Tag Archives: Strategic Management

October 29, 2020 · 10:51 am

The Organizations’ Strategic Management Processes

Featuring an excerpt from one of my latest contributions that will be published in my latest edited textbook, “Strategic Corporate Communication in the Digital Age”

The Strategic Management Processes

Strategic Planning Stage	Targets	Narrative	Key questions
1. Mission, vision and values	Identify the main purpose and goals of the organization.	The goals are overarching principles which guide marketers in their decision making. Businesses can plan ahead for their future (if they generate goals).	Why does the organization exist? What are its overall goals and objectives? What kind of product or service does it provide? Who are its primary customers and market? Where is the geographical region of operation?
2. Strategic objectives	Define the organization’s financial and non-financial objectives (including its strategic targets). Establish the economic model that will be used throughout the strategic management process.	Objectives are the specific steps which are required to achieve goals. The objectives ought to be specific, measurable, attainable, realistic and may have an associated timeline. Objectives can be motivating to both management and employees (when they meet their employers’ objectives).	Where is the organization going? How can the organization’s strategies contribute toward achieving its goals? What are the organization’s short-term, medium-term and long-term objectives?
3. Strategic analysis	Identify the organization’s internal strengths and external opportunities that can create long term value. Identify the competences, resources and capabilities that can impact and modify organizational strategies.	Once an organization has decided ‘where it wants to be’, the next step is to identify the possible courses of action or strategies that might enable the organisation to get there. The organisation must carry out an information gathering exercise to ensure that it has a full understanding of where it is now. This strategic analysis involves looking inwards and outwards.	What are the strengths and weaknesses within the organization? What are the opportunities and threats from the external environment? How are the political, economic, social, technological, ethical and legal issues affecting the organization?
4. Strategy formulation	Evaluate strategies. Choose alternative courses of action. Implement the long-term plan.	Having carried out a strategic analysis, alternative strategies can be identified. The strategies must then be evaluated in terms of suitability, feasibility and acceptability.	Which strategies have the greatest potential to achieve the organization’s objectives? Should the organization pursue cost leadership / differentiation leadership / cost focus / differentiation focus strategies?
5. Measuring the effectiveness of the strategic plan	Measure actual results and compare with the plan	Actual results are recorded and analyzed. The information about actual and planned results is fed back to the management and is often in the form of reports.	How can the organization respond to the divergences from the plan? What has gone well? What has gone wrong? What corrective action should be taken?

(Oliveira, Martins, Camilleri & Jayantilal, 2021, adapted from Camilleri, 2018)

References

Camilleri, M.A. (2018). Travel Marketing, Tourism Economics and the Airline Product: An Introduction to Theory and Practice. Springer, Cham, Switzerland. ISBN 978-3-319-49849 2 http://www.springer.com/us/book/9783319498485

Oliveira, C., Martins, A., Camilleri, M.A. & Jayantilal, S. (2021). Using the Balanced Scorecard for strategic communication and performance management. In Camilleri, M.A. (Ed.) Strategic Corporate Communication in the Digital Age, Emerald, Bingley, UK. https://www.researchgate.net/publication/344883011_Using_the_Balanced_Scorecard_for_strategic_communication_and_performance_management (Free downloadable pre-publication version)

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Tagged as management, Measuring Effectiveness of the Strategic Plan, Strategic Analysis, Strategic Formulation, Strategic Management, Strategic Management Processes, Strategic Objectives, Strategic Plan, Strategic Planning, Strategy

April 3, 2020 · 11:43 am

The Performance Management in Higher Education

This is an excerpt from my latest academic article, entitled; “Using the balanced scorecard as a performance management tool in higher education” that will be published in Sage’s “Management in Education” (Journal).

The higher education institutions (HEIs) are competing in a global marketplace, particularly those which are operating in the contexts of neoliberal policymaking (Fadeeva and Mochizuki, 2010; Deem et al., 2008; Olssen and Peters, 2005; Bleiklie, 2001). Several universities are characterized by their de-centralized leadership as they operate with budget constraints (Smeenk, Teelken, Eisinga and Doorewaard, 2008; Bleiklie, 2001). Notwithstanding, their stakeholders expect their increased accountability and quality assurance, in terms of their efficiency, economy and effectiveness (Witte and López-Torres, 2017; Smeek et al., 2008). Hence, HEIs set norms, standards, benchmarks, and quality controls to measure their performance; as they are increasingly market-led and customer-driven (Jauhiainen, Jauhiainen, Laiho and Lehto, 2015; Billing, 2004; Etzkowitz, et al., 2000). Specifically, the universities’ performance is having a positive effect on the economic development of societies; through the provision of inclusive, democratized access to quality education and high impact research (Arnesen & Lundahl, 2006). Moreover, the educational institutions are also expected to forge strong relationships with marketplace stakeholders, including business and industry (Waring, 2013).

As a result, many universities have adapted, or are trying to adapt to the changing environment as they re-structure their organization and put more emphasis on improving their organizational performance. These developments have inevitably led to the emergence of bureaucratic procedures and processes (Jauhiainen et al., 2015). HEIs have even started using the corporate language as they formulate plans, set objectives, and use performance management criteria to control their resources (Smeenk et al., 2008; Ball, 2003). For instance, the Finnish universities have introduced new steering mechanisms, including the performance systems in budgeting, organizational reforms, management methods and salary systems (Camilleri, 2018; Jauhiainen et al., 2015). Previously, Welch (2007) noted that HEIs were adopting new modes of governance, organizational forms, management styles, and values that were prevalent in the private business sector. The logic behind these new managerial reforms was to improve the HEIs’ value for money principles (Waring, 2013; Deem, 1998). Therefore, the financing of HEIs is a crucial element in an imperfectly competitive, quasi-market model (Marginson, 2013; Olssen and Peters, 2005; Enders, 2004; Dill, 1997).

Academic commentators frequently suggest that the managerial strategies, structures, and values that belong to the ‘private sector’ are leading to significant improvements in the HEIs’ performance (Waring, 2013; Teelken, 2012; Deem and Brehony, 2005; Deem, 1998). On the other hand, critics argue that the ‘managerial’ universities are focusing on human resource management (HRM) practices that affect the quality of their employees’ job performance (Smeenk et al., 2008). Very often, HEIs are employing bureaucratic procedures involving time-consuming activities that could otherwise have been invested in research activities and / or to enhance teaching programs. The HEIs’ management agenda is actually imposed on the academics’ norms of conduct and on their professional behaviors. Therefore, the universities’ leadership can affect the employees’ autonomies as they are expected to comply with their employers’ requirements (Deem and Brehony, 2005). Smeenk et al. (2008) posited that this contentious issue may lead to perennial conflicts between the employees’ values and their university leaders’ managerial values; resulting in lower organizational commitment and reduced productivities.

The HEIs’ managerial model has led to a shift in the balance of power from the academics to their leaders as the universities have developed quality assurance systems to monitor and control their academic employees’ performance (Camilleri, 2018; Cardoso, Tavares and Sin, 2015). This trend towards managerialism can be perceived as a lack of trust in the academic community. However, the rationale behind managerialism is to foster a performative culture among members of staff, as universities need to respond to increased competitive pressures for resources, competences and capabilities (Decramer et al., 2013; Marginson, 2006; 2001; Enders, 2004). These issues have changed the HEIs’ academic cultures and norms in an unprecedented way (Chou and Chan, 2016; Marginson, 2013).

HEIs have resorted to the utilization of measures and key performance indicators to improve their global visibility. Their intention is to raise their institutions’ profile by using metrics that measure productivity. Many universities have developed their own performance measures or followed frameworks that monitor the productivity of academic members of staff (Taylor and Baines, 2012). Very often, their objective is to audit their academic employees’ work. However, their work cannot always be quantified and measured in objective performance evaluations. For instance, Waring (2013) argued that academic employees are expected to comply with their employers’ performance appraisals (PAs) and their form-filling exercises. The rationale behind the use of PAs is to measure the employees’ productivity in the form of quantifiable performance criteria. Hence, the PA is deemed as a vital element for the evaluation of the employees’ performance (Kivistö et al., 2017; Dilts et al., 1994). The PA can be used as part of a holistic performance management approach that measures the academics’ teaching, research and outreach. This performance management tool can possibly determine the employees’ retention, promotion, tenure as well as salary increments (Subbaye, 2018; Ramsden, 1991).

Therefore, PAs ought to be clear and fair. Their administration should involve consistent, rational procedures that make use of appropriate standards. The management’s evaluation of the employees’ performance should be based on tangible evidence. In a similar vein, the employees need to be informed of what is expected from them (Dilts et al., 1994). They should also be knowledgeable about due processes for appeal arising from adverse evaluations, as well as on grievance procedures, if any (Author, 2018). In recent years; the value of the annual performance appraisals (PAs) has increasingly been challenged in favor of more regular ‘performance conversations’ (Aguinis, 2013; Herdlein, Kukemelk and Türk, 2008). Therefore, regular performance feedback or the frequent appraisal of employees still remain a crucial aspect of the performance management cycle. Pace (2015) reported that the PA was used to develop the employees’ skills, rather than for administrative decisions. In a similar vein, the University of Texas (2019) HR page suggests that the appraisers’ role is “to set expectations, gather data, and provide ongoing feedback to employees, to assist them in utilizing their skills, expertise and ideas in a way that produces results”. However, a thorough literature review suggests that there are diverging views among academia and practitioners on the role of the annual PA, the form it should take, and on its effectiveness in the realms of higher education (Herdlein et al., 2008; DeNisi and Pritchard, 2006).

