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Making Sustainability Work
The best practices in corporate sustainability performance are no longer the exclusive domain of companies like Ben & Jerry's or The Body Shop, as they were a decade ago; now, large, multinational companies like G.E. and Wal-Mart are leading the way with significant financial and organizational commitments to social and environmental issues. However, good intentions aren't enough. Whether motivated by concern for society and the environment, government regulation, stakeholder pressures, or economic profit, managers and strategists need to continue making significant changes to more effectively manage their social, economic, and environmental impacts-and to remain competitive. The guidance they need to do that is in this book.
eBook
Creating social value : a guide for leaders and change makers
Social value creation is a journey and each company charts its own path through uncertain and complex terrain. The entrepreneurial leaders profiled in this book are trail-blazers in this new business landscape using both strategy and innovation to generate profits and social value simultaneously. Creating Social Value focuses on the motivations and preoccupations of entrepreneurial leaders as they look to activate change within their companies, in their sectors, value chains and even through co-creating partnerships with their competitors. Such change requires fundamentally new styles of leadership and business design where companies seek to be generative rather than extractive. This book is also the story of the emergence of new language. As the authors worked with social entre- and intrapreneurs, they began to hear the building blocks of a new lexicon with the power to inspire and positively influence the culture of an organization. Many of the leaders included in this book have driven change by harnessing the power of language to transform the direction their company is taking. For example, Campbell's have created destination goals to describe the long-term vision of the company to nourish its customers, employees and neighbors. Roshan has worked on nation building, creating physical infrastructure in Afghanistan, a country decimated by war. UPS has worked to understand its impact on the planet, and Ford is working with Toyota to co-create technologies to combat climate change. This book sets out a manifesto for Social Value Creation, defining it as a strategy that combines a unique set of corporate assets (including innovation capacities, marketing skills, managerial acumen, employee engagement, scale) in collaboration with the assets of other sectors and firms to co-create breakthrough solutions to complex economic, social and environmental issues that impact the sustainability of both business and society.
Book
Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World
Earth's life-support system is facing megaproblems of sustainability. One important way of how these problems can be addressed is through innovation. This paper argues that responsible innovation that contributes to sustainable development (SD) consists of three dimensions: (1) innovations avoid harming people and the planet, (2) innovations 'do good' by offering new products, services, or technologies that foster SD, and (3) global governance schemes are in place that facilitate innovations that avoid harm and 'do good.' The paper discusses global governance schemes based on deliberation as a means to foster such responsible innovation. These schemes can provide voluntary soft-law regulations that complement and extend national and international hard-law regulations and facilitate collective innovation that contributes to SD goals. The article addresses the facilitative role of governments and international organizations in overcoming problems of deliberation and offers illustrative examples of such governance schemes.
Journal Article
Social Responsibilities of the Businessman
Corporate social responsibility (CSR) expresses a fundamental morality in the way a company behaves toward society. It follows ethical behavior toward stakeholders and recognizes the spirit of the legal and regulatory environment. The idea of CSR gained momentum in the late 1950s and 1960s with the expansion of large conglomerate corporations and became a popular subject in the 1980s with R. Edward Freeman'sStrategic Management: A Stakeholder Approachand the many key works of Archie B. Carroll, Peter F. Drucker, and others. In the wake of the financial crisis of 2008-2010, CSR has again become a focus for evaluating corporate behavior.
