverty are to
be genuinely addressed in a sustainable manner,
then there would need to be a constructive input
from government, civil society, and businesses.
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Key Issues
The first key issue is the disagreement over
whether business indirect and semi-direct
approaches to poverty reduction can be an effective means for reducing poverty or if such efforts
by business are simply another form of a band-aid
solution to the problem of poverty. For example,
critics argue that given business emphasis on
either indirect or semi-direct approach to poverty
reduction, business is only able to address symptoms of poverty in a piecemeal fashion as the root
causes of poverty are frequently ignored. In other
words, the inability to actively pursue a direct
approach to poverty reduction often means that
the structural factors that keep people poor are
often left unchallenged or unchanged by CSR
initiatives. Another core concern is the material
and discursive consequences for both the poor
and the field of development in terms of basing
poverty reduction effort on a CSR framework.
For instance, Dr Boyle and co have argued that
basing poverty reduction efforts on a CSR framework is problematic as the core theory that
informs CSR (i.e., stakeholder theory) ignores
poverty. Hence, the poor are often not recognized
as stakeholders and they are always likely to lack
sufficient power to be able to influence managerial decision making in a manner that protects
their interest. The material implication thus for
the poor is that they are less likely to directly
benefit from corporate intervention since
such interventions are not necessarily geared
toward meeting their real needs. Similarly, critics
also argue that if business efforts to address
poverty are predicated solely on the business
case logic, what happens when issues of poverty
cannot be converted into business opportunities.
Put differently, the emphasis on the business case
logic means that certain aspects of poverty are
likely to go unaddressed, and therefore, the scope
for business engagement with poverty is always
going to be narrow and its efforts fragmented.
In addition, some scholars like Dr Dinah Rajak
have also argued that besides its material implications for the poor, a more disconcerting issue is the
discursive capacity of CSR to reshape development agendas according to corporate values and
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Cross-References
Bottom of the Pyramid
Business and Society
Corporate Citizenship
Corporate Codes of Conduct
Corporate Philanthropy
Corporate Responsibility
Stakeholder Theory
Sustainable Development
Triple Bottom Line
Future Directions
The examination of the relationship between
CSR and poverty needs to be strengthened by
a clearer conception of how CSR and poverty
are defined and interrogated. Key to this process
would be efforts that make explicit unstated
assumptions. Future works need to begin to
Synonyms
Actor-centered
development;
Cooperative
development; Corporate local responsibility;
Corporate regional responsibility; Corporate
urban responsibility; Public-private-partnerships;
Regional governance; Regional philanthropy
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Definition
In different parts of the world and in different
scientific disciplines, the term region is defined
in various ways. Generally speaking, a region is
an area defined by specific, similar characteristics
that can be based, for example, on political,
historical, cultural, or linguistic grounds.
This area is differentiated from its surrounding
or adjacent parts and is identified as a more or less
clearly determinable subarea within a greater
area. A regions size may vary from multinational
to subnational regions depending on the subject
of matter.
In this context, from a spatial planning
perspective, the term region implies more
than a mere geographic area. It rather refers to
this geographic area as a multidimensional system of various economic, social, political, and
cultural dynamics, interactions, and processes.
In terms of size, regional means a spatial level
that is located above the local and below the
national administrative units. It usually has no
formal boundaries or official government.
Again, the spatial definition of a region depends
on a variety of aspects, for example, similar characteristics, administrative or statistical units,
political or economic interests, and the purpose
of this region-making.
Regional development can generally be
understood as a regions economic, social, and
ecological development. More specifically, from
a spatial planning perspective, regional development serves as an umbrella term for all concepts, processes, and measures undertaken by
local or regional, public or private institutions
and authorities with the intention of improving
a regions current stage of development.
Contentwise, regional development activities
may differ from region to region, depending on
the regions specific historic background and its
economic, socioeconomic, and ecological
characteristics. Three different fields or interpretations of regional development can be
addressed:
1. In the field hardware, the region is referred
to as a built environment that consists of
specific constructed elements. Thus, regional
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Introduction
As studies have shown, the majority of businesspeople understand their company as part of
a local and regional network between public and
private actors from the economic, the public,
and the civil sector. They know that their
Key Issues
In the following, a number of key issues that
intend to point out some conceptual and theoretical approaches to build the bridge between CSR
and regional development are identified. It
remains to be stated that these approaches derive
from a mid-European, welfare state perspective
and are based on CSR activities in industrialized
countries.
Growing Importance of Regions
Against the background of globalization, worldwide interconnections in politics and economics
but also in personal life are intensifying and are
growing in number, while traditional, local relations are often fading. However, at the same time,
there is an opposite pole to this: Under the
umbrella term regionalization, a number of
economic, socioeconomic, and political developments stressing the regional level can be identified. By forming business clusters and by
strengthening regional networks, businesses
intend to unite their own specialized knowledge
and resources with their neighboring partners in
order to increase their visibility and competitiveness on a global market. In a similar way, municipal administrations and politics form regional
alliances to share resources and cut, on the one
hand, and to promote certain issues such as tourism or economy in order to attract more residents,
customers, or investors, on the other hand.
All things considered, new models of
coopetition meaning of cooperation and competition at the same time are considered a key to
heighten collective and regional strengths. In the
course of local or regional CSR activities,
business can contribute to foster these kinds of
networks and efforts with the aim of promoting
the region.
Regional Development Through Endogenous
Potentials
Theory in regional sciences and economic geography stresses the importance of endogenous
potentials for a regions development. According
to that, regional development does not only
depend on exogenous growth impulses but to
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Future Directions
Against the background of globalization and an
overall structural change, regions today face
a strong competition pressure as well as a great
number of social, economic, and ecological
challenges. Current trends in regional development indicate an institutional and organizational
change that calls for innovative solutions in
government, participation of private actors as
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Cross-References
Cecile Rozuel
Institute for Socio-Management, Stirling
Management School, University of Stirling,
Stirling, UK
Synonyms
Applied spirituality; Organizational spirituality;
Spirit at work; Spirituality in the workplace;
Transcendence; Workplace spirituality
Definition
Ethics and spirituality are fundamental qualities
of what it means to be human. The practice of
each however differs strongly from one individual to another, informed by their respective social
and cultural environment. Spirituality extends
beyond ethics to provide a framework for
human development. Spirituality traditionally
includes, but is not restricted to, religious beliefs
and practices. It is defined as a belief in a higher
spirit or energy (God, gods, or undefined universal entities) and involves a greater consciousness
of self and of the interconnectedness of humankind with other life forms. This awareness shapes
ones relationship to ones social and natural
environment.
The interest in spirituality in relation to ethics
and management has grown significantly over the
past few decades. The emerging field of workplace spirituality has hardly discussed CSR as
such, but the values and necessary organizational
changes brought by a greater awareness at work
contribute to redefining the CSR agenda. In particular, questions are raised about the suitability
of the existing neoliberal paradigm to address
employees increasing needs for meaningfulness
and social contribution. A spirituality-based
paradigm may offer a viable alternative which
promotes holistic responsibility for all social
actors.
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Introduction
Spirituality and Religion
Almost all papers discussing spirituality start
with addressing the difference or similarity of
spirituality with religion. This need is understandable in so far as the idea of spirituality
remains loosely defined. Some equal spirituality
with religion, while others are adamant that the
two concepts are radically different. In fact, religion is traditionally viewed as an institutionalized form of spirituality, which itself
encompasses a great variety of beliefs and traditions. To a large extent, spirituality is perceived
as deeply personal, informal, and unbounded,
which explains the multiplicity of definitions proposed. By contrast, religion appears to be more
formal and dogmatic. Others argue that religion
and spirituality differ on the basis of their nature:
While spirituality involves a way of being and
coping with life experiences, religion depicts
how organized belief systems are incorporated
and implemented by the individual or the group
(Guillory 2001).
Religion and spirituality thus share some core
elements: the belief in a higher, universal source
(in whichever form or forms, either personified or
undesignated); faith that life has meaning on
more than one level (i.e., life encompasses more
than just what is directly accessible to consciousness); the aspiration (or duty) to expand or transcend ones consciousness to perceive the
enlarged meaning of life and of ones life. On
the whole, though, spirituality tends to provide
a more open, more liberal, and more comfortable
framework than religion for many, including
agnostics and atheists.
