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csr > midterm > Flashcards

midterm Flashcards

1
Q

CSR definition

A

Corporations have certain responsibilities to society beyond their economic and legal obligations

A view of the corporation and its role in society that assumes a responsibility among firms to pursue goals in addition to profit maximization and a responsibility among a firms stakeholders to hold the firm accountable for its actions

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2
Q

Moral argument for CSR

A

The relationship/interdependence between a company and the wider society within which it operates

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3
Q

Rational argument for CSR

A

Businesses seek to maximize their performance by minimizing restrictions on operations.

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4
Q

Economic argument for CSR

A

Competitive advantage in the market

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5
Q

Five trends/forces that propel CSR

A 
o	Affluence
o	Globalization
o	Ecological Sustainability
o	Free Flow of Information
o	Branding
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6
Q

Affluence

A

Consumers can afford to pick and choose the products they buy and expect more from the companies whose products they buy. Firms operating in affluent societies face a higher burden to demonstrate why they are socially responsible

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7
Q

Sustainability

A

growing concerns for the environment

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8
Q

Globalization

A

Some firms operate in multiple countries, which increases the amount of stakeholders. Firms have the risk of being exposed to a global audience if they make mistakes

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9
Q

Free flow of information

A

Growing influence of social media makes sure that any CSR lapses are brought rapidly to the attention of the worldwide public

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10
Q

Brands

A

Importance of reputation and brands.

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11
Q

Friedman’s argument against CSR

A

The only social responsibility of a business is to increase its profits

CSR is a waste of Capitalism

CSR is against capitalism

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12
Q

Vision

A

Answers why the organization exists

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13
Q

Mission

A

Answers what the org is going to do to achieve its vision

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14
Q

Strategy

A

Answers how the organization is going to undertake its mission

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15
Q

Tactics

A

Determines who, when and where the strategy will be implemented

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16
Q

Prahalad’s Perspective to creating competitive advantage

A

The resource perspective. A firm’s set of core competencies differentiate from its competition and allows it to sustain competitive advantages

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17
Q

Porter’s perspective to creating competitive advantage

A

The industry perspective focuses on the firm’s operating environment as the most important determinant of competitive advantage. (very competitive)

5 competitive forces in porters model

  1. suppliers
  2. new entrants
  3. industry rivalry
  4. buyers
  5. substitutes
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18
Q

Stakeholder perspective on strategy

A

Enables firms to respond to the dominant trends in society (globalization, rapid communication, increasing social expectations)

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19
Q

Stakeholder

A

Any group or individual who can affect or is affected by the achievement of the organization’s objections

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20
Q

Four key components of the definition of strategic CSR

A
  1. Firms incorporate a CSR perspective within their strategic planning process
  2. Any actions they take are directly related to core operations
  3. They incorporate a stakeholder perspective
  4. They shift from short term perspective to managing the firm’s resources and relations with key stakeholders over the medium to long term.
21
Q

Four key components of the definition of strategic CSR

A
  1. Firms incorporate a CSR perspective within their strategic planning process
  2. Any actions they take are directly related to core operations
  3. They incorporate a stakeholder perspective
  4. They shift from short term perspective to managing the firm’s resources and relations with key stakeholders over the medium to long term.
22
Q

Stakeholder advocacy

A

Promotes CSR behavior when advocates represent rational or economic motives for the firm

23
Q

CSR Deficit

A

The extent to which perceived image differs from societal expectations. CSR deficits suggest a gap between the expectations of the firm’s stakeholder (both internal and external) and what the firm delivers

24
Q

Strategic CSR Window of Opportunity

A

The range of firm behavior that generates both economic and social value in sufficient quantities

25
Q

CSR Filter

A

Is a conceptual screen, through which strategic and tactical decisions are evaluated for their impact on the firm’s various stakeholders.

26
Q

Capabilities

A

actions that a firm can do, such as pay its bills, in ways that add value to the production process

27
Q

Competencies

A

actions a firm can do very well

28
Q

Core competencies

A

Actions a firm does very well but it is so superior at performing these activities that it is difficult (or at least time consuming) for other firms to match its performance in this area

29
Q

Make or buy analysis

A

Strategically, firms can often buy the competencies or capabilities they need especially when doing so is faster or less expensive. A csr competency however, must be developed within the firm and serves as a screen through which the impact of strategic decisions can be evaluated

30
Q

Business strategy

A

The strategy of a specific business unit within a firm that enables it to differentiate its products from the products of other firms on the basis of price or other factors (such as superior technology)

31
Q

Strategy and structure relationship

A

The organizational design that exists to support the strategy of the firm

32
Q

CSR as brand insurance

A

Defensive CSR. CSR still has value for a company, primarily by avoiding criticism and other attacks on the firm or its offerings.

33
Q

CSR threshold

A

A CSR point of no return. The sooner the CSR is introduced, the less likely a firm is to cross this tipping point. the tipping point that triggers firms to move forward with strategic CSR

34
Q

5 Stages of CSR learning

A

Defensive: To deny responsibility
Compliance: To do the minimum required
Managerial: Begin integrating CSR into management practices
Strategic: To embed CSR within the strategy planning process
Civil: To promote CSR practices industry-wide

35
Q

Implementation of CSR

A

o Short to medium term: From the top down with sincere commitment
o Medium to long term: Stakeholder involvement, manage the message, corporate governance, corporate activism
o Embedding CSR:
o The importance of action for CSR implementation:

36
Q

P&K Competitive advantage

A

Conditions that allow an organization to produce a good or service due to a specific edge over competitors.

37
Q

P&K How to prioritize issues

A

a. Generic Issues (Not affected by company’s operations)
b. Value Chain Impact (Affected by company’s operations)
c. Social Dimension (Effect the drivers of competiveness)

38
Q

P&K Inside Out CSR

A

impact a company has on society through the normal course of business

39
Q

P&K Outside In

A

external social conditions that may affect an organisation

40
Q

Porter: Creating Shared Value

A

Creating economic value in a way that also creates value for society by addressing its needs and challenges

41
Q

Difference between CSV and CSR

A

Focus that societal and not economic needs define markets

42
Q

3 ways companies can create CSV opportunities

A

a. Deeper understanding/appreciation of societal needs
b. Understanding of the true bases of company productivity
c. Collaborate across profit/non profit boundaries

43
Q

Jong&Meer Three basic types of motives for engaging CSR

A

a. Intrinsic Motives
b. Extrinsic Motives
c. Societal Expectation/Pressure

44
Q

Jong&Meer 2 levels of csr fit

A

High fit and low fit (level of congruence between issue ad company)

45
Q

Jong and Meer 6 types of fit

A

a. Products and services
b. Production process
c. Environmental impact
d. Employees
e. Suppliers
f. Geographical location

46
Q

Bhattacharya: The four challenges of using CSR as an internal marketing lever

A

a. Employees lack awareness and involvement in CSR
b. Limited understanding of employee needs
c. Poor understanding of employee returns to CSR
d. Top Down Approach to CSR

47
Q

Bhattacharya: The five steps to optimize CSR for effective employee relations.

A

a. Increase employee proximity to CSR
b. Use contingent input-output approach to make CSR decisions
c. Understanding and fulfilling employee needs
d. Strengthen employee identification
e. Involve employees I co-creating CSR value

48
Q

Ragas: Brand personality

A

Attributing human elements in describing/categorizing brands

49
Q

Ragas:Brand community

A

Connection to a brand through identity and culture

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