Efnisyfirlit

• Cover
• Half title
• Title page
• Imprints page
• Table of Contents
• List of Figures
• List of Tables
• List of Boxes
• List of Contributors
• Preface
• List of Abbreviations
• List of Case Studies
• Prologue
• 1 The Changing Role of Business in Global Society: CSR and Beyond
  • 1.1 The Corporation in Society: Shifting Perspectives
  • 1.2 Globalisation and CSR
  • 1.3 CSR: Framing the Debate
    • 1.3.1 What is CSR?
    • 1.3.2 Other CSR Definitions
    • 1.3.3 CSR as a Dynamic Concept
  • 1.4 CSR and Beyond: Related Concepts and Debates
  • 1.5 Why Do Corporations Engage in CSR?
  • 1.6 CSR: Strategy, Communication and Governance
  • 1.7 Case Study: Volkswagen: Engineering the Truth
  • 1.8 Chapter Summary
  • Chapter Questions
  • Further Resources
• Part I Strategy and CSR
  • Introduction from the Editors
  • 2 Historical Perspectives on Corporate Social Responsibility
    • 2.1 Introduction
    • 2.2 CSR Phenomena: Issues, Modes and Rationales
      • 2.2.1 CSR Issues
      • 2.2.2 CSR Modes
      • 2.2.3 Rationales for CSR
        • 2.2.3.1 The Social Responsibility of Business Is to Create Wealth
        • 2.2.3.2 To Use Wealth Created by Business for Social Ends
        • 2.2.3.3 Business as a Vehicle for Social Responsibility
        • 2.2.3.4 CSR Legitimises Business to Society and Government
        • 2.2.3.5 CSR is a Vehicle for Wealth Creation
        • 2.2.3.6 CSR Is a Form of Governance
    • 2.3 CSR Actors: Society, Business and Government
      • 2.3.1 Society Actors
      • 2.3.3 Business Actors
      • 2.3.4 Governmental Actors
    • 2.4 Three Phases of CSR Development
      • 2.4.1 Industrialisation
      • 2.4.2 The Rise of the Modern Corporation
      • 2.4.3 Internationalisation
    • 2.5 Case Study: Marks and Spencer’s CSR: From Community to Global Responsibility?
      • 2.5.1 Foundations and the First Century
      • 2.5.2 The challenge of internationalisation
      • 2.5.3 Taking Sustainability Seriously
    • 2.6 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 3 Strategic CSR: Ambitions and Critiques
    • 3.1 The Strategic Turn in CSR
    • 3.2 Antecedents of Strategic CSR
      • 3.2.1 Corporate Social Responsiveness
      • 3.2.2. The Business Case for CSR
    • 3.3 From Strategic Philanthropy to CSV
    • 3.4 Arguments for Strategic CSR
    • 3.5 Arguments against Strategic CSR
      • 3.5.1 Legitimacy Issues
      • 3.5.2 Value Blindness and Conceptual Confusion
      • 3.5.3 Measures of Value and Social Impact
      • 3.5.4 Compliance and the Big Picture
      • 3.5.5 Delivering on Integration
    • 3.6 Combining Perspectives
    • 3.7 Case Study: Maersk Group and Shared Value
    • 3.8 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 4 Corporate Responsibility Strategies for Sustainability
    • 4.1 Introduction
    • 4.2 What Does Sustainability Mean?