The Performance Management Frameworks

The HEIs’ evaluative systems may include an analysis of the respective universities’ stated intentions, peer opinions, government norms and comparisons, primary procedures from ‘self-evaluation’ through external peer review. These metrics can be drawn from published indicators and ratings, among other frameworks (Billing, 2004). Their performance evaluations can be either internally or externally driven (Cappiello and Pedrini, 2017). The internally driven appraisal systems put more emphasis on self-evaluation and self-regulatory activities (Baxter, 2017; Bednall, Sanders and Runhaar, 2014; Dilts et al., 1994). Alternatively, the externally driven evaluative frameworks may involve appraisal interviews that assess the quality of the employees’ performance in relation to pre-established criteria (DeNisi and Pritchard, 2006; Cederblom, 1982).

Many countries, including the European Union (EU) states have passed relevant legislation, regulatory standards and guidelines for the HEIs’ quality assurance (Baxter, 2017), and for the performance evaluations of their members of staff (Kohoutek et al., 2018; Cardoso et al., 2015; Bleiklie, 2001). Of course, the academic employees’ performance is usually evaluated against their employers’ priorities, commitments, and aims; by using relevant international benchmarks and targets (Lo, 2009). The academics are usually appraised on their research impact, teaching activities and outreach (QS Ranking, 2019; THE, 2019). Their academic services, including their teaching resources, administrative support, and research output all serve as performance indicators that can contribute to the reputation and standing of the HEI that employs them (Geuna and Martin, 2003).

Notwithstanding, several universities have restructured their faculties and departments to enhance their research capabilities. Their intention is to improve their institutional performance in global rankings (Lo, 2014). Therefore, HEIs recruit academics who are prolific authors that publish high-impact research with numerous citations in peer reviewed journals (Wood and Salt, 2018; Author, 2018). They may prefer researchers with scientific or quantitative backgrounds, regardless of their teaching experience (Chou and Chan, 2016). These universities are prioritizing research and promoting their academics’ publications to the detriment of university teaching. Thus, the academics’ contributions in key international journals is the predominant criterion that is used to judge the quality of academia (Billing, 2004). For this reason, the vast majority of scholars are using the English language as a vehicle to publish their research in reputable, high impact journals (Chou and Chan, 2016). Hence, the quantity and quality of their research ought to be evaluated through a number of criteria (Lo, 2014; 2011; Dill and Soo, 2005).

University ranking sites, including (THE) and the QS Rankings, among others, use performance indicators to classify and measure the quality and status of HEIs. This would involve the gathering and analysis of survey data from academic stakeholders. THE and QS, among others clearly define the measures, their relative weight, and the processes by which the quantitative data is collected (Dill and Soo, 2005). The Academic Ranking of World Universities (ARWU) relies on publication-focused indicators as 60 percent of its weighting is assigned to the respective university’s research output. Therefore, these university ranking exercises are surely affecting the policies, cultures and behaviors of HEIs and of their academics (Wood and Salt, 2018; De Cramer et al., 2013; Lo, 2013). For instance, the performance indicators directly encourage the recruitment of international faculty and students. Other examples of quantitative metrics include the students’ enrolment ratios, graduate rates, student drop-out rates, the students’ continuation of studies at the next academic level, and the employability index of graduates, among others. Moreover, qualitative indicators can also provide insightful data on the students’ opinions and perceptions about their learning environment. The HEIs could evaluate the students’ satisfaction with teaching; satisfaction with research opportunities and training; perceptions of international and public engagement opportunities; ease of taking courses across boundaries, and may also determine whether there are administrative / bureaucratic barriers for them (Kivistö et al., 2017; Jauhiainen et al., 2015; Ramsden, 1991). Hence, HEIs ought to continuously re-examine their strategic priorities and initiatives. It is in their interest to regularly analyze their performance management frameworks through financial and non-financial indicators, in order to assess the productivity of their human resources. Therefore, they should regularly review educational programs and course curricula (Kohoutek et al., 2018; Brewer and Brewer, 2010). On a faculty level, the university leaders ought to keep a track record of changes in the size of departments; age and distribution of academic employees; diversity of students and staff, in terms of gender, race and ethnicity, et cetera. In addition, faculties could examine discipline-specific rankings; and determine the expenditures per academic member of staff, among other options (Author, 2018).

The balanced scorecard

The balanced scorecard (BSC) was first introduced by Kaplan and Norton (1992) in their highly cited article, entitled “The Balanced Scorecard: Measures that Drive Performance”. BSC is an integrated results-oriented, performance management tool, consisting of financial and non-financial measures that link the organizations’ mission, core values, and vision for the future with strategies, targets, and initiatives that are designed to bring continuous improvements (Taylor and Baines, 2012; Wu, Lin and Chang, 2011; Beard, 2009; Umashankar and Dutta, 2007; Cullen, Joyce, Hassall and Broadbent, 2003; Kaplan and Norton, 1992). Its four performance indicators play an important role in translating strategy into action; and can be utilized to evaluate the performance of HEIs. BSC provides a balanced performance management system as it comprises a set of performance indices that can assess different organizational perspectives (Taylor and Baines, 2012). For BSC, the financial perspective is a core performance measure. However, the other three perspectives namely: customer (or stakeholder), organizational capacity and internal process ought to be considered in the performance evaluations of HEIs, as reported in the following table:

The balanced scorecard approach in higher education

Cullen et al. (2003) suggested that the UK’s Higher Education Funding Council for England (HEFCE), the Scottish Funding Council (SHEFC), the Higher Education Funding Council for Wales (HEFCW), as well as the Department for Employment and Learning (DELNI) have incorporated the BSC’s targets in their Research Excellence Framework. Furthermore, other HEI targets, including: the students’ completion rates, the research impact of universities, collaborative partnerships with business and industry, among others, are key metrics that are increasingly being used in international benchmarking exercises, like the European Quality Improvement System (EQUIS), among others. Moreover, BSC can be used to measure the academic employees’ commitment towards their employer (Umashankar and Dutta, 2007; McKenzie, and Schweitzer, 2001). Notwithstanding, Wu, Lin and Chang (2011) contended that the BSC’s ‘‘organizational capacity’’ is related to the employee development, innovation and learning. Hence the measurement of the HEIs’ intangible assets, including their intellectual capital is affected by other perspectives, including the financial one (Taylor and Baines, 2012). This table summarizes some of the strengths and weaknesses of the balanced scorecard.

BSC is widely used to appraise the financial and non-financial performance of businesses and public service organizations including HEIs. Many HEI leaders are increasingly following business-like approaches as they are expected to operate in a quasi-market environment (Marginson, 2013). They need to scan their macro environment to be knowledgeable about the opportunities and threats from the political, economic, social and technological factors. Moreover, they have to regularly analyze their microenvironment by evaluating their strengths and weaknesses. Hence, several HEIs are increasingly appraising their employees as they assess their performance on a regular basis. They may even decide to take remedial actions when necessary. Therefore, BSC can also be employed by HEIs to improve their academic employees’ productivity levels (Marginson, 2013; 2000).

A pre-publication version of the full article is available through ResearchGate and Academia.edu.

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Tagged as Balanced Scorecard, educational leadership, Higher Education, higher education institutions, Human Resources, human resources management, management, performance management, Strategic Management, Universities

October 6, 2017 · 10:48 pm

Corporate Sustainability and Responsibility: Creating Value for Business, Society and the Environment

This an excerpt from my latest open-access paper in Springer’s Asian Journal of Sustainability and Social Responsibility.

This review paper has built on the previous theoretical underpinnings of the corporate social responsibility agenda including Stakeholder Management, Corporate Citizenship and Creating Shared Value as it presents the latest Corporate Sustainability and Responsibility perspective. This value-based model reconciles strategic CSR and environmental management with a stakeholder approach to bring long term corporate sustainability, in terms of economic performance for the business, as well as corporate responsibility’s social outcomes.

Recently, some international conferences including Humboldt University’s gatherings in 2014 and 2016 have also raised awareness on this proposition. The corporate sustainability and responsibility concept is linked to improvements to the companies’ internal processes including environmental management, human resource management, operations management and marketing (i.e. Corporate Sustainability). At the same time, it raises awareness on the businesses’ responsible behaviours (i.e. Corporate Responsibility) toward stakeholders including the government, suppliers, customers and the community, among others. The fundamental motivation behind this approach is the view that creating connections between stakeholders in the value chain will open-up unseen opportunities for the competitive advantage of responsible businesses, as illustrated in Table 2. Corporate sustainability and responsibility focuses on exploiting opportunities that reconcile differing stakeholder demands as many corporations out there are investing in corporate sustainability and responsible business practices (Lozano 2015). Their active engagement with multiple stakeholders (both internal and external stakeholders) will ultimately create synergistic value for all (Camilleri 2017).

