Ethics and the conduct of business 8th by john boatright and smith 2017 chapter 12

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Ethics and the Conduct of Business Eighth edition

Chapter 12

Corporate Social Responsibility

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Modules

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Learning Objectives (1 of 2)

corporate social responsibility for businesses, how CSR is commonly demonstrated, and its related concepts

concept of CSR and the counterarguments and

justifications for CSR as a requirement of companies

CSR a profitable strategy and a source of competitive

advantage

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Learning Objectives (2 of 2)

programs, the difficulties with measuring the social

performance of companies, and various attempts at

measurement

enterprises operate and can compete successfully in the marketplace

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Introduction: Corporate Social Responsibility

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12.1: The CSR Debate (1 of 2)

Objective: Recognize the significance and implications of corporate social responsibility for businesses, how CSR is commonly demonstrated, and its related concepts

• 12.1.1: Meaning of CSR

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Figure 12.1

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12.1: The CSR Debate (2 of 2)

Objective: Recognize the significance and implications of corporate social responsibility for businesses, how CSR is commonly demonstrated, and its related concepts

• 12.1.2: Examples of CSR

• 12.1.3: Related Concepts

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12.2: Normative Case for CSR

Objective: Describe the dominant moral arguments against the concept of CSR and the counterarguments and justifications for CSR as a requirement of companies

• 12.2.1: Classical View

• 12.2.2: Friedman on CSR

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12.3: Business Case for CSR (1 of 2)

Objective: Analyze the arguments that a market for virtue makes CSR a profitable strategy and a source of competitive advantage

• 12.3.1: The Market for Virtue

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Table 12.2: A Watch List of Industries

and Companies

Industries Issue(s) Companies

Consumer goods: shoes, apparel, and

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12.3: Business Case for CSR (2 of 2)

Objective: Analyze the arguments that a market for virtue makes CSR a profitable strategy and a source of competitive advantage

• 12.3.2: Competitive Advantage

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12.4: Implementing CSR

Objective: Summarize the important aspects of successful CSR programs, the difficulties with measuring the social performance of companies, and various attempts at

measurement

• 12.4.1: Program Selection and Design

• 12.4.2: Reporting and Accountability

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12.5: Business with a Mission

Objective: Compare how nonprofit and for-profit social enterprises operate and can compete successfully in the marketplace

• 12.5.1: Social Enterprise

• 12.5.2: Competing Successfully

• 12.5.3: Mission and Trust

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Table 12.3: Nonprofit versus For-Profit

Social Enterprises

Categories Nonprofit SE For-Profit SE

Definition A nonprofit whose main source of revenue is

• subsidiary of a hybrid nonprofit

• benefit corporation (community interest company)

• Certified B Corporation

Example(s) Benetech (technology to aid global literacy) Patagonia (environmentally-sustainable clothing)

Toms Shoes (donates shoes to the needy)

Available

funding

Advantages Tax benefits

Income from donations People have more confidence in nonprofit causes

Equity capital allows faster growth, more effective use of resources

Ability to make a profit

Challenges Need for innovation

Pressure to use donations for given purposes Limits on spending

Sales, equity capital, impact investment Need for innovation

Pressure to give some control to outside investors Difficulty keeping focus on social mission over profit Loss of public trust

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12.6: Case Studies (1 of 2)

Objective: Compare how nonprofit and for-profit social enterprises operate and can compete successfully in the marketplace

• 12.6.1: Case: Starbucks and Fair Trade Coffee

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Table 12.4: Requirements for Fair Trade Certification

Condition Description

and an additional premium for certified organic products Farmer organizations are also eligible for pre-harvest credit

and living wages Forced child labor is strictly prohibited

eliminating unnecessary middlemen and empowering farmers to develop the business capacity necessary to compete in the global marketplace

Democratic and transparent

business development projects such as scholarship programs, quality-improvement training, and organic certification

sustainable farming methods that protect farmers’ health and preserve valuable ecosystems for future generations

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12.6: Case Studies (2 of 2)

Objective: Compare how nonprofit and for-profit social enterprises operate and can

compete successfully in the marketplace

• 12.6.2: Case: Timberland and Community Service

• 12.6.3: Case: Coca-Cola’s Water Use in India

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Conclusion: Corporate Social Responsibility

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