Values in Spirituality
Spirituality traditionally features a belief in basic
universal human values, a relationship with
a transcendent force or being (the spirit), and an
element of inner consciousness (referred to as the
self) which informs our senses, our behavior, and
our development as individuals (Guillory 2001;
Forman 2004; Zsolnai 2004). It deals with an
ultimate essence that is in everything but also
transcends everything. Life under a spiritual
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shortcomings of the predominant economic paradigm. In their view, CSR aims to mitigate the
negative consequences of economic theories of
organizations predominant in a neoliberal
framework; however, it is not sufficient to challenge the underlying assumptions derived from
self-interest and shareholder value maximization,
which have led to serious economic, social, and
environmental dysfunctions (Lips-Wiersma and
Nilakant 2008). In other words, CSR remains
prisoner of a narrow view of enlightened selfinterest in which ethics depends upon its economic returns. Spirituality, in contrast, seems to
offer a viable alternative to the neoliberal ideology. The authors propose a model of practical
compassion, which encapsulates the spiritual purpose of self-development through transcending
ego-centeredness, with the ability to practice
spiritual values in daily organizational life.
They also replace CSR with holistic responsibility and explain that:
Whilst commitment to goals that benefit humanity
will lie at the foundation of organizations developing on a spiritual basis, an organization that focuses
on leaving a legacy without ensuring the mental,
emotional, and spiritual welfare of its own
employees does not live up to its spiritual purpose.
Similarly, an organization that only focuses on
reflective spiritual practices, such as mindfulness,
but does not pay attention to the needs of the world,
does not fully live up to its spiritual purpose either.
(Lips-Wiersma and Nilakant 2008)
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Key Issues
Spirituality transcends the quarrels of religious
doctrines to offer a more open perspective to seek
meaning in oneself, ones life, and ones work.
Embracing a spiritual view requires a profound
change in our understanding of the social and
economic world, a reformulation of the ontological and epistemological assumptions on which
we have based our worldview and built the institutions that shape society. As such, spirituality
redefines moral expectations by highlighting the
interrelatedness of all living forms. A spiritual
organization faces many challenges, ranging
from fostering a supportive organizational culture and providing meaningful work, to adopting
a holistic perspective on its responsibilities
within the cosmological order. Most importantly,
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Holistic CSR
Contribution to
Greater Good and Care
for all Stakeholders
External Environment
(e.g. economic
paradigm, societal
values)
Spirituality at Work
Ethical Values and
Care for Others
Organizational
Environment
(e.g. organizational
purpose and objectives,
culture and values)
Individual
Spirituality
Self-consciousness
Future Directions
Cross-References
687
Synonyms
Butterfly effect; Chain of event; Random events
Definition
The butterfly effect is a metaphor that encapsulates the concept of sensitive dependence on
Introduction
Chaos Theory and Butterfly Effect
The term butterfly effect itself is originally
related to the work of Edward Lorenz, based on
chaos theory. It was first described in the literature by Jacques Hadamard in 1890 and
688
chaotic, while those of the latter sort are not considered to constitute chaos, even though they share
some of its properties. Because chaos is deterministic, or nearly so, games of chance should not be
expected to provide us with simple examples, but
games that appear to involve chance ought to be
able to take their place. Among the devices that
can produce chaos, the one that is nearest of kin to
the coin or the deck of cards may well be the
pinball machine. It should be an old-fashioned
one, with no flippers or flashing lights, and with
nothing but simple pins to disturb the free roll of
the ball until it scores or becomes dead.
Chaos surrounds us. Seemingly random
events the flapping of a flag, a storm-driven
wave striking the shore, a pinballs path often
appear to have no order, no rational pattern.
Explicating the theory of chaos and the consequences of its principal findings that actual, precise rules may govern such apparently random
behavior has been a major part of the work of
Edward N. Lorenz. In The Essence of Chaos,
Lorenz presents to the general reader the features
of this new science, with its far-reaching implications for much of modern life, from weather
prediction to philosophy, and he describes its
considerable impact on emerging scientific
fields.
The butterfly effect stated that a butterfly
could flap its wings and set air molecules in
motion that in turn would move other air molecules which would then move additional air
molecules eventually becoming able to influence weather patterns on the other side of the
planet. For years, this theory remained an interesting myth. In the mid-1990s, however, the butterfly effect was proved to be accurate, viable and
worked every time.
The Butterfly Effect in Corporate Social
Responsibility
Lorenzs early insights marked the beginning of
a new field of study that impacted not just the
field of mathematics but virtually every branch of
science biological, physical, and social. For
example, in environment, CO2 emission of each
car and greenhouse gas emission of each factory
lead to global climate change; in the financial
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accused the company of profiting from sweatshops of wretched origin to create its athletic
apparel. Soon Nike was at the center of an international controversy. International labor groups were
united, and over 40 demonstrations occurred at
Nike towns and universities across the United
States.
The companies as they go global have increasingly encountered social and environmental risk.
Globalization offers many opportunities to companies but also poses novel sources of uncertainty
and risks. Multiple business indicators show that
the level of uncertainty for corporate leaders has
increased due in large part to
Large extended enterprises made up of independent organizations but with tremendous
pressures to grow and perform as a unit
Rapid rates of change in technology, connections, and information flows as a result of
globalization
Problems in managing scale using methods
rooted in controlling all decisions across the
entire extended enterprise
The result of the greater interdependencies and
hidden vulnerabilities that businesses now face is
an increased number of uncertainties in corporate
decision making. Current network-based operating models highlight the growing importance of
the extended enterprise by establishing greater
connectivity among and between stakeholders
across the globe. This connectivity has also created entirely new stakeholders and requires innovative forms of risk management.
These changes in the operating model have led
to a significant shift in market power not just to
customers and traditional investors but also, and
more importantly, toward stakeholders: communities, employees, regulators, politicians, suppliers, NGOs, and even the media. As a result of
this shift in market power, social risk is a rising
area of concern for global corporations. From
a company perspective, social risk, like any
other risk, arises when its own behavior or the
action of others in its operating environment creates vulnerabilities. In the case of social risk,
stakeholders may identify those vulnerabilities
and apply pressure on the corporation for behavioral changes. As the ability to listen to corporate
Key Issues
Companies that operate in the new global environment need to devise systematic means for
Future Directions
The emergence of a social risk brought about by
the butterfly effect can have wide-ranging impacts
on various aspects of business (from global operations to sourcing to public relations). Any number
of stakeholders may transmit a social risk to various divisions in a company. Investors may create
shareholder resolutions to change/evolve company policies. Customers may request changes in
a companys environmental policies. Employees
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may raise concerns about outsourcing of jobs overseas. Suppliers may request coverage in
a companys health-care plan. While many of
these feedback channels may be familiar to most
large public companies, it is emergence of civil
society scrutiny, and its resulting social risks, with
which many companies are the least familiar and
least equipped to manage.
Global companies face a new reality that has
changed the nature of risk and risk management:
networked operations and global value chains,
empowered stakeholders, and the dynamic tension among sectors. The emergence of the new
forms of social risk cannot be mitigated through
traditional means. The new environment requires
innovation by companies in both sensing and
understanding these risks, and in adapting risk
management systems to include new tools and
network-based models of information sharing.
Corporate social responsibility programs are
an effective means to provide strategic intelligence for managing social risks. Risk management by global companies should be adapted to
include corporate social responsibility programs.
CSR provides the framework and principles for
stakeholder engagement, supplies a wealth of
intelligence on emerging and current social
issues/groups to support the corporate risk
agenda, and ultimately serves as a countermeasure for social risk. Granted, effectively integrating CSR into core business functions can be
difficult, as the experience of Nike illustrates.
Cross-References
Corporate Social Responsibility
Stakeholder Management
Sustainability Risk Management
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CSR Communication
Anne Ellerup Nielsen
Department of Language and Business
Communication, Centre for Corporate
Communication, Aarhus, Denmark
Synonyms
CSR conversation; CSR dialogue; CSR interaction
Definition
CSR communication is as a multidisciplinary field
covering both strategic and operational issues.
According to K. Podnar (2008), CSR communication may be defined as a process of anticipating
stakeholder expectations, articulation of CSR
policy and managing of different organization
communication tools designed to provide true and
transparent information about a companys or
brands integration of its business operations, social
and environmental concerns, and interactions with
stakeholders (Podnar 2008, 75).