Multinational organisations are under increased pressures from stakeholders (particularly customers and consumer associations) to revisit their numerous processes in their value chain activities. Each stage of the company’s production process, from the supply chain to the transformation of resources could add value to their businesses’ operational costs as they produce end-products. However, the businesses are always expected to be responsible in their internal processes toward their employees or toward their suppliers’ labour force. Therefore, this corporate sustainability and responsibility perspective demands that businesses create economic and societal value by re-aligning their corporate objectives with stakeholder management and environmental responsibility. In sum, corporate sustainability and responsibility may only happen when companies demonstrate their genuine willingness to add corporate responsible dimensions and stakeholder engagement to their value propositions. This occurs when businesses opt for responsible managerial practices that are integral to their overall corporate strategy. These strategic behaviours create opportunities for them to improve the well-being of stakeholders as they reduce negative externalities on the environment. The negative externalities can be eliminated by developing integrated approaches that are driven by ethical and sustainability principles. Very often, multinational businesses are in a position to mitigate risk and to avoid inconveniences to third parties. For instance, major accidents including BP’s Deep Horizon oil spill in 2010, or the collapse of Primark’s Rana Plaza factory in Bangladesh, back in 2013, could have been prevented if the big businesses were responsible beforehand.

In conclusion, the corporate sustainability and responsibility construct is about embedding sustainability and responsibility by seeking out and connecting with the stakeholders’ varied interests. As firms reap profits and grow, there is a possibility that they generate virtuous circles of positive multiplier effects (Camilleri 2017). Therefore, corporate sustainability and responsibility can be considered as strategic in its intents and purposes. Indeed, the businesses are capable of being socially and environmentally responsible ‘citizens’ as they are doing well, economically. This theoretical paper has contributed to academic knowledge as it explained the foundations for corporate sustainability and responsibility. Although this concept is still evolving, the debate among academic commentators is slowly but surely raising awareness that are needed to deliver strategic results that create value for businesses, society and the environment.

References

Camilleri MA (2017) Corporate sustainability, social responsibility and environmental management: an introduction to theory and practice with case studies. Springer, Heidelberg, Germany

Lozano R (2015) A holistic perspective on corporate sustainability drivers. Corp Soc Responsib Environ Manag 22(1): 32-44.

How to Cite: Camilleri, M.A. (2017) Corporate Sustainability and Responsibility: Creating Value for Business, Society and the Environment. Asian Journal of Sustainability and Social Responsibility. 1-16. DOI: 10.1186/s41180-017-0016-5

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Tagged as Asian Journal of Sustainability and Social Responsibility, Business, business and society, corporate citizenship, corporate social responsibility, corporate sustainability, Corporate Sustainability and Responsibility, creating shared, social innovation, stakeholder engagement, stakeholder management, Strategic Management, Strategy, sustainable innovation

December 17, 2016 · 7:50 pm

Springer’s latest book on Strategic Management; Corporate Sustainability, Social Responsibility and Environmental Management

This book provides a concise and authoritative guide to corporate social responsibility (CSR) and its related paradigms, including environmental responsibility, corporate sustainability and responsibility, creating shared value, strategic CSR, stakeholder engagement, corporate citizenship, business ethics and corporate governance, among others. It is primarily intended for advanced undergraduate and / or graduate students. Moreover, this publication is highly relevant for future entrepreneurs, small business owners, non-profit organisations and charitable foundations, as it addresses the core aspects of contemporary strategies, public policies and practices. It also features case studies on international policies and principles, exploring corporate businesses’ environmental, social and governance reporting.

Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies – by Mark Anthony Camilleri,PhD (Edinburgh)

Google Scholar Citation

Google Books

The book includes a foreword by Professor Emeritus Archie B. Carroll, who is one of the pioneers of the CSR paradigm. It also features numerous endorsements from accomplished academic researchers:

“There’s a revolution taking place, one that’s percolating from the uncoordinated efforts of activist consumers/NGOs, regulators/moralists, and corporate/institutional investors. Mark Camilleri’s new book provides an excellent overview of the eclectic academic literature in this area, and presents a lucid description of how savvy companies can embed themselves in circular systems that reduce system-wide externalities, increase economic value, and build reputation. A valuable contribution.”

Charles J. Fombrun, Founder of Reputation Institute and a former Professor of Management at New York University and The Wharton School, University of Pennsylvania, USA.

“I am pleased to recommend Dr. Camilleri’s latest book, Corporate Sustainability, Social Responsibility, and Environmental Management. The book is a rich source of thought for everyone who wants to get deeper insights into this important topic. The accompanying five detailed case studies on a wide array of corporate sustainable and responsible initiatives are helpful in demonstrating how theoretical frameworks have been implemented into practical initiatives. This book is a critical companion for academics, students, and practitioners.”

Adam Lindgreen, Professor and Head of Department of Marketing, Copenhagen Business School, Denmark.

“This book is an essential resource for students, practitioners, and scholars. Dr. Mark Camilleri skillfully delivers a robust summary of research on the business and society relationship and insightfully points to new understandings of and opportunities for responsible business conduct. I highly recommend Corporate Sustainability, Social Responsibility, and Environmental Management: An Introduction to Theory and Practice with Case Studies.”

Diane L. Swanson, Professor and Chair of Distinction in Business Administration and Ethics Education at Kansas State University, KS, USA.

“Mark’s latest book is lucid, insightful, and highly useful in the classroom. I strongly recommend it.”

Donald Siegel, Dean of the School of Business and Professor of Management at the University at Albany, State University of New York, NY, USA.

“The theory and practice of corporate sustainability, social responsibility and environmental management is complex and dynamic. This book will help scholars to navigate through the maze. Dr Camilleri builds on the foundations of leading academics, and shows how the subject continues to evolve. The book also acknowledges the importance of CSR 2.0 – or transformative corporate sustainability and responsibility – as a necessary vision of the future.”

Wayne Visser, Senior Associate at Cambridge University, UK. He is the author of CSR 2.0: Transforming Corporate Sustainability & Responsibility and Sustainable Frontiers: Unlocking Change Through Business, Leadership and Innovation.

“Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies” provides a useful theoretical and practical overview of CSR and the importance of practicing corporate sustainability.”

Geoffrey P. Lantos, Professor of Business Administration, Stonehill College. Easton, Massachusetts, USA.

“This book offers a truly comprehensive guide to current concepts and debates in the area of corporate responsibility and sustainability. It gives helpful guidance to all those committed to mainstreaming responsible business practices in an academically reflected, yet practically relevant, way.”

Andreas Rasche, Professor of Business in Society, Copenhagen Business School, Denmark.

“A very useful resource with helpful insights and supported by an enriching set of case studies”

Albert Caruana, Professor of Marketing at the University of Malta, Malta and at the University of Bologna, Italy.

“A good overview of the latest thinking about Corporate Social Responsibility and Sustainable Management based on a sound literature review as well as useful case studies. Another step forward in establishing a new business paradigm.”

René Schmidpeter, Professor of International Business Ethics and CSR at Cologne Business School (CBS), Germany.

“Dr. Camilleri’s book is a testimony to the continuous need around the inquiry and advocacy of the kind of responsibility that firms have towards societal tenets. Understanding how CSR can become a modern manifestation of deep engagement into socio-economic undercurrents of our firms, is the book’s leading contribution to an important debate, that is more relevant today than ever before”

Mark Esposito, Professor of Business and Economics at Harvard University, MA, USA.

“Mark’s book is a great addition to the literature on CSR and EM; it will fill one of the gaps that have continued to exist in business and management schools, since there are insufficient cases for teaching and learning in CSR and Environmental Management in Business Schools around the globe.”

Samuel O. Idowu, Senior Lecturer in Accounting at London Metropolitan University, UK; a Professor of CSR at Nanjing University of Finance and Economics, China and a Deputy CEO, Global Corporate Governance Institute, US

“Corporate Social Responsibility has grown from ‘nice to have’ for big companies to a necessity for all companies. Dr Mark Camilleri sketches with this excellent book the current debate in CSR and CSR communication and with his cases adds valuable insights in the ongoing development and institutionalization of CSR in nowadays business”.

Wim J.L. Elving, A/Professor at the University of Amsterdam, Netherlands.

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Tagged as Business, corporate social responsibility, Strategic Management, Strategy, Sustainability

October 24, 2016 · 5:34 pm

Mark Camilleri edited a book on sustainable and responsible business

Dr Mark Anthony Camilleri, Ph.D. (Edinburgh) has recently edited a business textbook entitled; ‘CSR 2.0 and the New Era of Corporate Citizenship’.

This contribution is an authoritative reference source (for the latest scholarly research) on the ways in which corporate entities can implement responsible strategies that create synergistic value for both businesses and society. The authors (hailing from leading European universities) contend that responsible behaviors in the realm of business continue to remain a crucial component of organizational development.

By exploring core aspects of contemporary corporate strategies, businesses can create more value through social welfare and sustainable initiatives. This publication features an extensive coverage across a wide range of perspectives and topics, including corporate citizenship, corporate sustainability and responsibility, stakeholder engagement, business ethics, public spending, total responsibility management and social value co-creation, among others.

This publication is ideally designed for students, academics and researchers seeking current concise and authoritative research on the business case for corporate social responsibility.