First published in 1953, Howard R. Bowen'sSocial Responsibilities of the Businessmanwas the first comprehensive discussion of business ethics and social responsibility. It created a foundation by which business executives and academics could consider the subjects as part of strategic planning and managerial decision-making. Though written in another era, it is regularly and increasingly cited because of its relevance to the current ethical issues of business operations in the United States. Many experts believe it to be the seminal book on corporate social responsibility.This new edition of the book includes an introduction by Jean-Pascal Gond, Professor of Corporate Social Responsibility at Cass Business School, City University of London, and a foreword by Peter Geoffrey Bowen, Daniels College of Business, University of Denver, who is Howard R. Bowen's eldest son.
eBook
Corporate Hypocrisy: Overcoming the Threat of Inconsistent Corporate Social Responsibility Perceptions
Reports of firms' behaviors with regard to corporate social responsibility (CSR) are often contrary to their stated standards of social responsibility. This research examines the effects of communication strategies a firm can use to mitigate the impact of these inconsistencies on consumer perceptions of corporate hypocrisy and subsequent beliefs about the firm's social responsibility and attitudes toward the firm. Study 1 indicates that a proactive communication strategy (when the firm's CSR statements precede conflicting observed behavior) leads to higher levels of perceived hypocrisy than a reactive strategy (when the firm's CSR statements follow observed behavior). The inconsistent information in both scenarios increases perceptions of hypocrisy, such that CSR statements can actually be counterproductive. Study 1 also reveals how perceived hypocrisy damages consumers' attitudes toward firms by negatively affecting CSR beliefs and provides evidence for the mediating role of hypocrisy during information processing. Study 2 finds that varying CSR policy statement abstractness acts to reduce the hidden risk of proactive communication strategies and can improve the effectiveness of a reactive strategy. Study 3 reveals that an inoculation communication strategy reduces perceived hypocrisy and minimizes its negative consequences, regardless of whether the CSR strategy is proactive or reactive.
Journal Article
Responsible Management-as-Practice: Mobilizing a Posthumanist Approach
The emerging field of responsible management (RM) studies the integration of sustainability, responsibility, and ethics in managerial practices. Therefore, turning to practice theories for the study of RM appears to hold great promise of conceptual and methodological contribution. We propose a posthumanist practice approach for studying RM-as-practice. Managerial practices are conceived as the agencement of heterogeneous elements (humans, nonhumans, more-than-humans, materials, and discourses) that achieve agency in their being interconnected. Thus, RM is understood as processual, relational, emergent, and sociomaterial. We contribute a framework for the empirical study of RM-as-practice on the basis of three sensitizing concepts: situatedness, sociomateriality, and textures. We further discuss the implications of understanding responsibility as response-ability, an engaged practice for relating to the other and the RM researcher’s role as internal to the practice agencement under study, thus, opening the debate on our own response-ability.
Journal Article
Social responsibility in new ventures: profiting from a long-term orientation
Socially responsible activities help create business value, develop strategic resources, and insure against risks, but also cost money and distract management. These prior findings are mainly based on established corporations and may not extend to new ventures in which the liability of newness may suppress some positive effects and amplify some negative impacts of socially responsible activities. New ventures whose strategic decisions have a long-term orientation, however, are able to counteract their liability of newness and thereby generate net positive economic returns. We tested these relationships by surveying the chief executive officers and presidents and studying the signature Web sites of 149 new ventures.
Journal Article
Corporate social responsibility and employee engagement
Growing evidence suggests that employees’ perceptions of their employer’s corporate social responsibility (CSR) relate positively to employee work engagement. This is an important connection given the impact of work engagement on both employee health and organizational productivity, as well as the importance of CSR for society. In this paper, however, we argue that the CSR perceptions–work engagement relationship cannot be assumed to be universal and that both individual and contextual factors will place meaningful boundary conditions on this effect. Integrating motivation and cross-cultural theories, we propose that the relationship between employees’ CSR perceptions and their work engagement will be stronger among employees who perceive higher CSR-specific relative autonomy (i.e., employees’ contextualized motivation for complying with, advocating for, and/or participating in CSR activities) and that this amplification effect will be stronger among employees who are higher on individualism (studied at the individual-level of analysis). These predictions were mostly supported among a sample of 673 working adults from five different regions (Canada, China [mainland], France, Hong Kong, and Singapore) and while controlling for first-party justice perceptions, moral identity, employee demographics, and employer/nation characteristics. Theoretical and practical implications are discussed.
Journal Article