Term
| Why is it important to view CSR from a strategic context? |
|
Definition
| Where as strategy addresses HOW the firm competes in the marketplace (its operational context), CSR considers the firms impact on relevant stakeholders (its societal impact). Strategic CSR represents the intersection of the two for they are interdependent. |
|
|
Term
| Why are large multinational firms more likely to be concerned about CSR? |
|
Definition
|
|
Term
| How do structure, competencies, strategy and the external environment combine to create a successful organization? |
|
Definition
Competencies- organizational characteristics and competitive actions that aid the firm and set it apart from competitors
Stakeholders- strategy must be preferred by stakeholders
Structure- (organizational design) The correct organizational structure is a design that best supports effective execution of strategy
External- for the strategist to connect strengths with opportunities in a globalizing business environment requires an imitate understanding of both internal and external factors |
|
|
Term
| Why are lifestyle brands more susceptible to CSR than companies that seek to differentiate their products with a business level strategy of low cost? |
|
Definition
|
|
Term
| What advantages does a CSR FILTER provide? What companies are using it today? |
|
Definition
The CSR filter assesses management's planned actions by considering the impact of day to day tactical decisions and longer term strategies on the organizations constituents.
F1 P135
Tactics->Strategy-> (CSR FILTER) ->Mission->Vision
Failed: Malden Mills and Enron |
|
|
Term
| What are five environmental forces propelling greater interest in CSR? Do you see emerging forces that will propel CSR into the future? |
|
Definition
|
|
Term
| Why does GREENWASH present danger to CSR? |
|
Definition
|
|
Term
|
Definition
| are actions that a firm can do, such as pay bills, in ways that add value to the production process. |
|
|
Term
|
Definition
| are actions a firm can do very well (efficient logistics operations) |
|
|
Term
|
Definition
| are the assets of the firm that are unique and difficult to replicate (people capital technology) |
|
|
Term
|
Definition
| are processes of the firm that it not only does very well, but it is so superior at performing that it is difficult (or at least time consuming) for other firms to match its performance in this area. |
|
|
Term
| Five Driving Forces of CSR p 162 |
|
Definition
Affluence
Ecological Sustainability
Globalization
Media
Brands |
|
|
Term
|
Definition
| the act of misleading consumers regarding environmental practices of a company or the environmental benefits of a product or service |
|
|
Term
|
Definition
| Collections of firms, stakeholders, or individuals that collaborate to achieve common goals. Should not be confused with cartels, which are illegal. |
|
|
Term
|
Definition
| “A side-effect or consequence (of an industrial or commercial activity) which affects other parties without this being reflected in the cost of the goods or services involved; a social cost or benefit.” |
|
|
Term
|
Definition
| Actions that a firm can do, such as pay its bills, in ways that add value to the production process. |
|
|
Term
|
Definition
| Actions a firm can do very well. |
|
|
Term
|
Definition
| Competencies, resources, or skills that enable the firm to differentiate itself from its competitors and succeed over a sustained period of time. |
|
|
Term
|
Definition
| An asset of the firm that is unique and difficult to replicate. |
|
|
Term
|
Definition
| A business strategy used by firms to distinguish their products from the products of other firms on the basis of some component other than price (see Low cost). |
|
|
Term
|
Definition
| A business strategy used by firms to distinguish their products from the products of other firms on the basis of more efficient operations (see Differentiation). |
|
|
