MGT166 University Of California Corporate social responsibility https://docs.google.com/document/d/1umNf36ujYC0Mwp…This is a study guide.Please complete

MGT166 University Of California Corporate social responsibility https://docs.google.com/document/d/1umNf36ujYC0Mwp…This is a study guide.Please complete them and ignore questions about guest speaker.I uploaded the text book. Strategic Corporate Social Responsibility
4 Edition
Strategic Corporate Social
Responsibility
Sustainable Value Creation
4 Edition
David Chandler
University of Colorado Denver Business School
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Library of Congress Cataloging-in-Publication Data
Names: Chandler, David, 1969– author.
Title: Strategic corporate social responsibility : sustainable value creation / David Chandler, University of
Colorado Denver Business School.
Description: Fourth edition. | Thousand Oaks : Sage Publications, [2016] | Earlier editions authored by David
Chandler and William B. Werther Jr. | Includes bibliographical references and index.
Identifiers: LCCN 2016004555 | ISBN 9781506310992 (pbk. : alk. paper)
Subjects: LCSH: Social responsibility of business. | Social responsibility of business—Case studies.
Classification: LCC HD60 .W46 2016 | DDC 658.4/08—dc23
LC record available at http://lccn.loc.gov/2016004555
This book is printed on acid-free paper.
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Brief Contents
List of Figures
Glossary
Preface: Why CSR Matters
Plan of the Book
Acknowledgments
Part I: Corporate Social Responsibility
Chapter 1: What Is CSR?
Chapter 2: The Driving Forces of CSR
Chapter 3: Corporate Rights and Responsibilities
Part I Case Study: Religion
Next Steps
Part II: A Stakeholder Perspective
Chapter 4: Stakeholder Theory
Chapter 5: Corporate Stakeholder Responsibility
Chapter 6: Who Owns the Corporation?
Part II Case Study: Impact Investing
Next Steps
Part III: An Economic Perspective
Chapter 7: The Pursuit of Profit
Chapter 8: Incentives and Compliance
Chapter 9: Accountability
Part III Case Study: Financial Crisis
Next Steps
Part IV: A Strategic Perspective
Chapter 10: Strategy + CSR
Chapter 11: CSR as a Strategic Filter
Chapter 12: Strategic CSR
Part IV Case Study: Supply Chain
Next Steps
Part V: A Sustainable Perspective
Chapter 13: Sustainability
Chapter 14: Implementing CSR
Chapter 15: Sustainable Value Creation
Part V Case Study: Employees
Final Thoughts
Endnotes
Company Index
Subject Index
About the Author
Detailed Contents
List of Figures
Glossary
CSR Terms
Strategy Terms
Preface: Why CSR Matters
Strategic Corporate Social Responsibility
Studying CSR
Plan of the Book
Acknowledgments
Part I: Corporate Social Responsibility
Chapter 1: What Is CSR?
A New Definition of CSR
The Evolution of CSR
Culture and Context
Foundations of CSR
An Ethical Argument for CSR
A Moral Argument for CSR
A Rational Argument for CSR
An Economic Argument for CSR
Strategic CSR Debate
Questions for Discussion and Review
Chapter 2: The Driving Forces of CSR
Affluence
Sustainability
Globalization
Communications
Mobile Devices
Social Media
Brands
Strategic CSR Debate
Questions for Discussion and Review
Chapter 3: Corporate Rights and Responsibilities
Corporate Rights
Citizens United
Corporate Responsibilities
Benefit Corporations
Strategic CSR Debate
Questions for Discussion and Review
Part I Case Study: Religion
Religion and Capitalism
Islamic Finance
Strategic CSR Debate
Questions for Discussion and Review
Next Steps
Part II: A Stakeholder Perspective
Chapter 4: Stakeholder Theory
Who Is a Stakeholder?
A New Stakeholder Definition
Which Stakeholders Should Be Prioritized?
Organizational, Economic, and Societal Stakeholders
Evolving Issues
A Model of Stakeholder Prioritization
Prioritizing Stakeholders
Strategic CSR Debate
Questions for Discussion and Review
Chapter 5: Corporate Stakeholder Responsibility
CSR: A Corporate Responsibility?
Milton Friedman Versus Charles Handy
CSR: A Stakeholder Responsibility?
Caring Stakeholders
Informed Stakeholders
Transparent Stakeholders
Educated Stakeholders
Engaged Stakeholders
Strategic CSR Debate
Questions for Discussion and Review
Chapter 6: Who Owns the Corporation?
