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Corporate
Responsibility and
the Big Society - Why
Bother?
Dr Karen Blakeley
Corporate Responsibility, Big Society
– Why Bother?
• Research on PwC’s Responsible Leadership Programme
• Current Research Findings
• Big Society – Why Bother?
Research findings regarding the
business benefits of CSR
• Schreck (2011) ‘The empirical
research on a possible link between
corporate social and financial
performance spans more than 30
years. As narrative and quantitative
reviews have repeatedly
demonstrated, the findings of those
studies are ambiguous.’
The Social Performance and Financial
Performance Link?
Employee
Relations
Society &
community
Involvement
Corporate
Governance
Product and
customer
Responsibility
Environmental
management
Share price
Price/Earnings
Ratio
ROA
ROE
Earnings per
share
Dimensions of CSP Measures of CFP
An Alternative Perspective?
Employee
Relations
Society &
community
Involvement
Corporate
Governance
Product and
customer
Responsibility
Environment mgt
Quality of
client
Relationships
Inspirational
Leadership
Increased
commitment
Employee
satisfaction
Motivation
Engagement
Reputation
Lower risk
Lower cost of capital
Dimensions of CSP Mediating Effects Measures of CFP
e.g. Hansen et al. (2011)
The PwC Responsible Leadership
Programme
• Very senior Partners in the organisation
• A week’s preparation
• Four weeks spent on front line with carefully selected NFP organisation
• A week reflecting and preparing to re-enter the workplace
Seeing Leadership Role Models
“There were the people that worked for [the charity] that were the most amazingly giving people that worked for not very much money. They were very bright intelligent, capable, you know, they wanted to give back to the sector, they wanted to help the people, they really genuinely wanted to help the people that they worked for. We all say we like to do our job because we like to help the people but they were just so committed to it.”
“ [I was] moved…I was incredibly moved by the people I met …in terms of the people who worked for the charity, I felt quite humbled by them”
Heightening Social Awareness
“it started to raise lots of questions about why and how people could end up in that situation and why and how the system couldn‟t help them and again why and how they could survive in terms of money because actually the whole money thing the government tap was being switched off and it was gonnna mean that these great people weren‟t going to be able to do what they wanted to do”
“there was kind of like a realization I mean you see and you watch TV and you have friends that are involved in charities but to be that close to it first hand ..I‟m very fortunate through the luck and the upbringing that I‟ve had and the work that you do, but there‟s these people, its almost like there but for the grace of God go I”
Learning Openness and Transparency
“genuine people…I mean really genuine people. There were no sides to them. I felt like they were very, very open. Almost they were transparently open about who and what they were. In a way that a lot of the people that I meet would be like if I had I had a breakdown in the past you wouldn‟t know about it and I‟d probably never tell you but these people talk about their breakdowns and their sleeping on the street and their drug problems and their alcohol problems and the charity people would talk about you know struggling to make ends meet…they were just very, very open and very, very real… whereas a lot of people try to be something they‟re not or will gloss over the cracks…its like an onion and you peel the layers open but these people you were right at the heart of the onion and you were seeing everything”
Finding meaning and purpose
• Felt hugely motivated actually…..If I‟m going to do this job I‟m sure as hell going to do it well to really make a success of it. So really, really strong commitment coming back to PwC really strong commitment to what I was doing…if I‟m going to do it here, I might as well do a blimmin good job otherwise why don‟t I just go out and do something completely different where you are going to have that impact
• There are things that I want to do differently; there are things that I want to make a difference with in my life
• But I don‟t want to be as committed to doing things that I don‟t believe in or that I don‟t think that are going to make a difference where there‟s a whole host of things out there where I think I can make a difference and where I really can make an impact.
Becoming a stronger person and
leader
• I think it‟s made me stronger as a person. I feel more…I know who I am, I‟ve always known who I am but I believe in who I am and why I am who I am, so that gives you an inner core strength…its not strong as in a „rod of iron‟ its actually an inner strength that actually has a softness around it which is the people bit again.
Summing Up the Learning
• “what really matters in life is people - so the people that are close to you, the people you interact with, the people you can have an influence on, and the people that you can choose to impact on…..People are the same all over the world…. its about trust and its about doing the right things well, for me that‟s really, really important.”
Summing Up the Learning
• And the other thing that factors in on this is about where you spend your time and how you spend your time. So it‟s the impact you can have and giving of your time where it matters most. So people and time are like this balance now and giving people time, so letting people in, letting people get closer to me, to the heart of the onion…and also me helping and wanting to help others more
Big Society – Why Bother?
Doing
Inside
PwC Outside
PwC
Being
Wider
Community -
volunteering
Calmer
Clearer
priorities
Open
Vulnerable
Confident
Family and friendships
Purpose and meaning
Client
relationships
Taking
leadership
If you’re interested in finding out
more….
• Please sign up for information on our
next series of talks at the Centre for
Responsible Management. To include
stories from:
• PizzaExpress, PwC, Abel and Cole,
and others
• Sign the forms or contact me:
karen.blakeley@winchester.ac.uk
References
• Schreck, P. (2011) Reviewing the Business Case for Corporate Social Responsibility: New Evidence and Analysis, Journal of Business Ethics, Vol. 103, pp.167-188
• Hansen, S.D., Dunford, B.B., Boss, A.D., Boss, R. W. and Angermeier, I. (2011) Journal of Business Ethics, Vol. 102,pp. 29-45
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