Chapter 1 presents a thorough literature review on corporate social responsibility and its other related constructs, including corporate citizenship, stakeholder engagement and business ethics. Hence, this chapter reports on how CSR has evolved to reflect the societal realities.

Chapter 2 reviews the different definitions of the corporate responsibility paradigms and draws comparisons between related concepts. The author contends that organization studies; economic, institutional, cultural and cognitive perspectives are shaping the corporate responsibility agenda. She cleverly presents the benefits of integrating multiple perspectives and discusses about the possible research avenues in the realms of corporate responsibility.

Chapter 3 suggests that the field of CSR is ushering a new era in the relationship between business and society. The author puts forward a Total Responsibility Management (TRM) approach that may be useful for business practitioners who intend adopting CSR behaviors. This chapter posits that CSR strategies including managing relationship with stakeholders will contribute to the companies´success and will also bring community welfare.

Chapter 4 focuses on the national governments’ regulatory role of raising awareness on CSR behaviors among businesses. The author suggests that there is scope for the state agencies to promote CSR as a business case for companies. She provides an outline of the current state of “supranational regulative policies on public procurement” within the European Union context.

Chapter 5 uses a stakeholder perspective to encapsulate the CSR concept. The authors investigated social value cocreation (SVCC) through a qualitative study among different stakeholders (customers, employees, and managers). They implied that businesses ought to clarify their motives, by opening channels of communication with stakeholders. This way, there will be a higher level of SVCC with increased (stakeholder) loyalty toward the firms.

Chapter 6 sheds light on Porter and Kramer’s (2011) shared value proposition. The author explains how collaborative stakeholder interactions could lead to significant improvements in the supply chain.

Chapter 7 involved a longitudinal study that investigated how four different State Owned Enterprises communicated with Māori communities between 2008 and 2013. This study contributes to the extant research on the legitimacy theory and CSR communication with ethnic minorities in the Aotearoa (New Zealand) context.

Chapter 8 links the CSR paradigm with risk management. The author suggests that Serbian businesses ought to adopt corporate sustainable and responsible approaches in terms of their disaster risk reduction prior to environmental emergencies.

Chapter 9 involved a quantitative analysis that explored the CSR practices within the hospitality industry. The authors suggested that there were distinct social and environmentally responsible behaviors in different geographical areas. They argued that institutions can take their results into account when drawing up policies that are aimed at fostering responsible tourism practices.

Chapter 10 examined how CSR communication of self-serving motives can lead to more trust and credibility among stakeholders as well as corporate reputation. The authors implied that the marketers should be aware of how the public perceive CSR behaviors.

Chapter 11 reports that corporate (or organizational) storytelling is increasingly being used as a promotional tool to communicate CSR information to stakeholders. The authors present four companies that have used storytelling with the aims of transmitting values, fostering collaboration, leading change and sharing knowledge on responsible practices.

Chapter 12 relates corporate sustainability to the construct of emotional capital. The authors maintain that emotional capital enables businesses to attract and retain talent. They maintain that there are significant improvements to the firms’ bottom lines If they invest in responsible human resources management.

Chapter13 suggests that the transition from the CSR to CSR 2.0 requires the adoption of five new principles – creativity, scalability, responsiveness, glocality and circularity. The authors posit that these principles ought to be embedded within the organizations’ management values and culture. The authors propose a new framework that can be used to manage the processes of socially responsible organizations.

Chapter 14 investigated the banks’ behaviors during the economic crisis in Turkey. The authors reported on the bank’s CSR strategies as they supported small and medium sized enterprises, as well as local communities during the financial turmoil.

Chapter 15 offers insights on sustainable tourism as the authors investigated the constraints that explain why an attitude–behavior gap exists in responsible tourists’ behaviors.

Chapter 16 examines three leading networks that are intended to promote corporate sustainability and responsibility. The author explores their growing influence as he reviews their objectives, organizational structures, types of activities, practices and impacts.

Further details on this contribution is available here: http://www.igi-global.com/book/csr-new-era-corporate-citizenship/166426

About the Editor:

Dr. Mark Anthony Camilleri is a resident academic in the Department of Corporate Communication at the University of Malta. He specializes in strategic management, stakeholder engagement, corporate social responsibility and sustainable business. Mark successfully finalized his PhD (Management) in three years’ time at the University of Edinburgh in Scotland – where he was nominated for his “Excellence in Teaching”. During the past years, Mark taught business subjects at under-graduate, vocational and post-graduate levels in Hong Kong, Malta and the UK.

Dr Camilleri has published his research in peer-reviewed journals, chapters and conference proceedings. He is also a member on the editorial board of Springer’s International Journal of Corporate Social Responsibility and a member of the academic advisory committee in the Global Corporate Governance Institute (USA). Mark is a frequent speaker and reviewer at the American Marketing Association’s (AMA) Marketing & Public Policy conference and in the Academy of Management’s (AoM) Annual Meeting.

The Authors’ Biographies

Ozan Nadir ALAKAVUKLAR is a lecturer in management at Massey University School of Management. His research interests are based on sustainability, community organizing and social movements.

Marcello ATZENI received his PhD at the University of Cagliari. His research interests are related to tourism authenticity and consumer behavior.

Elisa BARAIBAR DIEZ is a Lecturer in Business Administration at the University of Cantabria. Her fields of research are corporate transparency, CSR, corporate governance and reputation. She focuses on transparency and its effects not only in a business context but also in other contexts such as universities.

Jesús BARRENA MARTINEZ is an Assistant Professor postdoctoral in the Department of Business Management at the University of Cadiz. He has a PhD in the field of Economics and Business Management. His teaching and research interests include Human Resource Management, Corporate Social Responsibility and Intellectual Capital. He has presented papers at international and national conferences and published in journals such as Corporate Social Responsibility and Environmental Management, International Journal of Management and Enterprise Development, Journal of Human Values, Tourism and Management Studies and Intangible Capital.

Roland BERBERICH is Independent researcher in Project Management with additional MRes degree from Heriot Watt University. He has acquired more than 10 years of project experience.

Claudiu George BOCEAN is Associate Professor at and PhD supervisor Faculty of Economics and Business Administration within University of Craiova. In 2000, graduated Bachelor Degree, major in Accountancy and Informatics, Faculty of Economics, University of Craiova, Romania. In 2004, graduated Master program in Business Administration, Faculty of Economics, University of Craiova, Romania. In 2007, PhD in Economics, Faculty of Economics, University of Craiova, Romania. In 2015, Habilitation title in Management, Academy of Economic Sciences Bucharest, Romania. Since 2002 – present, teaching and researching in Faculty of Economics and Business Administration, University of Craiova on topics such as Human Resource Management, Corporate Social Responsibility, Organization Theory, Business Economics, and co-operating within projects with national and international universities and organizations.

Michael Devereux obtained both Master in Business Administration (MBA) from University of North Carolina at Wilmington and a Master in International Business from Universitat de Valencia. Prior to graduate school, he gained a Bachelor in Economics and Geography focusing on international economics and Central/South America from Weber State University. Additionally, he has studied in Costa Rica, and in Guatemala participating in a microfinance and economic development project for indigenous women in Guatemala. His current interests are focused on international affairs, humanitarian components, health and well-being, economic development, community engagement, energy and environmental sustainability.

José Ignacio ELICEGUI REYES is Graduate in Management Business Administration and Business Sciences, as well as he has studied a Masters in Human Resource Management at the University of Cadiz. Currently, he is studying a Masters in Teacher Training in Secondary Schools and High Schools, Vocational Training and Language Training for the specialty of Business Administration at the University of Cadiz. Also, he is developing his PhD in the Human Resource Management field.

Martina G. GALLARZA lectures in the Marketing Department of Universidad de Valencia (SPAIN). She has formerly taught at Universidad Católica de Valencia, where she was Dean of the Business Faculty. Her research interests include consumer behavior and tourism services. She has authored more than 40 articles (in Annals of Tourism Research, Tourism Management, Journal of Consumer Behavior, Journal of Services Marketing, International Journal of Hospitality Management, Journal of Hospitality Marketing and Management among others), and has presented more than 70 papers in Congresses (EMAC, MKT TRENDS Conference, AMA Servsig, ATMC). She teaches in several international masters in Europe (MTM in IGC at Bremen (Germany) and MAE at IGR-IAE Rennes (France). Guest scholar for short periods at Columbia University (New York City. USA), ESCP (France), Sassari University (Sardinia. Italia), Strathclyde University (Glasgow, UK), She is member of the American Marketing Association (AMA), Asociación Española de Marketing (AEMARK), Association Française de Marketing (AFM) and formerly of Association Internationale d’Experts Scientifiques en Tourisme (AIEST She is member of the Board of Directors of Pernod Ricard. S.A. since 2012.

Raquel GOMEZ LOPEZ is a Lecturer in Business Management at the University of Cantabria (Spain). Her current research interests include quality management, excellence models, responsible management, family firms, innovation, and tourism. Raquel’s works have been published in journals of international impact such as Cornell Hospitality Quarterly, Total Quality Management & Business Excellence and Journal of Small Business and Enterprise Development among others. She is also author of several chapters in various collective works and one book. She regularly participates in prestigious international and national conferences, such as those organized by FERC, IFERA and ACEDE.