CSR Communication
Introduction
CSR communication is an emergent field of study,
which along with the glow of CSR during the 1980s
and 1990s and up till today requires corporations to
increasingly disclose and to document how they
perform socially in order to earn their license to
operate. CSR communication is best understood as
belonging to the field of corporate communication,
which deals with the coordination of internal and
external communication from the strategic to the
operational level. Corporate communication is
a management discipline anchored in the overall
strategy and vision of an organization. The aim of
corporate communication is to build and maintain
a good corporate reputation in the eyes of stakeholders through identity, image, and stakeholder
management (Cornelissen 2011). Accordingly,
from a strategic point of view, CSR communication
is anchored in the overall corporate strategy of an
organization and may be seen as a driver for
gaining corporate legitimacy. At the operational
level, CSR communication holds a tool function
referring to the set of communication tasks and
activities that are relevant to spread CSR messages,
such as editing CSR sections of corporate websites,
CSR reports, advertisements, writing CSR newsletters, etc. In this conceptualization, the focus is on
the media, channels, and rhetorical arsenal used for
CSR messaging. However, both the strategic
approach and the operational approach to CSR
communication involve reflections on how to use
formal and informal communication strategies for
implementing CSR within the organization and
engaging in dialogue with important stakeholders
groups about CSR, for example, journalists, consumers, NGOs, etc.
As an interdisciplinary field, CSR communication is approached from many different perspectives. Some researchers focus on the drivers
considering CSR as paths to values to be achieved
through risk management, marketing, corporate
citizenship, organizational development, or ethical
behaviors as, for example, Paine (2003). Others
address CSR from an organizational function
perspective focusing on CSR as management,
marketing, public relations, and stakeholder
relations inspired by the subdivisions of
CSR Communication
communication areas within corporate communication as, for example, Cees van Riel (1992). Furthermore, CSR communication may be approached
from a dissemination perspective focusing on specific channels, for example, one-way, two-way
channels and related communication strategies:
sense-giving versus sense-making strategies
(Morsing et al. 2008). Or more concrete media
and genres may constitute the main criteria from
which CSR communication is addressed: CSR
websites, reporting, advertising, etc. However,
there is no consensus of what is exactly behind
the concept of CSR communication, but no one
seems to deny that it is a broad and rather fluid
issue (Podnar 2008).
Key Issues
The stakeholder approach to CSR
communication
The CSR communication dilemma
CSR communication strategies (content,
channels, media including rhetoric and genres)
The Stakeholder Approach to CSR
Communication
The stakeholder approach has gained increasing
importance in CSR research with globalization
and the following pressure on corporations to
contribute to society. Being a good corporate
citizen is crucial to maintaining good stakeholder
relations with investors, suppliers, employees,
consumers, the media, and nongovernmental
organizations (NGOs) who pay growing attention
to ethics and CSR (Crane and Matten 2007).
Organizations that practice CSR will generally
appear more trustworthy to stakeholders than
those who do not. Employees seem to support
CSR-oriented work places and to engage themselves in CSR activities and policies. Consumers
have become more engaged in the issue, and
NGOs have the power to act as social control of
business. With the deregulation of markets, CSR
is not only forcing organizations to take CSR
initiatives, CSR is also increasingly approached
as a joint project to be addressed in collaboration
by public institutions and private businesses
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CSR Communication
CSR Communication
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CSR Communication, Table 1 Returns to stakeholders resulting from an oral health initiative (Bhattacharya et al.
2008, 262)
Returns to
stakeholders
Functional benefits
Beneficiaries
Consumers
Investors
Employees
Healthy teeth
Psychosocial
benefits
Values
Social
acceptance
Self-esteem
Altruism
Well-being
Accomplishment
Harmony
696
With the advent of electronic communication, corporate websites have more or less replaced print
brochure material and are consequently recognized
as one of the most important media genre for CSR
communication (Esrock and Leichty 1998).
Corporate websites
CSR profiles and projects together with CSR
strategies, reports, codes of ethics, etc., are
either placed in hypertext format or as downloadable pdf. files at organizations corporate
website. CSR documents at the corporate
website are part of the corporate communication
of an organization and serve multiple and integrated functions: advertising, marketing and
public relations/corporate branding, employee
branding, etc. The advantage of using corporate
websites for CSR is obvious. Not only do they
have global reach, they also allow organizations
to persuade, inform, educate, and interact with
stakeholders via blogs and links to social media
sites. On the other hand, the explosive use of
CSR communication via corporate websites
have caused many researchers and experts to
conclude that a growing skepticism to CSR
communication is particularly due to the exaggerated use of the web for lofty and glossy profiles and reports (Cornelissen 2011). Therefore,
stakeholders positive perception of CSR web
communication depends on specific variables
such as source credibility, honesty of the CSR
issues, company fit, beneficial contribution,
etc. (Schlegelmilch and Pollach 2005; Du et al.
2010). Some subgenres such as CSR reports in
particular are linked to high credibility in spite
of their promotional preparation in that the accuracy of the financial data are often certified by
third parties (Schlegelmilch and Pollach 2005).
Advertising
CSR advertising in the form of printed or
electronic ads is particularly used for causerelated marketing or social sponsorships.
CSR Communication
CSR Communication
697
Future Directions
As pointed out in this entry, CSR is an interdisciplinary emergent field. This implies that so far there
is no established understanding, no one-fits all definition, and no explicit guidelines of how to communicate CSR. The problems and challenges
pointed out above in relation to the embedded
dilemmas and public skepticism toward CSR communication seem to clash against the growing
claim for transparency and accountability of CSR
and CSR-related activities. The problem is not least
that, in order to acquire a growing understanding of
how to navigate the numerous way of handling
CSR, communication and dialogue about it is
a necessary step forward. One way of overcoming
these embedded challenges may be to address CSR
698
communication from a more explicit learning perspective. Based on processes of mutual understanding, a learning approach is unthinkable without
dialogue and two-way symmetrical communication, which is best instantiated through social interaction through networking and dialoguing with
stakeholders. Social media may be a step forward
toward enhancing this. However, organizations are
still leaved in a limbo concerning how to use social
media to interact with their stakeholders and must
first learn how to manage these media and scrutinize their potential before they can use this potential as a way to enhance the value of CSR
communication.
Cross-References
Communicating with Stakeholders
License to Operate
CSR Conversation
a Danish study. Journal of Marketing Communications, 14(2), 97111.
Nielsen, A. E., & Thomsen, C. (2007). What they say and
how they say it. Corporate Communications: An International Journal, 12(1), 2540.
Paine, L. S. (2003). Value shift. Why companies must
merge social and financial imperatives to achieve
superior performance. New York: McGraw-Hill.
Podnar, K. (2008). Communicating corporate social
responsibility. Journal of Marketing Communication,
14(2), 7581.
Porter, M. E., & Kramer, M. R. (2006). Strategy and
society: The link between competitive advantage and
corporate social responsibility. Harvard Business
Review, 84(12), 7892.
Schlegelmilch, B. B., & Pollach, I. (2005). The Perils and
opportunities of communicating corporate ethics.
Journal of Marketing Management, 21, 267290.
Tixier, M. (2003). Soft vs. hard approach in communicating on corporate social responsibility. Thunderbird
International Business Review, 45(1), 7191.
van Riel, C. B. M. (1995). Principles of corporate communication. London: Prentice Hall.
Waddock, S. (2009). Making a difference: Corporate
responsibility as a social movement. Journal of Corporate Citizenship, 33, 3546.
CSR Conversation
CSR Communication
CSR Dialogue
CSR Communication
CSR Director
Chief Sustainability Officer
CSR Doppelganger
Irresponsibility
CSR Europe
CSR Europe
Samuel O. Idowu
London Metropolitan Business School, London
Metropolitan University, London, UK
Introduction
CSR Europe is the leading European business
network for corporate social responsibility,
with around 75 multinational corporate
members [CSR Europes members, multinational
companies: http://www.csreurope.org/members.
php] and 27 national partner organizations
[First European Marketplace on CSR:
http://www.csreurope.org/pages/en/marketplace
2005.html] across Europe. The organization
was founded in 1995 by senior European
business leaders in response to an appeal by the
then European Commission President Jacques
Delors.
Brief History
Since 1995, businesses and European policy
makers have been engaged in a dynamic
drive of reinforcing each others efforts to
develop initiatives on CSR and sustainable
development.
1993: The Appeal of President Jacques
Delors to business on CSR. In June 1993, the
then President of the European Commission
Jacques Delors made an appeal to businesses
699
700
Mission/Objectives/Focus Areas
CSR Europe is a platform for connecting
companies to share and further develop best
practice on CSR; innovating new projects
between business and stakeholders; and shaping
the business and political agenda on sustainability
and competitiveness.
