Figure 4-1

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Figure 4-1
Contrast between corporate social responsibility,
corporate social responsiveness, and corporate
citizenship
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Figure 4-2
A three-stage model of corporate social
responsiveness
STAGE
Organizational Policy Learning
Commitment
High

• Organizational
• changes

• Administrative learning

• Specialized
• learning

Degree of responsiveness to a specific issue

• Formulate policy

• Identity problem

Low
Time (years)
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Figure 4-3a
Summary of audit standard characteristics
CERES Global Reporting Initiative
Origin 1997 Focus Link economic,
environmental, and social sustainability Self-rep
orted benefits 1) Internal vehicle for
evaluating policy versus performance 2)
Structure for effective dialogue with
stakeholders 3) Framework for sharing and
promoting dialogue with stakeholders
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Figure 4-3b
Summary of audit standard characteristics
ISO 14001
Origin 1996 Focus Support environmental
protection in balance with
socioeconomic needs Self-reported benefits
1) Identify areas for energy reduction 2)
Reduce environmental risk 3) Maintain compliance
with legislation and regulation 4) Receive
environmental leadership rewards 5) Prevent
pollution and reduce waste 6) Improve
stakeholder relations 7) Receive more favorable
insurance rates 8) Gain a competitive advantage
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Figure 4-3c
Summary of audit standard characteristics
ISEA AA 1000
Origin 1999 Focus Quality social and ethical
accounting, auditing, and reporting Self-reported
benefits 1) Support effective stakeholder
relations 2) Effective in diverse global
operations 3) Build synergy with emerging
businesses 4) Link planning tools to quality
models 5) Build accountability in public
sector 6) Enhance overall performance
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Exhibit 4-A
Principles of corporate citizenship
Good corporate citizens strive to conduct all
business dealings in an ethical manner, make a
concerned effort to balance the needs of all
stakeholders, while working to protect the
environment.
1) Engages in fair and honest business practices
in its relationship with stakeholders. 2) Sets
high standards of behavior for all employees. 3)
Exercises ethical oversight of the executive and
board levels. 4) Strives to manage the company
for the benefit of all stakeholders. 5)
Initiates and engages in genuine dialogue with
stakeholders. 6) Values and implements
dialogue. 7) Fosters a reciprocal relationship
between the corporation and community. 8)
Invests in the communities in which corporation
operates. 9) Respects the rights of consumers.
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Exhibit 4-A(continued)
Principles of corporate citizenship
10) Offers quality products and services. 11)
Provides information that is truthful and
useful. 12) Provides a family-friendly work
environment. 13) Engages in responsible
human-resource management. 14) Provides an
equitable reward and wage system for
employees. 15) Engages in open and flexible
communication with employees. 16) Invests in
employee development. 17) Strives for a
competitive return on investment. 18) Engages in
fair trading practices with suppliers. 19)
Demonstrates a commitment to the
environment. 20) Demonstrates a commitment to
sustainable development.
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Exhibit 4-B
Significant philanthropic contributions

• Bill Gates, cofounder of Microsoft Corporation,
  along with his wife, Melinda,
• pledged 22 billion to the Bill and Melinda
  Gates Foundation, which finances
• international vaccination and childrens health
  programs.
• Ted Turner, founded of CNN and vice chairman of
  Time Warner, pledged nearly
• 1.5 billion to the United Nations Foundations
  and Turner Foundation to support
• international childrens health and
  environmental programs.
• James E. Stowers, Jr., founder of American
  Century, a mutual-fund company,
• along with his wife, Virginia, pledged 360
  million to the Stowers Institute for
• Medical Research, which supports biomedical
  research projects.
• Patrick J. McGovern, founder of International
  Data Group, along with his wife,
• Lore Harp-McGovern pledged 350 million to the
  Massachusetts Institute of
• Technology and the McGovern Institute for Brain
  Research.
• Martha R. Ingram, chairperson of Ingram
  Industries, a holding company, pledged
• 300 million to Vanderbilt University for
  cancer research, scholarship programs,
• athletics and programs for the business and
  music schools.

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Exhibit 4-C
Community service improves employee job skills

• Helene Curtis, a Chicago-based personal care
  company,
• integrated volunteerism into its management
  development program.
• The program gives employees the chance to learn
  and apply experiences
• gained through community service to their
  personal and professional growth.
• The programs goals are
• 1) to recognize the value of business skills
  gained through community service,
• 2) give employees opportunities to apply those
  skills to business situations,
• 3) provide managers and employees with
  alternative ways to develop
• business skills,
• 4) provide a low-risk learning experience for
  both employees
• and the corporation, and
• 5) contribute to the betterment of the
  organization and the community.

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Exhibit 4-D
Americas corporate conscience awards, 2000

• Diversity award Dennys Restaurant
• Global ethics award Bristol-Myers Squibb
• Employee empowerment award Carris Reels
• Environmental stewardship award Collins and
  Aikman Floorcoverings,
• Ricoh Corporation, and Horizon Organic Holding
  Corporation

Source Wall Street Journal, April 27, 2000, p. A1