History of the Corporation
Shareholders
Shareholders Own Stock
A Legal Person
Business Judgment Rule
Fiduciary Duties
Dodge v. Ford
Shareholders Versus Stakeholders
Strategic CSR Debate
Questions for Discussion and Review
Part II Case Study: Impact Investing
Socially Responsible Investing
Values-Based Funds
Social Impact Bonds
Strategic CSR Debate
Questions for Discussion and Review
Next Steps
Part III: An Economic Perspective
Chapter 7: The Pursuit of Profit
Markets
Stakeholders as Market Makers
Profit
Economic Value + Social Value
Profit Optimization
Production Value and Consumption Value
Social Progress
Bottom of the Pyramid
Unilever
Strategic CSR Debate
Questions for Discussion and Review
Chapter 8: Incentives and Compliance
Voluntary Versus Mandatory
Behavioral Economics
Plastic Bags
Nudges
Walmart
The Walmart Paradox
Is Walmart Good for Society?
Walmart and Sustainability
Walmart and Greenwash
Walmart and Strategic CSR
Strategic CSR Debate
Questions for Discussion and Review
Chapter 9: Accountability
Defining CSR
Measuring CSR
CSR Standards
CSR Certification
CSR Labels
Pricing CSR
Lifecycle Pricing
Free Markets
Strategic CSR Debate
Questions for Discussion and Review
Part III Case Study: Financial Crisis
The Great Recession
Moral Hazard
Global Capitalism
Occupy Wall Street
Countrywide
Bank of America
Strategic CSR Debate
Questions for Discussion and Review
Next Steps
Part IV: A Strategic Perspective
Chapter 10: Strategy + CSR
What Is Strategy?
Competing Strategy Perspectives
SWOT Analysis
The Resources Perspective
Limitations of the Resources Perspective
The Industry Perspective
Limitations of the Industry Perspective
The Integration of Strategy and CSR
Combining the Resources and Industry Perspectives
Integrating CSR
The CSR Threshold
Variation Among Companies
Variation Among Industries
Variation Among Cultures
Strategic CSR Debate
Questions for Discussion and Review
Chapter 11: CSR as a Strategic Filter
The CSR Filter
Structure
Competencies
Strategy
CSR Filter
Environment
The Market for CSR
CSR Price Premium
CSR Market Abuse
The CSR Filter in Action
Strategic CSR Debate
Questions for Discussion and Review
Chapter 12: Strategic CSR
Defining Strategic CSR
CSR Perspective
Core Operations
Stakeholder Perspective
Optimize Value
Medium to Long Term
Strategic CSR Is Not an Option
Not Philanthropy
Not Caring Capitalism
Not Sharing Value
Strategic CSR Is Business
Strategic CSR Debate
Questions for Discussion and Review
Part IV Case Study: Supply Chain
An Ethical Supply Chain
Fair Trade
An Unethical Supply Chain
Apple
A Strategic Supply Chain
Starbucks
Strategic CSR Debate
Questions for Discussion and Review
Next Steps
Part V: A Sustainable Perspective
Chapter 13: Sustainability
Sustainable Development
COP21
Climate Change
Resilience
Natural Capital
Stakeholders
Interface and M&S
Waste
e-Waste
Beyond Sustainability
Strategic CSR Debate
Questions for Discussion and Review
Chapter 14: Implementing CSR
Strategic Planning
Short- to Medium-Term Implementation
Executive Investment
CSR Officer
CSR Vision
Performance Metrics
Integrated Reporting
Ethics Code and Training
Ethics Helpline
Organizational Design
Medium- to Long-Term Implementation
Stakeholder Engagement
Marketing
Corporate Governance
Social Activism
The Socially Responsible Firm
Strategic CSR Debate
Questions for Discussion and Review
Chapter 15: Sustainable Value Creation
Values, Morals, and Business Ethics
Creating Value
Conscious Capitalism
Values-Based Business
Ben & Jerry’s
Strategic CSR Is Good Business
Strategic CSR Debate
Questions for Discussion and Review
Part V Case Study: Employees
Timberland
The Gig Economy
Employee-Centered Firms
John Lewis
Zappos
Strategic CSR Debate
Questions for Discussion and Review
Final Thoughts
Endnotes
Company Index
Subject Index
About the Author
List of Figures
Preface Figure 1 Bloom’s Taxonomy of Learning xxxi
Part I: Corporate Social Responsibility
Figure 1.1 The Corporate Social Responsibility Hierarchy 5
Figure 1.2 The History and Evolution of CSR 10
Figure 2.1 The Three Phases of Stakeholder Access to Information 29
Figure 2.2 The Two Phases of Globalization 31
Figure 2.3 The Free Flow of Information in a Globalizing World 36
Figure 3.1 The Corporation’s Rights, Responsibilities, and Self-Interest 40
Figure I.1 Religion in the United States (% of adult population, 2001–
2008) 57
Figure I.2 Religion in the UK (% of adult population, 2001–2011) 58
Part II: A Stakeholder Perspective
Figure 4.1 A Stakeholder Model 76
Figure 4.2 Prioritizing Issues 81
Figure 4.3 Prioritizing Stakeholder Interests 82
Figure 4.4 The Five Steps of Stakeholder Prioritization 85