Misra Cagla GUL is an Associate Professor of Marketing and the Vice Director of the Graduate School of Arts and Sciences at Isik University. She holds a PhD degree from Bogazici University, and an MBA degree from Georgia State University. She has published in the fields of marketing and consumer behavior in times of recession, corporate social responsibility, social marketing, status consumption, green consumer behavior and strategic marketing. She teaches various marketing courses including consumer behavior, advertising and services marketing, both at undergraduate and graduate levels. Her professional experience includes over 5 years in marketing in telecommunications and energy sectors. She has a B.Sc. degree in Industrial Engineering from Bogazici University.

Jose Ramon CARDONA received a doctorate in business economics from the University of the Balearic Islands in 2012. He worked as lecturer in marketing at the University of Zaragoza, Pablo de Olavide University and the University of the Balearic Islands. He’s a research associate of the research group Business Management and Tourist Destinations.

Giacomo DEL CHIAPPA is an assistant professor of marketing at the Department of Economics and Business, University of Sassari (Italy), and Associate Researcher at CRENoS. He is also a senior research fellow, School of Tourism and Hospitality, University of Johannesburg, South Africa. His research is related to destination governance and branding, consumer behavior, and digital marketing. He has published articles in several international journals, among others the International Journal of Hospitality Management, Journal of Services Marketing, Journal of Travel Research, International Journal of Tourism Research, International Journal of Contemporary and Hospitality Management, Current Issues in Tourism, and Information Systems and E-Business Management.

Michael DEVEREUX obtained both Master in Business Administration (MBA) from University of North Carolina at Wilmington and a Master in International Business from Universitat de Valencia. Prior to graduate school, he gained a Bachelor in Economics and Geography focusing on international economics and Central/South America from Weber State University. Additionally, he has studied in Costa Rica, and in Guatemala participating in a microfinance and economic development project for indigenous women in Guatemala. His current interests are focused on international affairs, humanitarian components, health and well-being, economic development, community engagement, energy and environmental sustainability.

José Luis FERNANDEZ SANCHEZ, PhD is a Professor of Business Administration at the University of Cantabria. He specializes in CSR, especially social investment.

Paul George HOLLAND, received a Bachelor in Business degree from the Manukau Institute of Technology, Auckland, New Zealand in 2012 and a Master of Business Studies from Massey University, New Zealand in 2015.

Mehmet KAYTAZ is currently professor of economics and the Dean of Faculty of Economics and Administrative Sciences at Işık University, Istanbul, Turkey. He holds a M.A. degree from the University of Manchester (1974) and Ph.D. from the University of Nottingham (1978). He was a faculty member of Boğaziçi University between 1978-2005.He served as President of State Institute of Statistics, Turkey; as Undersecretary of Treasury; as an alternate director in European Bank for Reconstruction and Development, and as Chairman of Board of Directors of Eregli Iron & Steel Factories. He has authored articles and books on small-scale enterprises, income distribution, economic growth, statistics, finance and education.

Valentín-Alejandro MARTINEZ FERNANDEZ is a Permanent Professor at University of A Coruña, Area of Marketing and Market Research. B.A. Information Sciences, Complutense University of Madrid. MBA Management and Business Administration, University of A Coruña. PhD. Information Sciences, Complutense University of Madrid.

Patricia MARTINEZ GARCIA DE LEANIZ is an Assistant Professor at the University of Cantabria (Spain). Her current research interests include corporate social responsibility, consumer behavior, corporate marketing and responsible management. Her research focuses on theoretical and empirical studies in the tourism sector. Patricia’s works have been published in journals of international impact such as International Journal of Hospitality Management, Journal of Business Ethics, International Journal of Contemporary Hospitality Management and Journal of Travel and Tourism Marketing among others. She is also author of several chapters in various collective works and one book. She regularly participates in prestigious international and national conferences, such as those organized by EMAC, AEMARK and ACEDE.

Lars MORATIS is an expert in corporate social responsibility (CSR) affiliated with Antwerp Management School in Belgium as the Academic Director of the Competence Center Corporate Responsibility and with the NHTV University of Applied Sciences in The Netherlands as Professor of Sustainable Business. His research interests lie in the credibility of corporate CSR claims, ISO 26000, CSR strategy, CSR implementation, responsible management education and critical perspectives on CSR. His other interest is the psychology of sustainability. He received an MSc in Business Administration from Erasmus University Rotterdam School of Management and his PhD from the Open University the Netherlands. His PhD dissertation on ISO 26000 carried the title ‘Standardizing a better world? Essays and critical reflections on the ISO 26000 standard for corporate social responsibility’. He publishes on his research interest in both scientific and practitioner-oriented journals and book chapters. He has written several books, among which is ‘ISO 26000: The business guide to the new standard on social responsibility’.

María D. ODRIOZOLA (PhD) is a Lecturer in Business Administration at the University of Cantabria. Her research focuses on Human Resources Management and CSR. Particularly, she is specialized in labor social responsibility practices.

Mariella PINNA is a Research Fellow at the University of Sassari where she teaches in the area of “Ethics”. Her research interest is related to ethical consumption and consumer behavior.

Vesela RADOVIC is an associate professor, works in the Institute for Multidisciplinary Research, Belgrade University, Serbia. Dr. Radovic has an MPH in fire safety protection and a PhD in safety, protection and defense from the Faculty of Safety in Belgrade. She has a long record of experience in the area of disaster management. As an expert in the area of disaster management she prepared the handbook, Methodology of Risk Assessment and Emergency Management Planning at the Local Level. This manual was a part of the activities of the USAID, Serbia Preparedness, Planning and Economic Security Program, implemented by the DAI/Washington. She spent a year with the Fulbright/Hubert Humphrey Fellowship, at Tulane University, School of Public Health and Tropical Medicine, Department of International Health and Development, New Orleans, LA. During that year in USA her focus was on public policy making and emergency preparedness. Dr. Radovic will focus her future activities in academic community in order to share acquired knowledge to help her country, Serbia in supporting the necessary reforms in the context of Euro-Atlantic Integrations.

Amir Hossein RAHDARI is one of the top 25 youngest Sustainable Business professionals (2degrees). He is the director of research at Corporate Governance and Responsibility Development Centre, an external reviewer to several Int. peer-reviewed journals (JCR and Scopus indexed), a research contributor to CSRI and some other leading platforms. He is also an independent research & consultant and a member of several leading panels on sustainability including GBI Panel (US), NG Panel (UK), Ministry of Petroleum CSR Committee (Iran).

Pedro M. ROMERO FERNANDEZ is a Professor in the Department of Business Management at the University of Cadiz. His teaching experience (more than 15 years) spans the broad range of strategy, human resources and management. He has published his work in the field of HRM in peer-reviewed top national and international journals, such as the International Journal of Human Resource Management, British Journal of Management, Journal of Business Research and Journal of Business Ethics.

María Dolores SANCHEZ FERNANDEZ is a PhD “Competitiveness, Innovation and Development” and a Lecturer at the University of la Coruña (Spain), Faculty of Economics and Business, Department of Analysis and Business Management, Business Organization area. She is also part of the GREFIN (University of A Coruña) and GEIDETUR (University of Huelva) research groups and associate researcher at the Centre of CICS.NOVA.UMinho and Lab2PT research at the University of Minho, GEEMAT (Brazil) and REDOR Network (Mexico). She has been the author or co-author of several articles published in indexed journals. She has participated in over 100 communications in national and International conferences and is a member of the scientific committee. She reviews international scientific magazines in Spain, United States and Brazil. Her main research topics are: Corporate Social Responsibility, quality, tourism, the hotel industry and human resources.

Katharina SARTER is an Ailsa McKay Postdoctoral Fellow at Glasgow Caledonian University. Previously Research Fellow at Bielefeld University, University of Muenster, and University of Rostock as well as Bernheim Postdoctoral Fellow at the Hoover Chair of Economic and Social Ethics at the Catholic University of Louvain and Visiting Scholar at the Public Procurement Research Group at the School of Law of the University of Nottingham.

Catalina SITNIKOV is Professor at University of Craiova (Romania), Faculty of Economics and Business Administration. She has PhD title in Management since 2000, Habilitation title in Management since 2014 and since February 2015 is PhD supervisor in Management. For 3 years activated as Visiting Lecturer at Helsinki University of Technology, Lahti Center (Finland). Since 1995, she has been teaching undergraduate, master and PhD students. She teaches Quality Management, Total Quality Management and Management. Her main research areas include: management, strategic management, and mostly quality management, instruments and models specific to the stages of quality planning, control and improvement, quality management strategies, ISO standards, CSR from the perspective of specific standards and instruments.

Marius Sorin TUDOR holds a PhD from the Faculty of Economics and Business Administration within University of Craiova. In 1998, graduated Bachelor Degree, major in Accountancy and Informatics, Faculty of Economics, University of Craiova, Romania, In 2001, graduated Master program in Business Administration, Faculty of Economics, University of Craiova, Romania In 2008, PhD in Economics, Faculty of Economics, University of Craiova, Romania Since 2006 – present, teaching and researching in Faculty of Economics and Business Administration, University of Craiova on topics such as Project Management, Environmental Economics, Marketing public, Methods and techniques for decision-making in public organizations, Media management. Since 2015 – present, Manager of Universitaria – Publishing house within University of Craiova.

