Week 1 readings

Question 1

Corporate Social Performance Model 3 dimensions

Answer 1

CSR
Social issues
Corporate social responsiveness

Question 2

Extensions of corporate social performance model

Answer 2

Principles
Processes
Policies

Question 3

Criticism of Corporate Social Performance Model

Answer 3

No capacity to measure and emprically test the model. Lack of objective and behavioral measurement.

Question 4

3 stakeholder models on motivation

Answer 4

• The strategic model: based on business case logic of CSR (more empirical support)
• The intrinsic model: emphasizes the moral aspect of CSR
• Convergent model: combination of the two

Question 5

What is organizational changes (jones)

Answer 5

the process by which organizations move from their present state to some desired future state to increase their effectiveness.

Question 6

Targets of change (jones)

Answer 6

• human resources
• functional resources
• technological capabilities
• organizational capabilities

Question 7

Evolutionary change

Answer 7

change that is gradual, incremental, ad specifically focused. Constant attempt to improve, adapt, and adjust strategy and structure incrementally to accommodate to changes taking place in the environment

Question 8

Revolutionary change

Answer 8

change that is sudden, drastic, and organization-wide. Involves a bold attempt to quickly find new ways to be effective. Radical shift in ways of doing things, new goals, and a new structure.

Question 9

Sociotechnical systems theory

Answer 9

a theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness.

Question 10

Hand-got method

Answer 10

small-batch technology

Question 11

Hand-got method

Answer 11

small-batch technology

Question 12

long wall method

Answer 12

mass production technology

Question 13

Total quality management (TQM)

Answer 13

a technique develop by Edwards Deming to continuously improve the effectiveness of flexible work teams.

Question 14

2 reasons lack of succes TQM

Answer 14

• Underestimates of the degree of commitment from people at all levels in the organization necessary to implement a TQM program
• The long time frame necessary for TQM efforts to succeed and show results.

Question 15

Reengeneering

Answer 15

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed.

Question 16

Three guidelines for performing reengineering

Answer 16

1. Organize around outcomes, not tasks.
2. Have those who use the output of the process perform the process
3. Decentralize decision making to the point where the decision is made

Question 17

Action research

Answer 17

a strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state.

Question 18

CSR definition Maon

Answer 18

stakeholder oriented concept that extends beyond the organization’s boundaries and is driven by an ethical understanding of the organization’s responsibility for the impact of its business activities, thus, seeking in return society’s acceptance of the legitimacy of the organization.
Win-win situation: results are good for organization and stakeholders.

Question 19

Stakeholder definition Maon

Answer 19

groups and individuals who can affect, or are affected by, the achievement of an organization’s missions.

Question 20

Stakeholder theory

Answer 20

organization’s survival depends on generating wealth and value for stakeholders instead of only the shareholders

Question 21

Types of stakeholders (2) (gavarre and johanson)

Answer 21

• Primary stakeholders: direct relationship
• Secondary stakeholders: social and political actors who support the mission
• interested parties

Question 22

Barriers to the development of a CSR orientation

Answer 22

• Threats to stability
• Fear of change
• The belief that a CSR orientation is inappropriate for the organization
• The belief that focusing on CSR will result in the organization losing sight of its core values

Question 23

types of learning (2)

Answer 23

Generative learning: employees understand how to learn (the best).
Adaptation learning: trial and error

Question 24

Nine steps model Maon

Answer 24

• Raising CSR awareness inside the organization
• Assessing corporate purpose in a societal context
• Establishing a working definition and vision for CSR
• Assessing current CSR status
• Developing an integrated CSR strategic plan
• Implementing the CSR integrated strategic plan
• Maintaining interna; and external communication
• Evaluation CSR-related strategies and communication
• Institutionalizing CSR policy

Question 25

Steps within step 2 of Maon 9 steps
Assessing corporate purpose in a societal context

Answer 25

Unconvering norms and values
Identifying key stakeholders

Question 26

Steps within step 4 Moan

Answer 26

Auditing current CSR fit norms, standards and practices
Benchmarking competitors, CSR practices, norms