4064862
Descripción
Mapa Mental por isabellelau, actualizado hace más de 1 año
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Creado por isabellelau
hace alrededor de 9 años
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CSR
- Source of opportunity,
innovation, competitive
advantage
- Some
companies do
not know what
to do
- Some responses have
been neither strategic
nor operational but
cosmetic (PR, media)
- Perceiving social responsibility as building shared
value rather than as damage control or as a PR
campaign will require dramatically different
thinking in business
- Perceiving social responsibility as building shared
value rather than as damage control or as a PR
campaign will require dramatically different
thinking in business
- Some responses have
been neither strategic
nor operational but
cosmetic (PR, media)
- Some
companies do
not know what
to do
- Risk of not complying
- Lost of brand loyalty
- Vehemence of stakeholder
not necessarily signifies
importance of issue
- Vehemence of stakeholder
not necessarily signifies
importance of issue
- Attacks by activist/ boycott
- Lost of brand loyalty
- Arguments for
- Moral obligation
- Sustainability
- License to
operate
- Reputation
- Companies who try to please
stakeholders often find
themselves coming up with ST
defensive reactions which
typically have minimal value to
society & strategic benefit for
company
- Companies who try to please
stakeholders often find
themselves coming up with ST
defensive reactions which
typically have minimal value to
society & strategic benefit for
company
- Moral obligation
- Should benefit both society AND
business to be successful
- Essential guide for CSR is not whether a
cause is worthy but whether it presents an
opportunity to create shared value -
benefit society, valuable to business
- Essential guide for CSR is not whether a
cause is worthy but whether it presents an
opportunity to create shared value -
benefit society, valuable to business
- 3 categories of social issues
- Generic social issues
- Value chain social issues
- Social dimension of
competitive context
- Generic social issues
- Creating a corporate social agenda
- Looks beyond community expectations to
opportunities to achieve both social and
economic benefits
- Strategic CSR
- Most significant impact
- Greatest business benefits
- Moves beyond responsive CSR
- About doing things
differently from competitors
in a way that lowers costs or
better service a particular set
of customer needs
- Opportunities for shared values
- Unlocks shared value by investing in
social aspects of context that strengthen
company competitiveness
- The success of the company and
the success of the community
becomes mutually reinforcing
- The success of the company and
the success of the community
becomes mutually reinforcing
- More closely tied a social issue is
to the company’s business, the
greater the opportunity to
leverage the firm’s resources and
capabilities, and benefit society
- Addressing social issues by creating shared value will
lead to self-sustaining solutions that do not depend on
private or government subsidies
- Not only able to foster economic and social
development but to change the way companies
and society think about each other
- Unlocks shared value by investing in
social aspects of context that strengthen
company competitiveness
- Organisations that make the right choices and build focused,
proactive, and integrated social initiatives in concert with
their core strategies will increasingly distance themselves
from the pack
- Most significant impact
- Responsive CSR
- Acting as a good corporate citizen
- Creates goodwill
- Improve relations with
govt/ other important
institutions
- Creates goodwill
- Mitigating existing/ anticipated adverse
effects from business activities
- An operational challenge
- An operational challenge
- Acting as a good corporate citizen
- Looks beyond community expectations to
opportunities to achieve both social and
economic benefits
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