Structure of Governance
CSR Europe is a business-driven membership
network with two types of members: corporate
members representing a diverse array of industries, and national partner organizations aiming to
promote and facilitate CSR in different European
countries.
General Assembly: Every corporate member
and national partner organization has a representative in the General Assembly of the network.
CSR Europe
Activities/Major Accomplishments/
Contributions
Expertise and information services: CSR
Europe offers tailored support and information
services to provide members with practical tools
and updates on the latest European and international CSR developments. CSR Europes website
also offers a wide range of publicly available
resources, e.g., publications and a database of
CSR case examples.
Best practice exchange: CSR Europes
secretariat connects member companies and
national partners for the sharing and
further development of CSR best practices
through events, working groups, and other
activities.
Collaborative projects with stakeholders:
CSR Europe and its national partner organizations connect member companies with
relevant stakeholders to seek innovative solutions
to socioeconomic challenges through joint
projects.
European stakeholder dialogue: CSR
Europe has since its inception played an
important role in providing input to the
European CSR policy debate and acting as
a platform for dialogue between companies,
policy makers, and other stakeholders at the
European level.
CSR Frameworks
Cross-References
Canadian Business for Corporate Social
Responsibility
Club of Rome
Corporate Social Responsibility
Corporate Social Responsibility Strategy
EABIS (European Academy of Business in
Society)
WBCSD
CSR Frameworks
Suzanne Young
La Trobe Business School, La Trobe University,
Melbourne, VIC, Australia
Synonyms
Corporate social responsibility framework; Corporate social responsibility model; Corporate
social responsibility structures; Social responsibility framework; Social responsibility model;
Social responsibility structures
Definition
Corporate social responsibility frameworks refer
to models and conceptual structures that frame
the corporate responsibility philosophy and
application in a business setting.
Introduction
This entry will not deal with definitions of corporate social responsibility as these will be
looked at elsewhere. What it attempts to do is
discuss different types of frameworks or conceptual structures that over the years have been useful in framing the philosophy of corporate social
responsibility and its application in the business
environment. These may also be discussed elsewhere in this encyclopedia.
701
702
CSR Frameworks
that may not reflect global or home country standards. In linking morals and strategy, corporations may choose to invest in what Carroll
(2004, p. 118) called philanthropy, which is
more often than not strategic in nature, based
on the view that businesses are expected to play
an active role in global corporate citizenship.
In this vein, Thorne et al. (2011) present
another framework that is useful in thinking
about managing CSR in home and host markets.
They present Gardberg and Fombums
(2006) matrix that categorizes citizenship expectations in home and host markets:
Minimalists are companies that adopt citizenship profiles that are minimum at home and
abroad.
Expansionists that adopt citizenship profiles
that are greater in their host market then their
home market.
Activists adopt citizenship profiles that are
active both at home and abroad.
Reductionists adopt citizenship profiles that
are lower in their host market than their
home market.
As more research is conducted and articles
written, other frameworks come to the fore. All
are useful as a way of framing the discussion
around CSR philosophies and practices.
Key Issues
There is a strong but axiomatic argument and
significant assumption that an organizations
CSR strategy should balance meeting its stakeholder needs with a strong business case for
achieving them. There seems to be currently
a variety of CSR approaches to meet standards
in reporting, disclosure, and measurement, with
companies at liberty to tailor their CSR strategy
to meet their unique stakeholder needs. And the
lack of CSR at the governance/strategic level in
many companies may mean that CSR is simply
greenwashing and viewed as a marketing
tool only. Adopting CSR as a business
approach, rather than as a moral imperative, still
entails integration from the executive level and
across business units, which is not always
CSR in Africa
703
Future Directions
The opportunity for customization of CSR to firm
values and strategies is seen as a critical requirement for improving the impact of CSR activities.
However, given the expectation of heightened
levels of regulation as a result of recent corporate
governance failures, there appears to be a threat
to this independence. With greater calls for regulation, there is a perceived threat of CSR being
driven by risk-minimizing rather than opportunity maximizing approach. There is an opportunity to better align the business rationale for CSR
with meeting stakeholder expectations which
requires proactive steps to eliminate a tick
box mentality in reporting if innovation and
impact are to be created.
CSR in Africa
Stephen Vertigans
School of Applied Social Studies, Faculty of
Health and Social Care, Institute Robert Gordon
University, Aberdeen, Scotland, UK
Synonyms
Corporate
social
responsibility
(CSR);
Nongovernment organizations (NGOs); Transnational corporations (TNCs)
Definition
Cross-References
Altruism
Corporate Social Obligation & CSR
Corporate Social Responsibility
Enlightened Self-interest
Stewardship Theory
Introduction
Corporate approaches to social responsibility in
Africa have to some extent been playing catchup. Colonial history, complicity in corruption,
environmental destruction, labor exploitation,
discriminatory practice in terms of gender, race,
and tribe and the neglect of health and safety have
contributed to negative impressions of northern
hemisphere and South African apartheid rooted
companies. Consequently there has been considerable scope for Transnational corporations
(TNCs) to improve the social impacts of their
activities and concomitantly their reputations
while according with multiple global standards.
Similarly many African companies operating
within particular nation-states have, until
704
CSR in Africa
CSR in Africa
705
706
CSR in Africa
CSR in Africa
707
708
Key Issues
In the twenty-first century, there is still
widespread poverty, high levels of childhood
mortality and low life expectancy across large
parts of Africa. Hence there is considerable
scope for CSR policies to make fundamental
improvements to many peoples. However, there
are a number of key issues which currently
restrict the extent of improvements.
One of the most notorious problems which
CSR in Africa has become associated with is
corruption. To some extent, some of the commentary draws upon racial stereotypes and lazy
CSR in Africa
CSR in Africa
threat to Northern interests has created competition for resources and markets and the profile of
CSR, or versions thereof, within competitive
packages is growing in prominence. To some
extent this could be an opportunity for greater
distribution of resources, provisions, and services
within Africa.
Such opportunities, however, should be
viewed with considerable caution. Following on
from the preceding sections, there are multiple
socially responsible issues in Africa which indigenous companies and TNCs have to consider.
Alongside this emphasis has to be placed upon
the reality that these TNCs are commercial
organizations that are not necessarily best placed
to formulate and implement solutions. Consideration of the scale of the issues such as illiteracy,
epidemics, abject poverty, famine, corruption,
political turmoil, massive inequalities, and
repressive regimes highlights the magnitude,
multiplicity, and interwoven complexity of the
problems. In other words, even if companies
wanted to address these issues, the stark reality
is that they are not capable of doing so. Moreover,
for companies to become involved to this extent
would fundamentally threaten the sovereignty of
the particular nation-state, its credibility and ultimately its legitimacy. Hence, these issues will
only be overcome with CSR involvement if
indigenous firms and TNCs are part of sustainable, representative, multiagency, and disciplinary partnerships (Vertigans 2012).
Future Directions
Shifts in patterns of global trade, communications, deregulation, privatization, and transportation have provided industrial, manufacturing,
agricultural, and service sector opportunities.
Across Africa, economies are being transformed
to utilize these possibilities. That new forms of
income generation are not being fairly shared is
indicative of the power imbalance between
TNCs, African governments, and local communities. Arguably CSR is being introduced in part
to blur the stark boundaries between powerful
709
710
CSR in Italy
CSR in Italy
Patrizia Torrecchia
Department of Scienze Economiche,
Aziendali e Finanziarie, Universita` degli studi di
Palermo, Palermo, Italy
Synonyms
RSI (Responsabilita` Sociale dImpresa)
Cross-References
Global Reporting Initiative
Millennium Development Goals (MDGs)
Royal Dutch Shell (RDS)
Sustainable Tourism
United Nations Global Initiatives
Definition
The European Commission defines Corporate
Social Responsibility as a concept whereby
companies decide voluntarily to contribute to
a better society and a cleaner environment
(European Commission 2001). A lot of other
different definitions have been set for CSR. In
general, it is seen as a way for a corporate to
self-regulate, monitoring its activities to control
where they respect the spirit of the law, the
ethical standards, and the international norms.
The objective of CSR is to make positive impacts
on the environment, consumers, employees, communities, and all stakeholders. Actually, in Italy,
this concept is assuming a broader sense: not only
Corporate Social Responsibility, but the more
general concept of Entitys social responsibility
is explored, where we find both for profit organizations, public administrations and NGOs,
namely, in Italian, the concept of Azienda.