Figure 5.1a The Firm and Stakeholders as Independent Actors 95
Figure 5.1b The Firm and Stakeholders as Integrated Actors 95
Figure 5.2 The Strategic CSR Window of Opportunity 97
Figure 5.3 The CSR Sweet Spot Versus Danger Zone 100
Figure 5.4 The Honesty and Ethics of Business Executives (1990–2014)
101
Figure 5.5 Consumers’ Willingness to Pay for CSR (2011–2014) 103
Figure 5.6 A Stakeholder ’s Responsibilities 108
Figure 6.1 Primary Versus Secondary Markets for Securities 113
Figure 6.2 Shareholder Rights in the United States 117
Figure II.1 Growth of ESG Funds in the United States (1995–2014) 130
Figure II.2 Growth of SIBs Worldwide (2010–2015) 137
Part III: An Economic Perspective
Figure 7.1 Income Distribution Throughout the World (income,
population) 153
Figure 7.2 Unilever—The Sustainability Leader (2015) 156
Figure 8.1 Walmart Stores Worldwide: Total Number of Retail Stores per
Country, by Region (July 2015) 169
Figure 9.1 The Product Lifecycle 193
Figure III.1 Fines Paid by the Six Largest US Banks (2010–2013, billions
of $) 204
Part IV: A Strategic Perspective
Figure 10.1 Porter ’s Five Competitive Forces 217
Figure 10.2 The Business-Level CSR Threshold 224
Figure 11.1 Strategic Constraints and the CSR Filter 232
Figure 11.2 Strategy Formulation Using the CSR Filter 244
Figure 12.1 Porter & Kramer ’s Strategy and Society Model 249
Figure 12.2 The Difference Between CSR and Strategic CSR 261
Figure IV.1a Retail Sales of Fair Trade Products in the UK (£ million,
2001–2011) 265
Figure IV.1b Imports of Fairtrade Coffee to the United States (volume in
millions of pounds, 1998–2013) 266
Figure IV.2 Ripples of Responsibility Across the Supply Chain 275
Part V: A Sustainable Perspective
Figure 13.1a Total Carbon Emissions by Country (percent, 2015) 287
Figure 13.1b Per Capita CO2 Emissions Among the G20 Countries
(metric tons, 2011) 288
Figure 13.2 The Carbon Footprint of Tropicana Orange Juice (0.5 gallons
= 3.75 lbs [1.7 kg] of CO) 292
Figure 13.3 Total e-Waste in the United States (2010) 298
Figure 14.1 The Triple Bottom Line 313
Figure 14.2 A Firm’s CSR Plan of Implementation 323
Figure 15.1 Strategic Decision Making in a Values-Based Business 335
Figure V.1 The Threat to Work From Automation 350
Glossary
CSR Terms
Consistent definitions, rhetoric, and vocabulary are the entry point to understanding
any discipline, yet they remain elusive and fiercely debated within the field of CSR.1
As such, the range of competing terminology that is used can be a source of
confusion for executives, academics, journalists, and other students of CSR.
Ostensibly part of the same discussion, it is common to see CSR referred to in a
number of different ways:
“Corporate responsibility” or “corporate citizenship”
“Conscious capitalism” or “sustainable business”
“Corporate community engagement” or “strategic philanthropy”
“Sustainability” or “corporate environmental responsibility”
“Corporate social performance” or “corporate social strategy”
In many cases, writers are using different terms to mean very similar things, yet
heated debates can sprout from these semantic subtleties. Rather than engage in this
debate, this book focuses on the term corporate social responsibility due to its
widespread diffusion, even while recognizing that different people interpret it in
different ways. In order to clarify some of the confusion and provide a consistent
vocabulary with which to read this book, therefore, brief definitions of some of the
many CSR concepts are detailed below. These terms are discussed in the CSR
literature (some more widely than others) and referred to throughout this book.
Accountability:
The extent to which a firm attends to the needs and demands of its stakeholders
(see Transparency).
Activism:
Actions (e.g., campaigns, boycotts, protest) by individuals, nonprofit
organizations, or NGOs designed to further social, political, or environmental
goals.
Advocacy advertising:
Efforts by firms to communicate social, environmental, or political positions
to stakeholders (see Cause-related marketing).
Badvertising:
Advertising, marketing, or PR activities by a firm that promote socially
irresponsible behavior, often generating a backlash by stakeholders.
B Corp:
A certification awarded to firms that meet specific standards of transparency
and accountability set by the nonprofit B Lab (http://www.bcorporation.net/).
Benefit corporation:
A type of legal structure for businesses (http://benefitcorp.net/) that is available
only in those US states that have passed benefit corporation legislation.
Business citizenship:
Socially oriented actions by firms designed to demonstrate their role as
constructive members of society.
