19
Corporate Social Responsibility

Social Responsibility Management

Embed Size (px)

Citation preview

Page 1: Social Responsibility Management

Corporate Social Responsibility

Page 2: Social Responsibility Management

Definition of Social responsibility• Social responsibility

– Broader than just responding to shareholders– Retrenchment & relocation to low-labor costs countries

affect shareholders, but also» workers » communities and customers

– Serving the general interest• To cut the price of a good to prevent inflation• To invest in pollution-reducing equipments

Page 3: Social Responsibility Management

Prentice Hall, Inc. © 2008 3-3

Carroll’s 4 Responsibilities

Page 4: Social Responsibility Management

Archie Carroll and Managers’ 4 responsibilities

• Economic– A firm must repay its creditors and shareholders

• Legal– Non-discriminatory policies among employees and suppliers– Compliance with law and regulations

• Ethical (expected contributions)– Concern for the community, protection of natural resources,

using recycling materials, safety of neighborhoods

• Discretionary policies

Economic and Legal responsibilities get prioritySome ethical contributions may become legal responsibilities

Page 5: Social Responsibility Management

Responsible to Whom ? Primary Stakeholders

• Employees

• Customers

• Shareholders

• Suppliers

• Creditors

Page 6: Social Responsibility Management

Secondary Stakeholders

– Contrary to primary stakeholders, relationships with secondary stakeholders, is not covered by any written or verbal agreement

– Are not monitored by the company in a systematic fashion

– Have long term impact on profitability (e.g. loss of reputation) rather than short-term (competitors)

Page 7: Social Responsibility Management

Secondary Stakeholders: Examples

Page 8: Social Responsibility Management

Guidelines when dealing with stakeholders

• To estimate the impact of a decision on each stakeholder group– How much will each stakeholder lose or gain ?

• To prioritize stakeholders– Based on loss or gains experienced by each stakeholder

• To involve stakeholder in strategic decisions

• To inform stakeholders in advance so that they can make necessary adjustment (e.g. plant closure)

Page 9: Social Responsibility Management

Why do people bend rules?

• 70 % of executives bend the rules. Why ? a), b) or c)

a) Pressure from others and “everybody is doing it”

b) Organizational performance requires it

c) Rules were ambiguous or outdated

Page 10: Social Responsibility Management

Why people do not bend rule ?• Kohlberg’s Levels of Moral Development:

– Preconventional level: behaviors depends on personal interest (avoiding punishment)

• Small children

– Conventional level: Actions depends on an external code of conduct (e.g. society law or norms)

• Most people

– Principled level of development: Looking beyond norms or laws to find universal value

• 20 % of the population

Page 11: Social Responsibility Management

Benefits of Being Socially-Responsible

Page 12: Social Responsibility Management

Corporate Social Responsibility’s Concerns Today

Page 13: Social Responsibility Management

Corporate Social Responsibility and the Market for Pollution Permits

Page 14: Social Responsibility Management

Policy 1: Regulation• Acme, US Electric each emit 40 tons SO2, total of 80

tons.

• Goal: reduce emissions 25% (to ?)

• Suppose cost of reducing emissions is $100/ton for Acme, $200/ton for US Electric.

• If regulation requires each firm to reduce 10 tons,

Total cost of achieving goal =

Page 15: Social Responsibility Management

Marketable Pollution Permits – “Cap and Trade”

• This approach involves creating a “market for the right to pollute”• Potential polluters given a permit that allows them to create a fixed amount of

pollution. – These permits can be resold

• Government can reduce the volume of permits available over time – to gradually reduce total pollution emissions

• As the supply of permits falls, so the permits become more valuable (as their market price rises)

• The EU announced in December 2002 that it was to set up a market to trade pollution permits for carbon dioxide (CO2)

– Polluters in energy, steel, cement, glass, brick making, paper and cardboard – have been able to buy and sell emission quotas since the start of 2005

Page 16: Social Responsibility Management

• Policy choice: • Issue 60 permits, each allows its bearer 1 ton of SO2

emissions – Total emissions = 60 tons

• Give 30 permits to each firm • Establish market for trading permits

• Each firm can choose among these options: Emit 30 tons of SO2, using all its permits, or Emit < 30 tons, sell unused permits, or Buy additional permits so it can emit > 30 tons

Market-Based Policy 2: Tradable Pollution Permits

Page 17: Social Responsibility Management

Suppose market price of permit = $150

One possible equilibrium:

Acme – spends $???? to cut emissions by 20 tons– has ??? unused permits, sells them for ???

» net cost to Acme:

US Electric

Total cost of achieving a 20 tons reduction in pollution:

Page 18: Social Responsibility Management

Suppose market price of permit = $150

One possible equilibrium:

Acme – spends $2,000 to cut emissions by 20 tons (20 x $100)– has 10 (or 30-20) unused permits, sells them for $1,500

» net cost to Acme: $500

US Electric– emissions remain at 40 tons– buys 10 permits from Acme for $1,500

» net cost to US Electric: $1,500

Total cost of achieving a 20 tons reduction in pollution: $2,000

Page 19: Social Responsibility Management

• A system of tradable pollution permits achieves goal at lower cost than regulation. – Firms with low cost of reducing pollution

sell whatever permits they can.– Firms with high cost of reducing pollution

buy permits.

• Result: Pollution reduction efforts are concentrated among firms with lowest costs.

Market-Based Policy 2: Tradable Pollution Permits