Başak UCANOK TAN received her B.A. degree in Business Administration from Başkent University. Upon her graduation she was granted the Sunley Management Scholarship and completed MSc in International Management from the University of Northampton, UK. Her master’s dissertation focused on the adverse psychological effects of financial crises on layoff survivors. She continued her academic pursuits in Marmara and Istanbul Bilgi University and earned her PhD in Organizational Behavior with her dissertation on the investigation of organizational citizenship behaviors in Turkish SMEs. Her academic research focus concentrates on the dynamics of micro organizational phenomena including work values, organizational citizenship behavior, organizational commitment, alienation, leadership and cooperative behavior. She has served as coordinator in Public Relations program in Istanbul Bilgi University from 2010 to 2012 and has recently became Associate Professor.

Anya Catharina Eva ZEBREGS is a master student at University of Amsterdam. Last January she completed her masters in Business Administration and currently she is writing her thesis for the Social Psychology masters. The two masters complement each other very well; she gathered knowledge about consumers, organizations, groups of people and how to influence them and combined this with strategic and economic knowledge. She is interested in marketing and consultancy and after her internship, which will start this September, she would like to find a job in either marketing or consultancy. Further, Anya has always been very interested in CSR and the non-profit market, one of the reasons why she chooses to write her first master thesis about CSR. Further, she is president of the board of SOLVE Consulting Amsterdam. SOLVE is a professional student consultancy organization active in social enterprise consulting. The organization advises non-profits and social enterprises in their efficiency and effectiveness.

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Tagged as Business, business and society, Business Ethics, Corporate Governance, corporate social responsibility, corporate sustainability, Corporate Sustainability and Responsibility, creating shared value, CSR, Dr Mark Anthony Camilleri, emotional capital, environment management, mark anthony camilleri, Mark Camilleri, Social Capital, social value cocreation, stakeholder engagement, Strategic Management, Sustainability, sustainable business, total responsibility management

June 26, 2015 · 10:42 am

CSR 2.0 – A Conceptual Framework For Corporate Sustainability and Responsibility

Businesses are capable of implementing responsible behaviours as they pursue their profit-making activities. A thorough literature review suggests that many academic articles have dedicated their energies on organising and evaluating the evidence to establish a link, usually through regression analysis between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. Other authors referred to similar concepts as corporate citizenship has evolved following the concepts of stakeholder engagement and business ethics. In the light of these past theoretical underpinnings, this article reports on the many facets of CSR. This contribution puts forward key constructs representing strategic CSR, creating shared value and systematic CSR. It sheds light on the corporate sustainability and responsibility (CSR2.0) notion. This latter perspective suggests that responsible behavioural practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, article makes reference to specific examples of some the latest laudable investments that create shared value. It explains how CSR2.0 requires a focus on building adaptive approaches and directing resources towards the perceived demands of diverse stakeholders for the long term sustainability of business. In a pragmatic approach, this contribution indicates that societal demands are not viewed as constraints on the organisation, but more as challenging opportunities which can be leveraged for the benefit of the firm and its stakeholders.

The Business Case for Corporate Social Responsibility
CSR can help to build reputational benefits; it enhances the firms’ image among external stakeholders and could lead to a favourable climate of trust and cooperation within the company 1. It may lead to create value for both business and society 2 3 4. Several authors maintained that through strategic CSR engagement businesses may achieve a competitive advantage5 6. Empirical studies have shown that there is a correlation between CSR and financial performance 1 3 7. Yet, it may appear that to date there is no explicit, quantitative translation of socially responsible practices into specific results that affect the profit and loss account8. Nevertheless, many companies are defending the correlation between social practices and financial results. The working assumption revolving around the CSP research is that corporate social and financial performance are universally related3. Strategic CSR increases the financial performance; minimises costs through better operational efficiencies, boosts the employee morale and job satisfaction and reduces the staff turnover, along with other benefits3.

CSR can bring a competitive advantage only if there are ongoing communications and dialogue between all stakeholder groups9 10 (including the employees, customers, marketplace and societal groups). The stakeholder relationships are needed to bring external knowledge sources, which may in turn enhance organisational skills and performance. Acquiring new knowledge must be accompanied by mechanisms for dissemination. There is scope in sharing best practices, even with rival firms. It is necessary for responsible businesses to realise that they need to work in tandem with other organisations in order to move the CSR agenda forward3 4. A recent study has indicated that businesses were investing in environmental sustainability, as they minimised their waste by reducing, reusing and recycling resources11. Several others were becoming more conscientious about their environmental responsibilities, particularly in the areas that were in situated in close proximity to their business. They were increasingly protecting the environment as they reduced their pollution through carbon offsetting programmes and the like11. The researcher believes that there is still room for improvement. There are many business practitioners who ought to realise the business case for CSR. Their organisational culture and business ethos could become more attuned to embrace responsible behavioural practices.

Creating Shared Value – Seeking Win-Win Outcomes
In the past, the stakeholder theory has demonstrated how stakeholders could develop long-term mutual relationships, rather than simply focusing on immediate profits. Of course, this does not imply that profit and economic survival are unimportant. On the contrary, this argument is that it is in the businesses’ interest to engage with a variety of stakeholders, upon whom dependence is vital3 4. The businesses’ closer interactions with stakeholders are based on relational and process-oriented views9. Many corporations are already forging strategic alliances in their value chain in order to run their businesses profitably. Some successful businesses are also promoting the right conditions of employment in their supply chains. At the same time, they are instrumental in improving the lives of their suppliers. They do this as they want to enhance the quality and attributes of their products, which are ultimately delivered to customers and end consumers12.
Nestlé, Google, IBM, Intel, Johnson & Johnson, Unilever, and Wal-Mart are some of the multinationals who have somewhat embraced Porter and Kramer’s ‘shared value’ approach. In many cases they are building partnership and collaborative agreements with external stakeholders (including suppliers) hailing from different markets. The notion of shared value is opening up new opportunities for sustainability, particularly with its innovative approach to re-configure the value chain4. Yet, there are academics who argued that this concept ignores the tensions that are inherent in responsible business activity13. “Shared value” cannot cure all of society’s ills as not all businesses are good for society nor would the pursuit of shared value eliminate all injustice. However, the profit motive and the tools of corporate strategy will help to address societal problems14. As a matter of fact, many businesses are reconceiving their products as they take a broad view of their purchasing, procurement and production activities4.
Several multi-national organisations are looking beyond their short-term profits for shareholders. They are also looking after their marketplace stakeholders including suppliers who source their products. Many multinational organisations are redefining productivity in the value chain and enabling local cluster developments to mitigate risks, boost productivity and competitiveness. For instance, Nestlé’s business principles incorporated 10 United Nations Global Compact Principles on human rights, labour, the environment and corruption12. Nestlé is an active member of the Compact’s Working Groups and Initiatives. Nestlé maintains that it complies with international regulatory laws and acceptable codes of conduct, as it improves its company’s operations. Yet, at the same time it helps those suppliers hailing from the least in poorer rural regions of the world. Nestlé has revisited its numerous processes and its value chain activities. Each stage of the production process, from the supply chain to transforming resources adds value to the overall end product. This benefits the company itself. Nestlé sources its materials from thousands of farms from developing countries. The company maintains that it provides training to farmers in order to encourage sustainable production while protecting their procurement, standards and quality of their raw materials. This brings positive, long-term impacts on the local economy. At the same time, these suppliers are running profitable farms, as they are offering their children a better education. Moreover, both Nestlé and its suppliers are committed to protecting their natural environmental resources for their long term sustainability.
Corporate sustainability occurs when a company adds a social dimension to its value proposition, making social impact integral to its overall strategy. The rationale behind the corporate responsibility lies in creating value and finding win-win outcomes by seeking out and connecting stakeholders’ varied interests. Creating shared value (CSV) is about embedding sustainability and strategic corporate social responsibility into a brand’s portfolio. As firms reap profits and grow, they can generate virtuous circles of positive multiplier effects11.

Conclusion
This article provides the foundation of the conceptual theory and empirical enquiry of the discourse surrounding the corporate sustainability and responsibility (CSR2.0) agenda. A thorough literature review reveals that many authors have often investigated the relationship between corporate social responsibility (corporate social performance or corporate citizenship) and financial performance. This contribution maintains that CSR 2.0 initiatives can be re-conceived strategically to confer competitive advantage in the long term. The business case for CSR 2.0 focuses on building adaptive approaches and directing resources towards the perceived demands of stakeholders (Camilleri, 2015). Stakeholder demands are not viewed as constraints on the organisation, but more as challenging opportunities which can be leveraged for the benefit of the firm. This contribution looks at different aspects of CSR2.0, as it makes specific reference to responsible human resources management, environmental sustainability, forging relationships with marketplace stakeholders and strategic philanthropy towards the community. Engagement in these activities will ultimately create shared value for both the business and the society. CSR2.0 unlocks value, as the business and the community become mutually reinforcing. The value creation arguments focus on exploiting opportunities that reconcile differing stakeholder demands. Businesses ought to realise that laudable investments in CSR2.0 can lead to better organisational performance in the long run. This contribution indicates that there are future avenues for further research in this promising area of strategic management. Empirical studies may focus on how socially responsible behaviour, environmental sustainable practices, stakeholder engagement and regulatory interventions may create value for all.