    • 4.3 Strategy #1: Denial Strategy
    • 4.4 Strategy #2: Defensive Strategy
    • 4.5 Strategy #3: Isolated Strategy
    • 4.6 Strategy #4: Embedded Strategy
    • 4.7 Strategy #5: Transformational Strategy
    • 4.8 Case Study: Terracycle
    • 4.9 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 5 Managing for Stakeholders in the Digital Age
    • 5.1 Introduction
    • 5.2 Stakeholder Theory in Brief
      • 5.2.1 Business as Relationships Among Stakeholders
      • 5.2.2 The Jointness of Stakeholder Interests
    • 5.3 Cultural Context and Historic Development of Stakeholder Models
    • 5.4 Stakeholder Theory in the Age of Technology
      • 5.4.1 Advancements in Technology Call for a Stakeholder Approach
      • 5.4.2 Organised Groups – Stronger Voices
      • 5.4.3 Names and Faces – Emotional Bond
      • 5.4.4 High Transparency – Always in the Spotlight
      • 5.4.5 Dispersed Interactions – Blurred Boundaries
      • 5.4.6 New Stakeholder Emerges – Virtual Stakeholder
      • 5.4.7 ‘Yes, and …’ – the Epitome of Stakeholder Thinking
    • 5.5 Case Study: Monsanto
      • 5.5.1 Company History: Success Driven by Innovation
      • 5.5.2 Controversial Company Reputation: Biotech Move Did Not Help
      • 5.5.3 Strong Support from some Stakeholder Groups
      • 5.5.4 Neglecting Communities Negatively Affected Business
      • 5.5.5 Ignoring Virtual Stakeholders Created Protests Against the Company
      • 5.5.6 Monsanto Changes its Strategy and Starts a Dialogue with Communities
    • 5.6 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 6 Political CSR: The Corporation as a Political Actor
    • 6.1 Introduction
    • 6.2 ‘Political’ CSR: Governance Gaps, MSIs and Democracy
      • 6.2.1 Governance Gaps
      • 6.2.2 MSIs
      • 6.2.3 Democracy
    • 6.3 Corporations and International Politics
      • 6.3.1 National politics
      • 6.3.2 International politics
    • 6.4 The Political Importance of Products and Services
    • 6.5 Case Study: Google Glass – The Future of Political Transparency?
    • 6.6 Chapter Summary
    • Chapter Questions
    • Further Resources
  • Personal Reflection by Mads Øvlisen
• Part II The Regulatory Dynamics of CSR
  • Introduction from the Editors
  • 7 Standards for CSR: Legitimacy, Impact and Critique
    • 7.1 Introduction: The Emergence of Private Regulation
    • 7.2 CSR Standards: What’s in a Name?
      • 7.2.1 Standardising CSR
      • 7.2.2 Types of CSR Standard
      • 7.2.3 Interactions of CSR Standards with Government-Based Regulation
    • 7.3 The Democratic Legitimacy of CSR Standards
      • 7.3.1 Input Legitimacy
      • 7.3.2 Output Legitimacy
    • 7.4 The Impact of CSR Standards: Greenwash or Transformative Change?
      • 7.4.1 Impact on Adopting Firms
      • 7.4.2 Impact on Consumers
      • 7.4.3 Impact on Regulated Issues
    • 7.5 Critique of CSR Standards
      • 7.5.1 The Multiplicity of CSR Standards
      • 7.5.2 Lack of Inclusiveness in Standard Governance
      • 7.5.3 The Limits of Certification
    • 7.6 Case Study: The UN Global Compact: Bluewashing Corporate Practices?
    • 7.7 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 8 Corporate Responsibility Reporting
    • 8.1 Introduction
    • 8.2 Definition, Development and Assurance
      • 8.2.1 What is Corporate Responsibility Reporting?
      • 8.2.2 How has Corporate Responsibility Reporting Evolved?
      • 8.2.3 How can Corporate Responsibility Reports be Externally Assured?
    • 8.3 Rationales, Problems and Challenges
      • 8.3.1 Why Do or Should Companies Engage in Corporate Responsibility Reporting?
      • 8.3.2 What are the Problems and Challenges of Corporate Responsibility Reporting?
    • 8.4 Approaches to Governing Corporate Responsibility Reporting
      • 8.4.1 Voluntary Corporate Responsibility Reporting
      • 8.4.2 Mandatory Corporate Responsibility Reporting
    • 8.5 Country and Sector Developments
      • 8.5.1 How has Corporate Responsibility Reporting Developed in Countries and Regions?
      • 8.5.2 How has Corporate Responsibility Reporting Developed in Sectors?
    • 8.6 Case Study: The Global Reporting Initiative
    • 8.7 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 9 NGO Activism and CSR
    • 9.1 Introduction: No Fracking Way!
    • 9.2 Activist NGOs: What Are They?
    • 9.3 NGO Activism: Some Characterisations
    • 9.4 How NGO Activism Affects Corporations
      • 9.4.1 Shareholder Activism
      • 9.4.2 Operational Costs and Benefits
        • 9.4.2.1 Marketplace Tactics
        • 9.4.2.2 Public Opinion Tactics
      • 9.4.3 Partnerships
      • 9.4.4 New Business Systems
    • 9.5 Which Corporations are NGOs likely to target?