Introduction
In Italy, as in the rest of the world, the debate on
social responsibility issue is certainly vast and
varied. In recent years, the interest around this
topic has been gradually growing, and numerous
are the entities that have decided to take the path
of social responsibility and that have become
careful of the consequences and impacts, including future ones, that their decisions and acts could
produce on the environment lato sensu.
CSR in Italy
711
712
CSR in Italy
CSR in Italy
713
714
Key Issues
If we take a look at the practical level of CSR in
Italy, it is interesting to see how institutions made
several and various reporting models. As well
analyzed by Hinna (2005), it is possible to highlight different models of approaching to CSR:
those that focus the attention on the entire process; and the others that suggest a particular
attention only on the final part of the process,
that is, the document.
Concerning the latter group, it focuses on principles definition and on the phases necessary for
drawing up the final report. Thus, following these
models the social responsibility consists only on
how good the final reports are. Hinna (2005) then
shows five different models that belong to this
approach:
Abi/Ibis model: It was conceived by the Italian
Association of Banks (Associazione Bancaria
Italiana, Abi) in 2001, in order to meet the
need of its member banks toward a social
reporting. The basic idea was that a homogeneous social balance could improve transparency and reliability of the provided data and
therefore, the banks credibility. The first ABI
model was based upon the following parts:
Introduction, a description of the characteristics of the bank; Report, a process highlighting
the value-added composition and distribution;
Social relation, an analysis of the relationship
between the bank and its context; Accounting
system, a way for monitoring the different
stakeholders expectations; Suggestions for
improvement, a concluding part that states
CSR in Italy
Future Directions
Italian CSR now faces a twofold challenge. On
the one hand, it has to second a broader definition
of CSR through the retrieval of the positive tradition of generalism anchored to the concept of
azienda that goes beyond the concept of corporate; in this way, it can state a General Social
Responsibility independent of the species of
entity. On the other hand, it needs to positively
open to the international debate for an increasing
interconnection with the other cultures on this
theme. Finally, another trend is toward a creeping
coding standard that makes not everyone agree
but that seems somehow an inevitable
perspective.
Cross-References
Core Principles of CSR Approaches
Corporate Social Innovation
CSR and Regional Development
CSR Communication
CSR Europe
CSR Frameworks
CSR Measurement
Cultures, Businesses, and Global CSR
715
716
Introduction
CSR Index
FTSE4Good Index
Sustainability Assessment Models
CSR Interaction
CSR Communication
CSR Management
Sustainability Management
CSR Measurement
Subhasis Ray
Xavier Institute of Management, Bhubaneswar,
Orissa, India
Synonyms
Corporate social performance (CSP); Measuring
corporate reputation; Sustainability rating
Definition
CSR measurement can be defined as ways to
quantify the performance of organizations in the
field of Corporate Social Responsibility.
CSR Measurement
approaches and their critiques for a better understanding of the issues related to CSR
measurement.
What to Measure?
717
There are also standards and guidelines developed by specific industry bodies. For example,
the International Council on Mining and Metals
(ICMM) publishes guidelines for companies on
various issues like environment, biotechnology,
and so on. The Equator Principles (www.equatorprinciples.com)
provide
guidelines
for
project financing organizations for managing
and assessing social and environmental risks in
project. The United Nations Global Compact
(www.unglobalcompact.org) is a widely
followed framework adopted by major multinationals of the world. The International Standards
Organization has issued its new CSR standard,
ISO 26000. This standard attempts to standardize
the understanding and meaning of CSR, though
many feel that developing universal standards for
CSR may be difficult (http://en.wikipedia.org/
wiki/ISO_26000). Most of these frameworks are
general and voluntary in nature, helping companies to operationalize them for their industry and
develop relevant performance indicators for CSR
measurement.
Key Issues
Key Measurement Methods
Indices and Databases
In the last two decades, many indices called CSR
(or sometimes) sustainability indices have been
developed to rate and rank organizations based on
their Corporate Social Performance (CSP). Some
of the better known among them are Dow Jones
Sustainability Index (DJSI), Kinder, Lydenberg,
and Domini (KLD) Database (now http://www.
msci.com/products/esg/), FTSE4Good, the
Fortune Index, Canadian Social Investment Database (CSID), etc. They were developed primarily
to help investors choose socially responsible
companies.
The databases consider multiple factors for its
CSR ratings: an organizations relation with the
community, relation with employees, environmental compliance, the nature of the product
produced, treatment of women and minorities,
military contracts, approach toward nuclear
power, etc. They measure the financial
718
performance of companies that follow the principles of sustainable development and looks at
economic, social, and environmental criteria.
The economic criteria look at codes of conduct,
corporate governance, risk, and crisis management. Environmental criteria are derived from
the report published by the company. Social
criteria cover philanthropy, labor practice,
human capital development, company reports,
and talent acquisition. Factors specific to
a particular industry are considered as applicable
under all criteria. Subsequently, information on
the different indicators is collected from
questionnaires, company and other published
documents, as well as personal contacts. Companies are first ranked based on their sustainability
practices, and the leaders are analyzed for
the financial performance. However, the
linkage between sustainable practices of
a company and its financial performance has
been debated for long, and no conclusive proof
of one affecting the other has emerged after
decades of research.
The FTSE4GOOD index (http://www.ftse.com/
Indices/FTSE4Good_Index_Series/index.jsp), like
DJSI, measures the performance of socially
responsible companies and helps investors looking
to invest in socially responsible companies.
A similar methodology like DJSI is followed.
The CSID covers community, diversity, relationship with employees, environmental performance, international operations, product and
business practices, and corporate governance.
An organizations strengths and weaknesses
along these dimensions are measured and
the average taken to be an indicator of the firms
CSR practices (Mahoney and Thorne 2005).
Measurement Based on Compliance to Codes
CSR Measurement
CSR Measurement
719
720
CSR Measurement
Future Directions
A few trends appear from the discussion above.
Most organizations today feel the necessity to
participate in CSR measurement (rating/ranking)
processes, irrespective of their motive to do so.
Cross-References
Dow Jones Sustainability Indexes (DJSI)
FTSE4Good Index
721
C
CSR Reporting Guidelines
Sustainability Reporting Guidelines
CSR Visibility
Media CSR Forum
CSR-Oriented Public-Private
Networks
Partnerships for CSR
Synonyms
CSR Models
Sustainability Assessment Models
Definition
CSR Policies
Public Policies on CSR
722
Introduction
Culture is one of the most important human characteristics and is superior to other social associations, such as nationality, political affiliation,
age, and education. Culture affects how people
behave and provides distinctions between different groups. Culture provides markers of ethnic
differences and boundaries that distinguish members and nonmembers among social (ethnic)
associations. The most common ethnic boundary
markers are kinship, the presumed biological and
descent unity of the group; commensality, the
propriety for eating together indicating equality,
peership, and intimacy (i.e., eating together is
only one step removed from the intimacy of bedding together); and common cult, indicating
a value system, sacred symbols, and attachments.
This trinity of boundary markers separates ethnic
groupings from other kinds of social aggregates,
groups, and entities. If kinship, commensality,
and cult are breached with regularity, the group
as a differentiated social association would cease
to exist (Nash 1996).
723
ORIGINS
SOCIETAL NORMS
CONSEQUENCES
Ecological Factors
Value systems of
major groups in the
population
Geography
History
Demography
Hygiene
Nutrition
Economy
Technology
Urbanization
Family patterns
Role differences
Social stratification
Socialization emphases
Educational system
Religions
Political systems
Legislation
Architecture
Theory development
such resources as prestige and wealth, with different countries weighting elements differently.
In organizations, inequality is formalized by
boss-subordinate relationships. Uncertainty
avoidance deals with the future and how humans
cope with changes in technology, law, and religion. In organizations, uncertainty avoidance
takes the forms of technology, rules, and rituals.
Individualism and collectivism, which speaks to
the relationship between the individual and the
collectivity of a given society, is reflected in the
way people live together (e.g., nuclear families,
extended families, or tribes). Masculinity and
femininity is a matter of the emotional and socials
roles of genders (e.g., universally, women attach
more importance to social goals, such as relationships and helping others). After conducting additional research, Hofstede added a fifth dimension
of national culture, long-term versus short-term
orientation, which considers attitudes toward
such things as marriage and organization philosophy (e.g., marriage should last forever even if
the love has disappeared versus if love has
disappeared from the marriage, it is best to
make a new start; bottom-line versus building
relationships and market position). Fifty countries were evaluated based on Hofstedes national
culture framework (see Table 1).
Organizations and Culture
The critical dimensions of culture for organizations are power distance (i.e., who decides what)
and uncertainty avoidance (i.e., how one can
assure that what should be done will be done).