References

Camilleri, M.A. “Unlocking shared value through strategic social marketing” (paper presented at the American Marketing Association and the University of Massachusetts Amherst: Marketing & Public Policy Conference, Boston, 6th June 2014): 60-66 Accessed June 26, 2015. https://www.ama.org/events-training/Conferences/Documents/MPP14BO_Proceedings.pdf
Sen, Sankar, Chitra Bhanu Bhattacharya, and Daniel Korschun. “The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment.” Journal of the Academy of Marketing science 34, no. 2 (2006): 158-166.
Camilleri, M.A. “Creating Shared Value through Strategic CSR in Tourism” Saarbrucken: Lambert Academic Publishing, 2013 – ISBN 978-3-659-43106-7.
Porter, Michael E., and Mark R. Kramer. “Creating shared value.” Harvard business review 89, no. 1/2 (2011): 62-77.
Crane, Andrew, Abagail McWilliams, Dirk Matten, Jeremy Moon, and Donald S. Siegel, eds. The Oxford handbook of corporate social responsibility. Oxford University Press, (2008).
Porter, Michael E., and Mark R. Kramer. “The link between competitive advantage and corporate social responsibility.” Harvard business review 84, no. 12 (2006): 78-92.
Orlitzky, Marc, Frank L. Schmidt, and Sara L. Rynes. “Corporate social and financial performance: A meta-analysis.” Organization studies 24, no. 3 (2003): 403-441.
Murillo, David, and Josep M. Lozano. “SMEs and CSR: An approach to CSR in their own words.” Journal of Business Ethics 67, no. 3 (2006): 227-240.
Morsing, Mette, and Majken Schultz. “Corporate social responsibility communication: stakeholder information, response and involvement strategies.” Business Ethics: A European Review 15, no. 4 (2006): 323-338.
European Union. “A renewed EU strategy 2011-14 for Corporate Social Responsibility” last modified December 10, 2014 http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=COM:2011:0681:FIN:EN:PDF European Commission Publications (2011).
Camilleri, M.A. “The Business Case for Corporate Social Responsibility” (paper presented at the American Marketing Association in collaboration with the University of Wyoming, Oklahoma State University and Villanova University: Marketing & Public Policy as a Force for Social Change Conference. Washington D.C., 5th June 2014): 8-14, Accessed June 26, 2015. https://www.ama.org/events-training/Conferences/Documents/2015-AMA-Marketing-Public-Policy-Proceedings.pdf
Camilleri, M.A. “Leveraging Organizational Performance through ‘Shared Value’ Propositions” Triple Pundit last modified November 22, 2013 http://www.triplepundit.com/2013/11/leveraging-organisational-performance-shared-value-propositions/
Andrew Crane, Guido Palazzo, Laura J. Spence, and Dirk Matten. “Contesting the value of “creating shared value”.” California management review 56, no. 2 (2014): 130-153.
A response to Andrew Crane13 article by Porter, Michael E., and Mark R. Kramer (2014) http://www.dirkmatten.com/Papers/C/Crane%20et%20al%202014%20in%20CMR.pdf

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May 11, 2015 · 3:52 pm

Creating Shared Value: Doing well by doing good!

Relevant research has shown that those companies that had undertaken social and environmental responsibility did prosper in the long run (McWilliams and Siegel, 2001; Orlitzky, 2003). However, other research has indicated that it is also possible to over-spend on strategic CSR — as this is true of all discretionary marketing expenditures (Lantos, 2001). It may appear that there is an optimal level of spending on strategic CSR (Orlitzky et al. 2010). The factors contributing towards creating value are often qualitative and may prove very difficult to measure and quantify, such as; employee morale, corporate image, reputation, public relations, goodwill, and popular opinion (Miller and Ahrens, 1993). Lantos (2001) advocated the need to identify CSR activities that will yield the highest payback. Of course, every stakeholder group has its own needs and wants. Therefore is is important to continuously balance conflicting stakeholder interests and measure the returns from strategic CSR investments (McWilliams and Siegel, 2011; Freeman, 1984).

Porter and Kramer (2006) believed that organisations can set an affirmative CSR agenda that produce maximum social benefits and gains for the businesses themself, rather than merely acting on well intentioned impulses or by reacting on outside pressures. They referred to the value chain (Porter, 1986) as an appropriate tool to chart all the social consequences of business activities. Figure 1 illustrates inside-out linkages that range from hiring and layoff policies to green house gas emissions, as follows.

Figure 1. Porter’s Value Chain

(Source: Porter, 1985, reproduced in Tsai et al. 2010)

This value chain model presents operational issues which have an effect on the companies’ performance. It depicts some of the activities a company engages in while doing business. This model can be used as a framework to identify the positive and negative social impacts of those activities. Porter and Kramer (2006) held that through strategic CSR the company will make a significant impact in the community.They suggested that companies may be triggered to doing things differently from competitors, in a way where they could lower their costs. The authors went on to say that strategic CSR involve both inside-out and outside-in dimensions, working in tandem. Interestingly, the authors indicated that there are ‘shared value’ opportunities through strategic CSR (Porter and Kramer, 2006, 2011). They argued that the companies’ may strengthen their competitiveness by investing in social and environmental aspects, as featured in Figure 2.

Figure 2. Corporate Involvement: A Strategic Approach

(Source: Porter and Kramer, 2006)

The success of the company and of the community may become mutually reinforcing (Porter and Kramer, 2006). They maintained that the more closely tied a social issue is to the companies’ business, the greater the opportunity to leverage the firms’ resources and capabilities and will in turn benefit society at large. Falck and Heblich (2007) related the notion of strategic CSR to the shareholder value theory. This approach implied a long term view of wealth maximisation. As it was also the case for the agency theory. These authors suggested that proper incentives may encourage managers ‘to do well by doing good’.

“…as the company’s goal was to survive and prosper, it can do nothing better than to take a long term view and understand that if it treats society well, society will return the favour” (Falck and Heblich, 2007).

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July 10, 2014 · 2:44 pm

Generating Synergistic Value for Business and Society

Synergistic value integrates insights from the stakeholder theory [1] [2] [3] and the resource based view theory [4] [5].

The stakeholder theory [1] provides opportunities to align business practices with societal expectations and sustainable environmental needs. Businesses ought to reconcile disparate stakeholders’ wants and needs (e.g. employees, customers, investors, government, suppliers etc.). Firms can create synergistic value opportunities by forging alliances with internal and external stakeholders. This may lead to an improvement in mutual trust and understanding. As a result, there are also benefits for corporate reputation, brand image, customer loyalty and investor confidence. This societal engagement also responds to third party pressures, it lowers criticisms from the public and minimises regulatory problems by anticipating legal compliance.

The synergistic value model [6] as featured in Figure 1. presents the potential effect of the government’s relationship on the organisation’s slack resources. Moreover, scarce resources are a facilitator for quality and innovation. Therefore, discretionary expenditures in laudable practices may result in strategic CSR [7] outcomes including; effective human resources management, employee motivation, operational efficiencies and cost savings (which often translate in healthier financial results) [6]. (source: Camilleri, 2012)

This promising notion suggests that there is scope for governments in their capacity as regulators to take a more proactive stance in promoting responsible behaviours. They can possibly raise awareness of social and sustainable practices through dissemination of information; the provision of training programmes and continuous professional development for entrepreneurs [6]. They may assist businesses by fostering the right type of environment for responsible behaviours; through various incentives (e.g. grants, tax relief, sustainable reporting guidelines, frequent audits et cetera) [6].

Synergistic value implies that socially responsible and environmentally-sound behaviours will ultimately bring financial results – as organisational capabilities are positively linked to organisational performance. Synergistic value is based on the availability of slack resources, stakeholder engagement and regulatory intervention which transcend strategic CSR benefits for both business and society.

References:

[1] Freeman, E.E. (1994). The Politics of Stakeholder Theory: Some Future Directions Business Ethics Quarterly, 4(4), 409

[2] Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. Academy of Management Review, 20(2), 404–437.

[3] Donaldson, T., and Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, Evidence and implications. Academy of Management Review, 20(1), 65–91.

[4] Orlitzky, M., Siegel, D. S. and Waldman, D. A. (2011). Strategic Corporate Social Responsibility and Environmental Sustainability. Business & Society, 50(1), 6-27.

[5]McWilliams, A. and Siegel, D. 2011. Creating and capturing value: Strategic corporate social responsibility, resource-based theory and sustainable competitive advantage. Journal of Management, 37(5), 1480-1495.

[6] Camilleri, M. A. (2012). Creating shared value through strategic CSR in tourism.. University of Edinburgh. https://www.era.lib.ed.ac.uk/handle/1842/6564 accessed 10th July 2014.

[7] Werther, W. and Chandler, D. (2006). Strategic Corporate Social Responsibility: Stakeholders in a Global Environment. London: Sage Publications.

[8] Porter, M. E. and Kramer, M.R. (2011) Creating shared value. Harvard business review 89.1/2 (2011): 62-77.

