Corporate Social Responsibility Essay

The framework of corporate social responsibility is such that it is relatively complex and multidimensional. A three-dimensional

While navigating the geographical factors and location for an international business in Brazil, a conceptual model for corporate sustainability is offered in the article, “Integrating sustainability into business practices: learning from Brazilian firms," Petrini and Pozzebon (2010) list the influential factors of three categories: corporate view, organizational structure, and organizational mechanisms that organization must contend with. On the global side of corporate sustainability is the prevalent theme of corporate social responsibility, or CSR. CSR and sustainability both take into account environmental, social, and economic dimensions to effectively sustain the corporation into future endeavors; CSR proponents, whether they be industrial, scientific, or environmental, understand the increased sales and profits identified with this theme, but now the sustainability and development of the business itself are also being seen through the eyes of CSR (Petrini & Pozzebon, 2010). The corporate view from the top needs to develop an organizational structure to allow implementation of a set of organizational mechanisms that will legitimize and consolidate the integration of sustainability; the authors also point to the leadership in the corporation providing a clear definition of sustainability’s role within the firm, and recommend that a system of recognition and valorization of sustainable practices and initiatives needs to come from the

of global strategy: the company’s mission, vision and identity, brand strategies, and communications. Drawing upon Geert Hofstede’s

Sustainable development requires companies to meet their objectives while protecting the quality of life of their employees, surrounding community, and the environment. More than 40 years ago, Medtronic 's co-founder Earl Bakken provided the framework for the company 's sustainability strategy by formulating the company 's mission statement that has remained unchanged to the present day. "Medtronic has operated with a clear, compelling mission: To contribute to human welfare through the application of biomedical engineering in the research, design, manufacture, and sale of instruments or appliances that alleviate pain, restore health and extend life" ("Integrated,", 2016, p.4). This visionary mission statement also included a group of ethical guidelines such as the need to strive without reserve for the greatest possible reliability, to recognize the personal worth of employees, and to maintain good citizenship as a company. Those early tenets of corporate responsibility were the foundation of Medtronic 's current sustainability practices.

Foreign subsidiaries need to start with a well-planned and defined strategic plan if they are to succeed with their Corporate Social Responsibility (CSR) programs, taking into account value creation, risk management and corporate philanthropy as part of their strategic vision for the programs. These three elements are essential for creating a solid foundation to define CSR-based initiative, strategies and programs on. The most effective CSR programs implemented by foreign subsidiaries in the United States often include International Standards Organization (ISO) 26000 compliance, in addition to the creation and continual development of ethics self-monitoring systems (Turker, 2009). In addition to these factors, foreign subsidiaries whose CSR programs are designed to provide continual updates on the progress being made on key social programs and initiatives often are more effective than those that withhold information or only share it sporadically (Turker, 2009). Being authentic and transparent is critically important in creating an effective CSR program within a foreign nation as the differences in culture, perception, attitudes and beliefs must be taken into account (Deresky, 2011). Being attuned to cultural variations from their native nation to the

Examine Apple’s current position on the company’s ethical and social responsibilities, and determine whether or not the company has met these responsibilities. Provide two (2) examples that support your position.

Corporate social responsibility has been one the key business buzz words of the 21st century. Consumers' discontent with the corporation has forced it to try and rectify its negative image by associating its name with good deeds. Social responsibility has become one of the corporation's most pressing issues, each company striving to outdo the next with its philanthropic image. People feel that the corporation has done great harm to both the environment and to society and that with all of its wealth and power, it should be leading the fight to save the Earth, to combat poverty and illness and etc. "Corporations are now expected to deliver the good, not just the goods; to pursue

A great deal of research and reporting has gone into the emerging international movement known as globalization and the business ramifications of globalization has been reviewed and analyzed as the main focus of globalization. But management's pivotal need to develop smart strategies for the cross-cultural relationships that are inevitable vis-à-vis globalization has perhaps not been sufficiently explored in the literature. This paper focuses on how corporations, businesses and other organizations are going about or should be going about the correct approach to cross-cultural understanding and cooperation when it comes to globalization. A portion of this paper also will serve as a design using best practices in terms of meeting the challenges that globalization presents vis-à-vis cultural diversity.

Numerous debates have been waging over the past few years among business elites about the whether or not a corporate entity has a responsibility to society. It’s an extremely interesting topic with real and global ramifications that impact nearly every person and animal on this planet in one form or another. Anyone who owns public shares in a company has invested hard-earned money into a corporation based upon their perception that the company will be profitable and sustainable. The corporation’s board of directors are then responsible to manage the company in such a way as to increase their share-holders’ investment. For hundreds of years, this attempt to increase a corporation’s worth was done with little or no interest in social responsibility. Until very recently this topic was not very much in the public eye. However, at the moment the global economy is rapidly changing and business transparency is increasing through the accessibility of information across the world. Social and global change is moving faster than ever and progressing through this century any business will undoubtedly need to keep up to remain profitable. More mature business students will certainly recall being bombarded with the idea that the only responsibility of a corporation was to increase the value of the company and maximize long-term shareholder wealth without regard to ethics or social obligations. Is there a correlation that occurs between large multinational corporations and their

As indicated in the article “Leading in a Globalizing World”, the author, Kanter, R. M. emphasized that being successful in the global business environment takes special skills. As global managers, the biggest challenge is to improve upon their ability to deal with ambiguity, complexity, and diversity. Understanding the bigger picture and acquiring the global vision is the key, i.e. staying informed what the competitors are doing, what customers prefer at different markets. For example, a

Company Q and Social Responsibility Social responsibility is a key attribute for businesses in the market today. When consumers look to spend their disposable income, they look for businesses that not only offer the right product, at the right price, but that also offer great service. Great service can include anything from friendly employees to community involvement. That is where social responsibility becomes apparent in a company’s ethics and values. If a company has a strong tie to the community and demonstrates social responsibility, their consumers will consider this a positive quality and it will separate them from the competition. In this case study with Company Q, they are

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

Multinational Corporations (MNCs) have been giving attention on not only their return on investment (Kraus & Brtitzelmaier, 2012) but also social issues, which have been threatening the environment as a result of their operational activities (Choi, Lee & Park, 2013). Therefore, MNCs do transform into socially responsible enterprises (Choi, Lee & Park, 2013) or behave in an ethical manner (Kraus & Brtitzelmaier, 2012) as the term called Corporate Social Responsibility (CSR) has appeared. The duties and responsibilities of Board of Directors (BOD) (corporate governance framework) (Stiglbauer & Velte, 2014) in MNCs plays a particularly important role in its transformational process since this process needs to be transparent (Choi, Lee, & Park, 2013). This paper evaluates and examines corporate governance codes, regulatory environment and CSR practices as well as review those codes presenting in the annual report and CSR practices by means of choosing McDonald’s as significant evidence which headquarters and runs its activities in United Kingdom as significant evidence. Some recommendations are provided regarding with its long-term CSR and corporate governance relationships in the final part of this paper.

general, there is a need to allow space within the SR agenda for such noncore

A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai