Shareholders, certainly, gain little from CSR reporting, especially in its current form of being entirely arbitrary and therefore not comparable across companies. But CSR also derives from the stakeholder view, where a corporation has a number of different stakeholders, and thus is answerable to many entities, not just to shareholders as in the old Friedman worldview (Donaldson & Preston, 1995)
Certainly, once a trend has started to report such activities, a company already performing them almost has to report it. But do companies report just because they are doing good things? One of the issues with that idea is that different companies take entirely differing views on what sustainability and social responsibility are as concepts -- companies are essentially free to work with their own definition (Nielsen & Thomsen, 2007), which makes the pursuit of such concepts almost entirely self-serving in nature
Thus, this type of reporting does not appear to be done with any moral obligation in mind, as there is no consistency by which such reports would genuinely be useful to other external stakeholders. In some instances, there have been attempts at devising consistent methodologies, at least within certain sectors (O'Connor & Spangenberg, 2007) but these efforts have not gained any particular traction either with industry or with external stakeholder groups
Unerman (2008) argues that CSR reporting is very much a component of strategic risk management, as it creates evidence that the company can use to demonstrate its level of corporate social responsibility, and ensures that this evidence is matter of public record. The use of CSR as a reputation management tool has been interpreted cynically as greening the corporate identity, an attempt to greenwash the way the public sees a company (Rolland & Bazzoni, 2009)
Reputation and Recruiting Recruiting is tied to reputation, because a company's reputation is tied closely to its employer brand -- the better than external stakeholders see a company, the more power that gives the company is dealing with external stakeholders, and recruiting is merely one form of that. Companies routinely see their social responsibly reputation as part of their external and internal branding, which naturally will encompass both recruiting and retention efforts (Simmons, 2009)
" This article provides empirical evidence into the tendencies towards business social performances that various organizations evince when a part of business associations. For the sake of the research performed, such associations include those pertaining to specific vertical industries and to community relationships, the latter of which is typified by a chamber of commerce (Besser and Miller, 2011, p
Ethical Analysis The EPA is not simply a "pay to play" organization as it is designed to keep atmospheres and environments safe. Corporations, however, weight the costs and benefits of following the rules before deciding whether to do so (Fraedrich, 1992)
431). The 2007 EPA law regarding polyvinyl chloride productions in plants would apply to this case (Wilner, 2007) and the legal and ethical thing to do would be for George to blow the whistle on the Ardnak facilities circumventing the law by doing heavy emissions at night so that the EPA does not detect and going over Bill's head to report the issue to top management
Nevertheless, some environmental aspects may compel organizations to venture into CSR activities to survive in the competitive business world and remain relevant. In addition, failure to comply increases the risk of business disruption (AnyangoOoko, 2014)
Moreover, the managers and the directors of the organization should operate their enterprises in a more profitable way and still be responsible for their decisions. The greatest challenge ever for most organizations is to find solutions that sustainably address their TBL (Triple Bottom Line), that is, environmental, economic, and social aspects of their performance based on the discussions with their stakeholders (Castka, Bamber & Sharp, 2005)
companies could not outdo, even if the company were to pay nothing to its workers. Stakeholders are greatly affected by the performance of the organization as well as the stakeholders can also affect the success and performance of the organization (Daft & Marcic, 2006)
There is too much pressure on the executives to take part in the social responsibility without interfering with their duties that enhance the value of the shareholders. Presently, the executives whose primary focus is on maximization of profits faces strong criticism as they try to overcome the violent antagonistic protests of the current time (Pearce & Doh, 2005)
The behavior of the firm shaped by its culture will determine the ethics in activities like quality of products and services, engagement of customers and workforce, and advertisement. The type of culture may affect the CSR either positively or negatively (Sabir & Malik, 2012)
This will give it a competitive edge resulting into its long-term success. Food companies are putting more efforts to ensure their customers are healthy, automobile firms strive to find an environmental safer forms of mobility, while pharmaceutical industries also struggle to incorporate health maintenance practices alongside their businesses and treatment of illnesses traditionally (Zadek, 2007)
Therefore, many CSR programs are in many ways unethical in many regards and unbalanced along global supply chains. Some researchers have found that there are no significance differences in the attitudes toward business ethics in relation to gender and nationality and have proposed that there is need to reshape business ethics education in higher learning institutions so that students can develop better awareness towards business ethics (Fatokl & Marembo, 2012)
Yet, even within this trajectory, there are also many subtle differences in what can be considered appropriate drivers of civic and social change. For example, some have argued that the mainstream corporate social responsibility (CSR) agenda was largely driven by the concerns and priorities of western countries and therefore tends to be insensitive to local priorities (Idemudia, 2011)
However, there has also been some research conducted that suggests that African business leaders include a more comprehensive perspective of an extended set of stakeholders than organizations operating in different contexts. Furthermore, it was argued that the African Ubuntu philosophy, where an organization is seen as a community consisting of different interested members (stakeholders) and the premises of this philosophy are in support with an idealized set of principles and practices of modern business ethics and corporate governance that consider not only local communities of stakeholders, but also the needs of future generations and environmental concerns (Khomba & Vermaak, 2012)
Literature Review Leadership is abstract and difficult to define concept that has prompted virtually countless theories from both within and outside the academic community. Some of the more popular models that have been produced within academia include models such as the charismatic, transformational, authentic, servant and spiritual leadership models and there are also six common leadership development practices that include 360-degree feedback, mentoring, coaching, networks, job assignment and action learning (Pinnington, 2011)