Links:

http://www.timesofmalta.com/articles/view/20131010/business-comment/Unleashing-shared-value-through-content-marketing.489766

http://www.timesofmalta.com/articles/view/20130523/business-comment/Leveraging-organisational-performance-through-shared-value-propositions.470940

http://www.timesofmalta.com/articles/view/20130124/business-comment/Creating-shared-value-for-long-term-sustainability.454548

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Tagged as corporate social responsibility, creating shared value, CSR, marketing, resource based view, shared value, stakeholder engagement, strategic CSR, Strategic Management, strategic management, Synergistic Value

May 5, 2013 · 5:11 pm

Leveraging Organisational Performance through ‘Shared Value’ Propositions

Many successful businesses are forging strategic alliances in their value chain in order to run their businesses profitably. They also promote the right conditions of employment, where they can. Arguably, several businesses are doing well by doing good as they create shared value opportunities in their supply chain. At the same time, they are instrumental in improving the lives of their suppliers. They do this as they want to enhance the quality and attributes of their products, which are ultimately delivered to customers and end consumers.

Nestlé, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart are some of the multinational organisations who have somewhat embraced the ‘shared value’ approach. These successful global businesses have shown that they are capable of creating value for shareholders as well as for society in general. In many cases they are building partnership and collaborative agreements with external stakeholders (including suppliers) hailing from different markets. Evidently, these businesses are reconceiving their products as they are taking a broad view of their purchasing and procurement and on production activities. Several multi-national organisations are looking beyond their short-term profits for shareholders. They are also looking after their other marketplace stakeholders. Many multinational organisations are redefining productivity in the value chain and enabling local cluster developments to mitigate risks, boost productivity and competitiveness.

Two Case Studies:

#1 Nestlé

Nestlé’s business principles incorporate the 10 United Nations Global Compact Principles on human rights, labour, the environment and corruption. It transpires that Nestlé is an active member of the Compact’s Working Groups and Initiatives. ‘Creating shared value’ has become an integral strategy of how Nestlé does its business. In a nutshell, this approach is focusing on stakeholder engagement as well as environmental sustainability. Nestlé maintains that it complies with international regulatory laws and acceptable codes of conduct, as it improves its company’s operations. Yet, at the same time it is nurturing its suppliers’ (the farmers’ in the developing countries) talents. Nestlé has revisited its numerous processes and its value chain activities. Each stage of the production process, from the supply chain to transforming resources adds value to the overall end product, for the benefit of the company itself. Nestlé sources its materials from thousands of farms; many of them are situated in poorer rural regions of the world. Nestlé provide training to their supplies in order to encourage sustainable production whilst protecting their procurement, standards and quality of their raw materials. This brings positive, long-term impacts on the local economy. At the same time, the suppliers are running profitable farms, as they are offering their children a better education. Moreover, both Nestlé and the suppliers are committed to protecting their natural environmental resources for their long term sustainability. In their corporate site, Nestlé indicate that their key performance indicators for responsible sourcing include;

89.5% of Nestlé‘s suppliers comply with the brand’s Supplier Code.
Nestlé’s sources 11% of its cocoa through the Nestlé Cocoa Plan, where they have trained more than 27,000 farmers and distributed more than 1,000,000 high-yield, disease-resistant cocoa plantlets.
Nestlé helped 14 cocoa cooperatives achieve UTZ or Fair Trade certification.
Nestlé purchased 133,000 tonnes of green coffee through Farmer Connect, trained more than 48,000 farmers and distributed 12 million coffee plantlets in 2012.
80% of the palm oil that Nestlé purchased this year was RSPO compliant, out of which about 13% was traceable RSPO certified oil and 67% had GreenPalm certificates.
More than 8,000 farmers joined the Nespresso AAA Sustainable Quality™ Program in 2012 and we’ve sourced 68% of Nespresso coffee through the AAA Sustainable Quality™ Program.

#2 The Intercontinental Hotel Group

The Intercontinental Hotel Group (IHG) reaffirm that they are successful in identifying innovative opportunities within the environment as they foster closer collaboration with the community. IHG have aligned their CSR report with the Global Reporting Initiative Scorecard. The hotel chain claims that it is envisaging reductions in energy consumption of up to 10% over the next three years. IHG plans to achieve this target by using an online sustainability tool named, ‘Green Engage’. IHG suggests that this tool has helped them in measuring and monitoring energy, water and waste management. The international hospitality chain prides itself of a dedicated web page entitled Corporate Responsibility Report which outlines innovation, collaboration, environmental sustainability and sustainable communities. These laudable initiatives deliver education programs to employees, diversity initiatives, and environmental protection among others issues. According to IHG, their key ‘Green Engage’ achievements in 2012 were the following;

Exceeded their three-year target (2010-2012) to reduce energy per available room by between 6 and 10% in our managed and owned estate with a reduction of 11.7%
50% of IHGs’ hotels (2,250 based on January 2012 hotel figures) have used Green Engage as at 14 January 2013.
Reduced their carbon footprint in IHG owned and managed hotels by 19% per occupied room in a year
Achieved an absolute reduction in global carbon footprint in IHG hotels and corporate offices by 76,000 metric tonnes in a year
Launched a carbon calculator within IHG Green Engage using the industry approved carbon measurement methodology
Launched a Green Meeting checklist for IHG hotels
Developed further new features within IHG Green Engage such as multi-unit reporting and a water benchmark.

Evidently, many multinational organisations have taken on board Porter and Kramer’s latest notion, “creating shared value” as they work hard to ensure a sustainable and high quality supply of their raw materials. Some of these latest corporate responsibility developments are focusing on training of suppliers, improving social conditions, buying from cooperatives and paying premiums, and working with certification programmes (such as FairTrade, Ecolabels et cetera). Of course, all these initiatives create value through the supply chain, particularly for the smaller businesses and sole traders. Effective communication with stakeholders is a very important element of responsible business behaviour. This contribution suggests that through stakeholder engagement, businesses are identifying emerging issues, shape their responses and continue to drive improvements in their financial performance.

This contribution was published in the TimesofMalta.com:

http://www.timesofmalta.com/articles/view/20130523/business-comment/Leveraging-organisational-performance-through-shared-value-propositions.470940

Similar contributions:

http://www.timesofmalta.com/articles/view/20130124/business-comment/Creating-shared-value-for-long-term-sustainability.454548

Additional Links:

Blogs about ‘Shared Value’

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Tagged as creating shared value, Ecolabel, Fairtrade, Global Reporting Initiative, GRI, Nestle, Strategic Management, United Nations Global Compact, value chain

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Creating Shared Value Leverages the Value Chain

Socio-economic actions and environmental changes play a vital role in determining the prices of core commodities. Undoubtedly, the availability of commodities can change the dynamics in supply chain relationships. It is in the interest of suppliers to forge fruitful and collaborative working relationships with their customers. For instance, farm workers are demanding bigger shares from the profits of wine producers, coffee makers and the like. In this day and age, businesses will have to look at new ‘shared value’ models as customers are often expecting greater reliability, higher quality, reduced lead times and frequent deliveries from their suppliers.

‘Creating shared value’ needs to address not only value chain requirements but to ensure that programmes are built on joint principles. Of course, many businesses may be genuinely interested in investing in philanthropic initiatives. However, this particular proposition suggests that businesses can leverage themselves as they gain a competitive advantage. Inevitably, this notion suggests that there is a need for co-creative and innovative approaches rather than blueprints.

CASE STUDIES

“Take Novartis as an example. They saw a shared value opportunity in selling their pharmaceuticals in rural India, where 70% of the population lives. The obstacle was not the prices they charged but the social conditions in the region: a chronic lack of health-seeking behaviour in the community, healthcare providers with virtually no healthcare training, and tens of thousands of local clinics without a reliable supply chain. Looking through a shared value lens, Novartis saw these social problems as business opportunities: they hired hundreds of community health educators, held training camps for providers, and built up a distribution system to 50,000 rural clinics.

For Novartis, the result was an entirely new business model that is essential to their future. In the coming decade, emerging markets with similar challenges are predicted to account for 75% of the growth in global pharmaceutical sales. For 42 million people in India, the results are access to a vastly improved level of healthcare that neither government nor NGOs were providing.

Or consider Southwire, a US company that manufactures wire and cable in a small town in Georgia. Their machinists were retiring and the local high school, burdened by a 40% dropout rate, wasn’t producing the workforce they needed. So Southwire partnered with the school, opened a factory nearby to employ the most at-risk students, part-time, using attractive wages as an incentive, and mentored their academic performance. Nearly 100% of the students in the Southwire program completed high school, and 1/3 went on to become Southwire employees. And, by the way, that factory near the school generates a million dollar annual profit.

These examples are not examples of corporate social responsibility or sustainability. They are examples of businesses grabbing hold of a social issue that is at the core of their business, and figuring out how to wrap that into their strategy and operations. These companies are using the resources and capabilities of business to solve very specific social problems in ways that are aligned with the company’s strategy, that strengthen its competitive positioning, and that enable it to make more money” (More details are available in the Guardian – Better ways of doing business: Creating Shared Value).

More blogs about “Shared Value” approaches!

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February 5, 2013 · 4:36 pm

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