    • 9.6 Strategic Response or Taking Responsibility?
    • 9.7 Case Study: Clean Clothes Campaign
      • 9.7.1 Contentious
      • 9.7.2 Collaborative
      • 9.7.3 Market-based
      • 9.7.4 Urgent Appeals
      • 9.7.5 Conclusion
    • 9.8 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 10 Government as a Regulator of CSR: Beyond Voluntarism
    • 10.1 Introduction
    • 10.2 Government Involvement in CSR – An Overview
    • 10.3 Government Involvement in CSR: Europe and Beyond
    • 10.4 Public and Private Regulation of Business Activities
      • 10.4.1 Government Regulation of CSR in a Firm’s Home Country
      • 10.4.2 Private Regulation of CSR in a Firm’s Home Country
      • 10.4.3 Private Regulation of CSR in a Firm’s Host Country
      • 10.4.4 Government Regulation of CSR in a Firm’s Host Country
      • 10.4.5 Public Private Partnerships
      • 10.4.6 Illustrative Example of CSR Regulation by Public and Private Actors: The Bangladeshi Ready-Made Garment Sector
    • 10.5 Efficiency and Democratic Legitimacy – Differences between Public and Private CSR Regulation
    • 10.6 Case Study: Tax Transparency in the Extractive Sector
      • 10.6.1 Private Regulation: The EITI
      • 10.6.2 Public Regulation: Revision of the EU Accounting Directive and Dodd-Frank Section 1504
    • 10.7 Chapter Summary
    • Chapter Questions
    • Further Resources
  • Personal Reflection by Clare Short
• Part III Communication and CSR
  • Introduction from the Editors
  • 11 CSR Communication: What Is It? Why Is It Important?
    • 11.1 Introduction
    • 11.2 A Key CSR Communication Dilemma: Desirable yet Risky
      • 11.2.1 The Dilemma: To Communicate or Not To Communicate …
    • 11.3 A Distinguishing Feature of CSR Communication: Corporate Morality
      • 11.3.1 Societal: Being Seen to Do Something to Improve Society
      • 11.3.2 Sincere: Being Seen to Be Authentic about CSR
      • 11.3.3 Transparent: Being Perceived as Not Trying to Hide Anything
    • 11.4 Managerial Strategies for CSR Communication
      • 11.4.1 Three CSR Communication Strategies
    • 11.5 Three Phases in the Development of CSR Communication
      • 11.5.1 The Instrumental Phase of CSR Communication
      • 11.5.2 The Political Phase of CSR Communication
      • 11.5.3 The Network Phase of CSR Communication
    • 11.6 Case Study: Nestlé Meets Greenpeace in Social Media Campaign
    • 11.7 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 12 CSR and Crisis Communication Strategies
    • 12.1 Introduction: CSR as a Crisis Risk
    • 12.2 The Context for CSR-Based Challenge Crises
      • 12.2.1 Increasing Importance of Reputation and CSR
      • 12.2.2 Linking CSR, Reputation and Crisis Communication
      • 12.2.3 Emergence of Reputational Crises
      • 12.2.4 Introducing the CSR-Based Challenge
    • 12.3 Dynamics of the CSR-Based Challenge
      • 12.3.1 Redefinitional Efforts
      • 12.3.2 Agitation: The Challenge
      • 12.3.3 Control: The Response
      • 12.3.4 Extending the CSR-Based Challenge: The Double Interact
    • 12.4 Case Study: Honey Maid and Same-Sex Marriage
    • 12.5 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 13 CSR and Reputation: Too Much of a Good Thing?
    • 13.1 Introduction
    • 13.2 Reputation and CSR
    • 13.3 Defining Corporate Reputation
      • 13.3.1 Corporate Reputation and Related Concepts
    • 13.4 How CSR Impacts Reputation
      • 13.4.1 The Quest for CSR Reputations
    • 13.5 Walking CSR: An Opportunity to Enhance Reputation
    • 13.6 Talking CSR: Risking Reputational Damage
    • 13.7 Reputational Dynamics: When ‘Too Much of a Good Thing’ Backfires
    • 13.8 Case Study: Beyond Control? Managing Reputation after the BP Deepwater Horizon Oil Spill
      • 13.8.1 What Happened Before: Rebranding for CSR
      • 13.8.2 Five Years later: Conceding Sustainability?
    • 13.9 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 14 The Corporate Construction of Transparency and (In)Transparency
    • 14.1 Introduction
    • 14.2 The Transparency Imperative
    • 14.3 What Is Transparency?
    • 14.4 Managing Transparency
    • 14.5 The Implied Communication Model
    • 14.6 Problematic Effects of Transparency
    • 14.7 Transparency Strategies
    • 14.8 Productive Effects of Transparency
    • 14.9 Corporate Talk as Inspiration, Exploration and Aspiration
    • 14.10 The Function of Opacity
    • 14.11 Case Study: The ‘Equator Principles’ Standard
    • 14.12 Chapter Summary
    • Chapter Questions
    • Further Resources
  • Personal Reflection by Daniel Mittler
• Part IV The Governance of Transnational Issues
  • Introduction from the Editors
  • 15 Business and Human Rights: Not Just Another CSR Issue?
    • 15.1 Introduction
    • 15.2 What Are Human Rights?
    • 15.3 Why Are Human Rights Relevant to Business?
    • 15.4 The BHR Regime
      • 15.4.1 The Guiding Principles on BHR
      • 15.4.2 Critical Perspectives on the UNGPs
    • 15.5 Operational Aspects: Managing Human Rights
      • 15.5.1 Human Rights and Responsibility Management
      • 15.5.2 Human Rights, Human Resources and Labour, and Supply Chain Management
    • 15.6 Remedy
      • 15.6.1 Reputational Damage and Accountability
      • 15.6.2 Business Mechanisms: Operational level remedy
      • 15.6.3 State-Based Remedies: Judicial (Courts) and Non-Judicial
    • 15.7 Case Study: Lundbeck’s Pentobarbital Human Rights Dilemma
    • 15.8 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 16 Anti-Corruption Governance and Global Business
    • 16.1 Introduction
    • 16.2 Corruption
    • 16.3. Corruption Governance
      • 16.3.1 Multiple Actors and Hard and Soft Regulations
      • 16.3.2 Corruption Risk Management
    • 16.4 Case Study: Siemens AG
    • 16.5 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 17 Business and Transnational Environmental Governance
    • 17.1 Introduction
    • 17.2 Instruments of Environmental Governance
      • 17.2.1 Regulation
      • 17.2.2 International Negotiations and MEAs
      • 17.2.3 Self-Regulation and Corporate Environmental Responsibility (CER)
      • 17.2.4 Environmental Strategies and Value Chain Transmission Mechanisms
      • 17.2.5 MSIs and Market-Based Instruments
    • 17.3 Theoretical and Analytical Tools: TEG, Orchestration, and GVC Analysis
    • 17.4 Case Study: Sustainable Shipping
      • 17.4.1 Background
      • 17.4.2 Regulation
      • 17.4.3 Voluntary ‘Green Shipping’ Standards and Rating Schemes
      • 17.4.4 Value Chain Drivers of Environmental Improvements
      • 17.4.5 Lessons for Orchestrating TEG in Shipping
    • 17.5 Chapter Summary
    • Chapter Questions
    • Further Resources
  • 18 Labour Rights in Global Supply Chains
    • 18.1 Introduction: Globalisation and Global Supply Chains
    • 18.2 Labour Rights
    • 18.3 Violations of Labour Rights: Sweatshop Labour in Global Supply Chains
    • 18.4 The Sweatshop Labour Debate
      • 18.4.1 Pros of Sweatshop Labour
      • 18.4.2 Cons of Sweatshop Labour
    • 18.5 Regulation and Improvement of Working Conditions in Global Supply Chains
      • 18.5.1 Company Level
      • 18.5.2 Industry Level
      • 18.5.3 Multi-Stakeholder Level
      • 18.5.4 Governmental Level
    • 18.6 Case Study: Labour Rights in the Garment Supply Chain – The Rana Plaza Factory Collapse
    • 18.7 Chapter Summary
    • Chapter Questions
    • Further Resources
  • Personal Reflection by Mark Moody-Stuart
  • Epilogue
• Glossary on CSR and Related Concepts
• References
• Name Index
• Subject Index

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