High power-distance organizations lack trust,
support political rather than strategic thinking,
and support personal planning and control rather
than impersonal systems. High uncertaintyavoidance organizations are less likely to practice
strategic planning, leave planning to specialists,
support a need for more detail in planning and
short-term feedback, and have a more limited
view of relevant information (Hofstede 2001).
Based on power distance and uncertainty
avoidance, organizations can be categorized into
four organizational types: personnel bureaucracy,
full bureaucracy, work-flow bureaucracy, and
implicitly structured (see Table 2). In personnel
bureaucracy organizations, relationships among
people are strictly determined by hierarchal
724
Cultural Differences in Values/Ethics and Decision-Making, Table 1 Index scores and ranks of select countries
and regions
Country
Argentina
Australia
Austria
Belgium
Brazil
Canada
Chile
Columbia
Costa Rica
Denmark
Ecuador
Finland
France
Germany
Great Britain
Greece
Guatemala
Hong Kong
Indonesia
India
Iran
Ireland
Israel
Italy
Jamaica
Japan
Korea (South)
Malaysia
Mexico
Netherlands
Norway
New Zealand
Pakistan
Panama
Peru
Philippines
Portugal
South Africa
Salvador
Singapore
Spain
Sweden
Switzerland
Taiwan
Power distance
Index
Rank
49
3536
36
41
11
53
65
20
69
14
39
39
63
2425
67
17
35
4244
18
51
78
89
33
46
68
1516
35
4244
35
4244
60
2728
95
23
68
1516
78
89
77
1011
58
2930
28
49
13
52
50
34
45
37
54
33
60
2728
104
1
81
56
38
40
31
4748
22
50
55
32
95
23
64
2123
94
4
63
2425
49
3536
66
1819
74
13
57
31
31
4748
34
45
58
2930
Uncertainty
avoidance
Index
Rank
86
1015
51
37
70
2425
94
56
76
2122
48
4142
86
1015
80
20
86
1015
23
51
67
28
59
3132
86
1015
65
29
35
4748
112
1
101
3
29
4950
48
4142
40
45
59
3132
35
4748
81
19
75
23
13
52
92
7
85
1617
36
46
82
18
53
35
50
38
49
3940
70
2425
86
1015
87
9
44
44
104
2
49
3940
94
56
8
53
86
1015
29
4950
58
33
69
26
Individualism/
collectivism
Index
Rank
46
2223
90
2
55
18
75
8
38
2627
80
45
23
38
13
49
15
46
74
9
8
52
63
17
71
1011
67
15
89
3
35
30
6
53
25
37
14
4748
48
21
41
24
70
12
54
19
76
7
39
25
46
2223
18
43
26
36
30
32
80
45
69
13
79
6
14
4748
11
51
16
45
32
31
27
3335
65
16
19
42
20
3941
51
20
71
1011
68
14
17
44
Masculinity/
femininity
Index
Rank
56
2021
61
16
79
2
54
22
49
27
52
24
28
46
64
1112
21
4849
16
50
63
1314
26
47
43
3536
66
910
66
910
57
1819
37
43
57
1819
46
3031
56
2021
43
3536
68
78
47
29
70
45
68
78
95
1
39
41
50
2526
69
6
14
51
8
52
58
17
50
2526
44
34
42
3738
64
1112
31
45
63
1314
40
40
48
28
42
3738
5
53
70
45
45
3233
Long-term/
short-term
orientation
Index
Rank
n.a.a
n.a.a
31
2224
31
2224
38
18
65
6
23
30
n.a.a
n.a.a
a
n.a.
n.a.a
n.a.a
n.a.a
46
10
n.a.a
n.a.a
41
14
39
17
31
2224
25
2825
n.a.a
n.a.a
a
n.a.
n.a.a
96
2
n.a.a
n.a.a
61
7
n.a.a
n.a.a
43
13
n.a.a
n.a.a
34
19
n.a.a
n.a.a
80
4
75
5
n.a.a
n.a.a
a
n.a.
n.a.a
44
1112
44
1112
30
2526
0
34
n.a.a
n.a.a
a
n.a.
n.a.a
19
3132
30
2526
n.a.a
n.a.a
a
n.a.
n.a.a
48
9
19
3132
33
20
40
1516
87
3
(continued)
725
Country
Thailand
Turkey
Uruguay
United States
Venezuela
Yugoslavia
Region
Arab countries
East Africa
West Africa
Power distance
Index
Rank
64
2123
66
1819
61
26
40
38
81
56
76
12
Uncertainty
avoidance
Index
Rank
64
30
85
1617
100
4
46
43
76
2122
88
8
Individualism/
collectivism
Index
Rank
20
3941
37
28
36
29
91
1
12
50
27
3335
Masculinity/
femininity
Index
Rank
34
44
45
3233
38
42
62
15
73
3
21
4849
Long-term/
short-term
orientation
Index
Rank
56
8
n.a.a
n.a.a
a
n.a.
n.a.a
29
27
n.a.a
n.a.a
a
n.a.
n.a.a
80
64
72
68
52
54
38
27
20
53
41
46
n.a.a
25
16
7
2123
1011
27
36
34
2627
3335
3941
23
39
3031
n.a.a
2829
33
Cultural Differences in Values/Ethics and DecisionMaking, Table 2 National culture, organizational type,
and problem resolution
Power
distance
(PDI)
Large
Small
frameworks, but the work flow is much less codified. In China, for example, organizations are
governed by people, whereas in the United States,
organizations are government by law (Chang
1976). The work-flow bureaucracy is the opposite
of the personnel bureaucracy. In full bureaucracy
organizations, the relationships between and
among people, as well as work processes, tend
to be rigidly prescribed in either formal rules or
traditions. In contrast, implicitly structured organizations lack formal rules and relationships
between and among people and work processes
tend to be free of codification (Hofstede 2001).
Key Issues
Culture Shock
Intercultural interactions confirm ones identity
and prejudices (i.e., stereotypes) and are a source
of acculturative stress, or what is commonly
known as culture shock. The symptoms of culture
shock include excessive preoccupation with
cleanliness of drinking water, food, and surroundings; great concern over minor pains;
excessive anger over delays and minor frustrations; the idea that people are taking advantage or
cheating; reluctance to learn the host countrys
language; a feeling of hopelessness; and a strong
desire to associate with persons of ones own
nationality. Culture shock may be so severe that
an expatriates assignment has to be terminated
permanently. Culture shock has been shown to be
a persistent problem with expatriates in both
developed counties (2540%) and developing
countries (70%) (Harzing 1995). Lack of adaptation to foreign cultures is a problem for organizations and can result in communication
breakdown, loss of effectiveness, and complete
failure.
Apples and Oranges
Long-term versus short-term orientation has been
linked to political issues. The short-term orientation of Western countries cannot be applied to
726
non-Western countries, where the long-term orientation predominates. The following axioms are
not transportable from Western to non-Western
countries (Hofstede 2001).
The solutions to pressing global problems do
not presuppose worldwide democracy. The
rest of the world is going Western.
Free market capitalism cannot be universal.
This assumes an individualist mindset that is
not universal.
Concepts of human rights cannot be universal.
The Universal Declaration of Human Rights
adopted in 1948 was based on individualist
Western values, which are not consistent
with collectivism.
Business Negotiations across Cultures
Cross-cultural negotiations may involve different
rules of conduct. The nature of the control and
decision-making structure, the number of people
involved, and the distribution of decision-making
power may vary among players. Tolerance for
ambiguity during the process, negotiators emotional needs, and trusting and distrusting may not
be consistent among participants. These differences suggest the following (Hofstede 2001):
Power distance affects the degree of centralization in decision-making (i.e., importance of
negotiators status).
Uncertainty avoidance affects the tolerance of
ambiguity and trust in opponents.
Collectivism affects relationships. In collective societies, replacing a negotiator means
a new relationship must be built, which takes
times.
Masculinity affects the need for ego-boosting
behavior. Feminine cultures are more likely to
resolve conflicts through compromise and to
strive for consensus.
A long-term orientation affects the perseverance with which desired ends are pursued.
Future Directions
The Role of Moral Judgment
Moral judgment is a psychological process and
the outcome of cognitive moral development
(CMD), cultural background, and personal
moral code. The quality of moral judgment
Culture
727
Cultural Pluralism
Cross-References
Discrimination
Diversity
Cultural Relativism
References and Readings
Anderson, S., & Cavanagh, J. (2000). Top 200: The rise of
corporate global power. Institute of Policy Studies.