Business ethics:
The application of ethics and ethical theory to businesses and business
decisions.
Cap-and-trade:
A market established to buy and sell the right to emit carbon. It is underwritten
by government-issued credits and is designed to limit the total amount of
carbon in the atmosphere.
Carbon footprint:
A firm’s total emissions of carbon-related greenhouse gasses, often measured
in terms of tons of carbon or carbon dioxide (see Greenhouse gas).
Carbon insetting:
A firm’s integration of sustainable practices directly into the supply chain to
take responsibility for its carbon emissions (see Carbon offsetting).
Carbon intensity:
A measure of a firm’s environmental impact that is calculated by dividing
carbon emissions by annual sales.
Carbonivore:
An organization or technology that removes more carbon from the air than it
emits, “either storing it, turning it into a useful product or recycling it.”2
Carbon neutral:
An effort to ensure a firm’s net carbon emissions are zero (see Net positive).
Carbon offsetting:
A firm’s reduction of its carbon footprint by paying for environmentally
beneficial behavior by a third party (see Carbon insetting).
Cash mob:
A group of community residents who use social media to assemble at a given
date and time to spend money in support of a local business.
Cause-related marketing:
Efforts to gain or retain customers by tying purchases of the firm’s goods or
services to the firm’s philanthropy (see Advocacy advertising).
Circular economy:
A means to reduce waste within economies via greater efficiency or by reuse,
repair, or recycling (see Cradle-to-cradle).
Civic engagement:
Efforts by a firm to improve a local community.
Clicktivism:
A form of social or environmental protest that is conducted online via social
media (e.g., signing an online petition).
Climate change:
The term used to describe the effect on the planet’s weather systems of human
economic activity.
Coalitions:
Collections of organizations, stakeholders, or individuals that collaborate to
achieve common goals.
Community advocacy panels (CAPS):
Formal or informal groups of citizens who advise firms about areas of
common interest that affect the local community.
Compliance:
Actions taken by firms to conform to existing laws and regulations.
Conscious capitalism:
An emerging economic system that “builds on the foundations of Capitalism—
voluntary exchange, entrepreneurship, competition, freedom to trade and the
rule of law. These are essential to a healthy functioning economy, as are other
elements of Conscious Capitalism including trust, compassion, collaboration
and value creation.”3 Synonymous with strategic CSR, it is based on four
principles that encourage the development of values-based businesses: higher
purpose, stakeholder interdependence, conscious leadership, and conscious
culture (see Values-based business).
Consumer activism:
Efforts by customers to have their views represented in company policies and
decision making. Organized activism is more likely referred to as a “consumer
movement,” which can advocate for more radical changes in consumer laws.
Consumer boycott:
Customers who avoid specific industries, firms, or products based on
performance metrics or issues that they value.
Consumer buycott:
Consumers who actively seek to support specific industries, firms, or products
through their purchase decisions based on performance metrics or issues that
they value. Such support is often warranted because an industry or specific firm
has been marginalized by other stakeholders in society.
Corporate citizenship:
See Business citizenship.
Corporate philanthropy:
Contributions by firms that benefit stakeholders and the community, often made
through financial or in-kind donations to nonprofit organizations.
Corporate responsibility:
A term similar in meaning to CSR, but preferred by some companies because it
deemphasizes the word social.
Corporate social opportunity:
A perspective that emphasizes the benefits to firms of adopting CSR, mitigating
the perception of CSR as a cost to business.4
Corporate social performance:
The benefits to the firm (often measured in traditional financial or accounting
metrics) gained from implementing CSR.
Corporate social responsibility (CSR):
A responsibility among firms to meet the needs of their stakeholders and a
responsibility among stakeholders to hold firms to account for their actions.
Corporate social responsiveness:
Actions taken by a firm to achieve its CSR goals in response to demands made
by specific stakeholder groups.
Corporate stakeholder responsibility:
A responsibility among all of a firm’s stakeholders to hold the firm to account
for its actions by rewarding behavior that meets expectations and punishing
behavior that does not.
Corporate sustainability:
Business operations that can be continued over the long term without
degrading the ecological environment (see Sustainability).
Cradle-to-cradle:
A concept introduced by William McDonough that captures the zero-waste,
closed-loop concept of the circular economy (see Circular economy).5
Downcycling:
A recycling process that reduces the quality of the recycled material over time
(see Recycling and Upcycling).
Eco-efficiency:
An approach to business that is characterized by the need to “do more with
less” and popularized by the phrase “reduce, reuse, recycle.”
Ecopreneur:
“Environmental and social entrepreneurs [who] lead socially committed,
break-through ventures that are driven by environmental, social, and economic
goals”6 (see Social entrepreneur).
Ecosystem:
A self-sustaining community.
Enlightened self-interest:
The recognition that businesses can operate in a socially conscious …
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