Retrieved November 21, 2010, from http://www.
corpwatch.org/article.php?id377
Chang, Y. L. (1976). Early Chinese management thought.
California Management Review, 19, 7176.
Draft, R. L. (2005). The leadership experience (3rd ed.).
Vancouver, BC: South-Western College Publishing.
Culture
Cultural Differences in Values/Ethics and
Decision-Making
728
Synonyms
Best practice; High performance work practices;
National cultures, values, beliefs, assumptions;
SHRM practices
Definition
These synonyms show at least two different
groups of uses which should be stressed here.
SHRM practices also known as high performance
work practices (HPWP), or best practices, are
those decisions and actions which concern the
management of employees at all levels in the
business, and which are related to the implementation of strategies directed toward sustaining
competitive advantage (Kramar 1992). Examples
include recruitment practices, staff appraisal systems, remuneration systems, and flexible work
arrangements.
Culture is the beliefs, values, assumptions,
attitudes, and behaviors of a group of people.
National culture is defined as the values,
beliefs, and assumptions learned in early childhood that distinguish one group of people from
another (Aycan et al. 2007). National culture is
deeply embedded in everyday life and is relatively impervious to change (Hofstede 2001,
2006). It is also a central organizing principle of
employees understanding of work, their
approach to it, and the way in which they expect
to be treated. National culture implies that one
way of acting or one set of outcomes is preferable
to another.
Organizational performance is a method of
measuring the success of the organization to
ensure that it achieves its goal (Guest 2001).
Organizations link the maximization of
Introduction
Of all the factors affecting strategic human
resource management (SHRM), perhaps none is
more potent than the national culture. This is
because the values underlying human resource
management (HRM) are not based on individual
countrys values. As Kanungo (1995, p. 11)
pointed out:
. . .because many of our human resource management tools have been developed primarily within
a context of economically developed nations, most
have never been appropriate for use in developing
countries. Traditional US-based HRM theories, in
particular, with their lack of contextual
embeddedness, their strong individualistic orientation, and their emphasis on freewill. . . mismatch
what is most salient about the nature of work and
human systems in developing countries.
Key Issues
Concept of Culture
To understand the implications of cultures within
an organization, it is important to understand the
basic concept of culture:
. . .the core of culture is composed of explicit and
tacit assumptions or understandings commonly
held by a group of people; a particular configuration of assumptions/understandings is distinctive to
the group; these assumptions/understandings serve
as guides to acceptable and unacceptable perceptions, thoughts, feelings and behaviors; they are
learned and passed to new members of the group
through social interaction; culture is dynamic it
changes over time. (Milliken and Martins 1989)
729
Future Directions
While progress has been made in the field of
HRM, this entry illustrates that much remains to
be done to make culture a global discipline. In
this spirit, the entry offers unexplored questions
and presents a new framework and approaches to
make SHRM practices more inclusive of cultures
around the globe. It is hoped that this entry will
stimulate new dialogues and new debates making
cross-cultural issues more of the norm, and less of
the exception in the field of HRM. Research
on this field (Budhwar and Katou 2005) has
been more concerned with relationships between
SHRM practices and organizational performance
mediated by HRM outcomes.
Cross-References
Business Performance
Business Strategy
730
Competitive advantage
Corporate Reputation
Corporate Strategy
Culture and Organization Performance
Culture of Implementation
from Kenyan organizations. International Journal of
Human Resource Management, 11(4), 639663.
Nyambegera, S. M., Daniels, K., & Sparrow, P. (2001).
Why fit doesnt always matter: The impact of HRM
and cultural fit on job involvement of Kenyan
employees. Applied Psychology: An International
Review, 51(1), 109140.
Culture of Implementation
Implementation
Synonyms
Corporate culture; Cultural pluralism; Ethical
relativism; Global CSR; Governance; Human
rights performance; International business;
Multinationals; Organizational behavior; Organizational culture; UN Global compact
Definition
The topic of the present entry is transdisciplinary
since it covers the following topics: multinationals
and local cultures, global ethics and global business,
and finally a series of issues similar to the present
one such as cultural pluralism, ethical relativism,
organizational behavior, organizational culture,
etc. All of these issues arise from the simple daily
phenomenon of their multinationals entering and
operating in our local cultures and vice versa.
The first word which needs to be clarified is the
word global. If one searches the internet in order to
find an identifying feature of the global business or
CSR, one will be disappointed since a vast majority
731
732
Introduction
Since there are many descriptions of culture, of
business, and of CSR, one cannot start by making
any sound statement concerning these phenomena
and their relations. This goes even beyond descriptions of phenomena in question because various,
often incommensurable, routines are considered to
be hardcore cultural, business, and CSR practices in
the same time or not at all. For instance, philanthropy is considered as a cultural routine in some
parts of the world, as well as a typical CSR activity
too, and as such it is rarely performed without great
expectations of certain substantial economic and
noneconomic returns (which in most cases goes
heavily beyond the costs of it), and therefore, it is
essentially inauthentic. In addition, philanthropic
CSR is often performed in order to cover some
corporate social irresponsibilities (CSI) done in
the same time by the same company but in
a different department, or in a different part of the
world; therefore, the CSR is basically selective or
partial. On the other hand, as far as it is certain
that there are no criminal cultures, that is to say that
criminal parts of cultures are always a kind
of subculture phenomena, it is illustrative that
non-selective, anonymous, and authentic CSR
(meaning without expectation of any economic or
noneconomic returns whatsoever) is sometimes
performed by essentially criminal businesses (for
example, by Yakuza after the Kobe earthquake in
1995), and that some essentially CSI and illegal
actions are performed by so to say humanistic
institutions (such as by some high UN officials or
by Caritas officials). So, there is no strict difference
between CSR and CSI and clear-cut descriptions of
any particular CSR or CSI activity (surely ethical
codes of various professions tend to supply precise
definitions (duties) of what is forbidden and
Key Issues
1. Local Cultures and Corporate Cultures:
A Preliminary Conceptual Analysis
Concerning general conceptual relations between
cultures, businesses, and social responsibilities
(SR) some features can be mentioned and
questioned. Basically, cultures as well as businesses have their own SR as their integral parts.
Some cultures and businesses have SR than
others; some can be educated quite easily and
are eager to learn, others refuse to do it. More to
that, there is no business which is not a part of
a culture in many different ways; therefore:
(1) Any business is a part of at least one culture,
meaning that it operates within a community
which has more or less distinctive cultural
features.
On the other hand, there is always something
that can be labeled as the culture of a business;
therefore:
(2) Certain corporate culture is always a part of
a business no matter if it is implicit and indirectly manifested (by standard routines of
a company), or explicit and clearly stated
(in some companys documents).
Therefore, what we have here is a kind of
bottom-up model: culture business business
culture (as shown in Fig. 1 within a and b both).
Here, one should not have in mind just cultural
perspectives of a business such as managerial,
733
A continental or global
contexts: EU, UN, Human
Rights, The Global Compact
A culture
A culture
a
A business
A business
c
A business
culture
b
d
A business
culture
734
735
736
laws and customs with its own corporate culture which can be considered legal and good
in the home country but completely criminal
and immoral in the host country (examples
like child labor, forced labor, discrimination
on the basis of gender or race).
(e) How a multinational should perform if it
operates in a less developed country? To what
extent it should interfere with the host countrys
resources, labor, and culture? Should human
rights be regarded as minimum of interference
in terms of not ignoring safety, health, protection of land, etc. of the host country?
(f) Although there are universal human rights,
there are no adequate international social institutions, laws, and courts which can set rules for
multinationals. Therefore, multinationals can
fix prices in transfer payments, avoid taxes,
and circumvent national legal restrictions.
What kind of global institution is needed in
order to control multinationals? (For instance,
the Clinton White House in July 1998 declined
to sign the documents of the International
Criminal Court (ICC) precisely because of
a clear view on these matters).
The hypothesis (4) can be viewed from
a variety of perspectives, but two are of importance here, namely, from the cultural point of
view, and from business point of view. These
viewpoints are not as mutually radically opposed
as they seem to be:
Since under the cultural point of view, one
should have in mind some elements of cultural
anthropology dealing with economic, business, and entrepreneurship phenomena.
Under the business point of view, one should
have in mind some elements of international
and inter- and transcultural business practices
(in spheres of international management, marketing, governance, etc.).
Both views meet in different pragmatic models
of integration of CSR in the whole composed of
businesses and cultures. The most fitting model is
an application of the stakeholder theory contrary to
the most popular practice which is the stockholder
theory, but there are other theories such as an
a company
737
a local
culture
a company
=
a local
culture
a company
a local
culture
C
=
a company
a local
culture
a company
a local
culture
a company
a local
culture
Future Directions
Cultures and Businesses as Perspectives of
an Integral Living Process: Lessons for
a Global CSR
It seems useful to view and to act as this interaction
between a business and a local culture is a kind of
process (as a whole) which should be managed
properly or lege artis meaning with certain mutual
respect and dignity as properties of the very process. A CSR as an integral part of a culture, no
matter if it is considered on a conceptual, an intranational, an international, or a global level, flows
from the very nature of core business, and it is by
all means value-neutral set of routine practices
integral, implicit, and essentially manifested by a
good business being done properly. Now, the
idea of global CSR is not the idea of an
essence which should be universally imposed to
any global business as something additional,
extraordinary, or special.
(5) Rather, the idea of a global CSR is the idea of
a global net of many similarities and dissimilarities, analogies and disanalogies, and patterns of national, international, and
738
Business +
CSR theory
manifests
Business +
CSR practice
governs
A CORE
BUSINESS
Standard business
/ CSR procedure
creates
exemplifies
Business ethics +
CSR principles
(ethical codes...)
Finance,
accounting,
management
and marketing
culture
Business +
CSR facts
Global
Business
Culture
A local
culture
Cultures, Businesses, and Global CSR, Fig. 3 An integral unity of business, cultures and CSR
739
Cross-References
Bribery and Corruption
Corporate Social Responsibility
Cross-Cultural Attitudes to CSR
Cultural Differences in Values/Ethics and
Decision-Making
Global Governance and CSR
Stakeholder Theory
Customer
Primary Stakeholders
740
Customer Satisfaction
Customer Value Creation
Synonyms
Competitive advantage; Customer lifetime
values; Customer perceived value; Customer
satisfaction; Customer value drivers, relationships; Market orientation; Outside-in approach
Definition
Customers willingness to buy a product is often
driven by his assessment of its functional, social,
and psychological values relative to alternatives
and efforts. When making choice among competing alternatives, rational and knowledge customers prefer offerings perceived to deliver
superior value, thus potentially creating competitive advantage. Consumers themselves articulate
value expectations for every product class, brand,
and vendor based on their vast access to information and attempt to express such expectations as
preference drivers. The classical economic theorists view customer value as the worth of a thing,
which may be intrinsic or extrinsic. By this,
inducement of feelings and emotional states
through respects, courtesy, warmth, empathy,
and assistance may also be an integral part of
shopping profile in terms of demography, attitude, perception, psychographics, and other characteristics that determine preferences, activities,
tastes, likes and dislikes, and complaints. However, the back-office systems (or data warehouse)
fill and support customer orders and store all
customer information to help top management
or recovery team monitor contacts and make
informed decisions on how to add values and
foster continuity in the buyer-seller affairs.
Firms use intimate knowledge of customer preferences to inject into every staff and units of the
organization, including the trading partners (e.g.,
suppliers and dealers) esprit de corps toward
building differentiated and customer valued
business. The effectiveness of marketing
strategy revolves around understanding the
factors that drive customer perception of values
or the heuristic of value equation perceived
value perceived benefits /delivered price.
Introduction
The road maps in firms pursuit for where and
how to attract long-term growth given environmental changes revolve around real and
sustained customer value creation. Customers
are fast becoming a key source of competitive
advantage organizations enjoy market leadership and dominant market share by distinguishing
themselves in sustainable customer value
creation process offering streams of unique
and compelling benefits to the chosen market
segments. The knowledge economy attempts
convergence of information, goods, and services
into total solutions to maximize customer perceived values and of course customer satisfaction.
Firms
develop
knowledge-based
relationship with customers in attempts to create
and deliver customer values overtime; they seek
to replace win-lose or zero-sum thoughts
(negative) with win-win thinking or value
creationdriven growth (positive). Gone are the
days of manipulation of marketing mix and
wealth maximization, traditional re-engineering,
single unconnected events, or exclusive focus on
internal value creation (inside-out) processes.
741
742
environments decors, sound, visible configuration of merchandise, etc; social surroundings (see 2 above); task antecedent, e.g.,
momentary moods such as anxiety, pleasantness, hostility, and excitements or momentary
conditions such as cash on hand, fatigue, and
illness rather than chronic traits; task definition, e.g., shopping for use or for gift; and
temporal perspective, e.g., time of the day to
season of the year.
5. Buyer Perception about the Vendors. Often
customer values are driven by the extent to
which buyers perceive firms as good strategic
partners. This view is informed by the firms
perceived financial, technology and manpower strengths, credibility, trust, expertise,
and commitment to shared values. Where economic and performance values can be
influenced relatively rapidly by changes in
price and product design, it takes longer time
to change perceptions about a company.
743
744
745
and market saturation; complexity and globalization of markets; and technological breakthrough
have caused repositioning of business to giveand-take flow of values. The recognition is that
the cost of generating new customers outweighs
that of keeping existing ones. Scholars (e.g.,
Buchanan and Gilles 1990; Boone and Kurtz
2007) show that continual delivery of customer
values is associated with relationship and profitability. First, account maintenance costs decline
as percentage of revenue increases per account;
second, sales is stimulated by building switching
barriers and less price sensitivity as well as creating media through which satisfied customers
voice out cost-free viral promotions and referrals;
and third, long-term customers are more likely to
purchase ancillary products and higher margin
supplemental products. For instance, product
bundling (pairing goods or services for a price,
e.g., Dabur Herbal toothpaste and Ballpoint pen)
and sales cannibalization/cross-selling (selling
related offering to existing customers, e.g.,
Coke and Diet Coke) satisfy the last option.
7. Positioning and Repositioning
Once a product is accurately made to reflect
customer value requirements, the next marketing
thrust is to utilize firms distinctive value creating
competencies to create competitive advantage.
Often firms effectively use elements of promotion to carve out a distinctive niche in the minds
of the public(s) in a manner that the firm and its
products are perceived to solve customer problems relative to competitors offerings. For
instance, Avis challenged Hertz saying we are
number two, we try harder; it differentiated itself
from the underdog a clever marketing strategy,
since Americans tend to favor the underdog. An
effective positioning attracts premium price and
distribution leverage and makes it difficult for
opponents to match attractively without lowering
customer value indices. However, an effective
positioning may be repositioned later to accommodate changes in the environment. For instance,
7 Up Bottling Company repositioned itself from
Un-cola to a Caffeine-free soft drink with the
message: Caffeine. Never had it. Never will.
Schlitz was positioned as: when youre out of
746
Key Issues
Customer value creation evolves to offer sustainable and more strategic growth opportunities to
firms. Writings on it have long existed but it is
only recently their application began to gather
moment owing to stiff competition and other
environmental variables. The philosophy is that
profit maximization is not the purpose of an
enterprise but a limiting factor. Profit is a result
and not a cause; it is a test of business validity or
performance against the classical economic
invention emphasizing the explanation, cause,
or rational of business behaviors. Business purpose lies in the society; its ability to continually
deliver customer values measures its competitiveness and permits the mantra of your money
back and no question asked. Therefore redefining
business purpose to reflect customer values is
increasingly important because the competitive
world demands long-term buyer-seller affairs
rather than the traditional interactions created by
marketing mix taxonomy.
Future Directions
Sustainable growth and good corporate citizenry
are increasingly achieved by placing customer
value creation first. This raises questions about
the processes through which customer value creation advocates convince value-chain/investors
on improved customer intimacy. Recognizing
that there is a paradigmatic shift from shortterm buyer-seller interactions to an overtime relationships, the future directions of research should
focus on
Proposing more dynamic mechanisms that
guide management on thorough grasping of
the world of consumers with special interest
on what drives customer perceptions, and
translating same to superior and compelling
values.
Redefining and revalidating the linkages
between customer values, marketing strategies, business purpose, and business process.
Regularly reconsidering the dynamics of customer values and buying situations in order to
make reliable forecasts bearing in mind the
length of time required to implement investments in service/product development, marketing channels, and other business
processes. Apparently ample studies focus on
this but not much applies to practical settings.
Therefore, organizations wanting successful
growth potentials amid changing environment
must critically explain the customer in terms
of his value propositions and value expectations, and deliver same better than
competitors.
Cross-References
CSR and Catholic Social Thought
Customer Perceived Value
747