NPO or NGO NGO –International relation literature –Stakeholder literature Campaigning / advocacy NPO –Management literature Service delivery (broadly defined)

Slides:

Advertisements

Similar presentations

Chapter 3 E-Strategy.

Advertisements

THE DEVELOPMENT BANK OF SOUTHERN AFRICA

A strategic approach of Corporate Social Responsibility (CSR) : Monopoly rents and new corporate governance Marianne Rubinstein Université Paris 7 & CEPN.

CISB444 - Strategic Information Systems Planning

Supplier’s Strategy of Corporate Responsibility (CR) Peter Zhou.

Implementation of CSR strategies in business operations Birgit Errath, Senior Advisor, IBLF

Miles A. Zachary MGT Corporate governance involves: Making meta-managerial decisions Approving financial objectives Advising on strategic issues.

© 2015 Cengage Learning1. Chapter 5 Strategic Management and Corporate Public Policy © 2015 Cengage Learning2.

Trends in Corporate Responsibility Legacies of the past… “Add on” issue Rigid operating standards Philanthropy Reactive engagement Financial reporting.

CSR Project, 3 cr. Corporate Responsibility, C-module (15 cr.) or free-choise studies Introduction to Corporate responsibility, 1,5-3 cr. (depending on.

Niken Dian Permata Sari

Strategic CSR Professor McElhaney

1 CSR and Creating Shared Value Mridula Joyner, CFRE & Vicki Cummings YMCA of Greater Toronto LACA Conference September 28, 2011.

Sustainability & Innovation

Developing the Marketing Channel

Corporate Social Responsibility Strategy & Society Michael Porter and Mark Kramer Harvard Business Review.

UNDP & the Business SectorBureau for Resources and Strategic Partnerships Business, sustainable development and the MDGs: A changing landscape.

Changing Notions of Ethics in SMEs

CAF to CCI Marion Amartey Head of International Development CAF.

GLOBAL STRATEGIC MANAGEMENT K.RANGARAJAN. FEATURES Participative pedagogy Focus on Integrated Strategy First Basic Course on Strategy Three credits Core.

Slide 1. Thursday, 03 September 2015 Engaging The Board Making CR a boardroom priority Rachel Pickering.

Chaffey: Internet Marketing, 2nd edition © Pearson Education Limited 2003OH 4.1 Chapter 4 Internet marketing strategy.

CSR - A WIN - WIN BUSINESS MODEL

NGO’s Strategy for CSR: Building a Responsible Solution Nona Pooroe Utomo.

Patrick Mallon Creating change through Collaboration & Partnership 22 May 2007.

BUS7450 Strategic Marketing Management Week 1 Dr. Jenne Meyer.

Strategy and Sustainability. 1. Compare how operations and supply chain strategy relates to marketing and finance. 2. Understand the competitive dimensions.

Chapter 5 Strategic Management and Corporate Public Affairs

MARKETING MANAGEMENT 12 th edition 2 Developing Marketing Strategies and Plans KotlerKeller.

The Hellenic Network for CSR, 28. February 2011 “Doing Business Socially 2011” CSR and Regulation – basic assumptions of CSR and the role.

M A R K E T I N G Real People, Real Choices Fourth Edition

Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e 5 Business-Level Strategy.

Relationship Selling Mark W. Johnston Greg W. Marshall McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

Strategic CSR Professor McElhaney February 4, 2009.

Developing Marketing Strategies and Plans

By Hsiu-Chuan Lin  Human Resource Management Strategy - used to effectively make use of human resources and to make and create strategic directions.

Lecture 2: Functional dimensions which shape the organization and its strategy THE INTERNATIONAL BUSINESS ENVIRONMENT DR (PROF) M AMBASHANKAR - GBE.

The Importance of Corporate Social Responsibility (CSR) for Small and Medium Enterprises (SMEs) in Serbia Kai Bethke 26 June 2007.

ST 520 RESPONSIBLE MANAGEMENT Exam review. Session 1 Introduction to CSR What is CSR? Sustainability? What are the arguments for and against CSR? What.

The one of the world’s largest mining companies focusing on platinum, metals, diamonds, copper, nickel, iron ore, metallurgical and thermal coal. Corporate.

Conflicting Advice in the Strategy Literature

1 Energy Efficiency Programs For Local Governments & Community Partners Christina Prestella Program Manager, Government & Community Partnerships PG&E September.

 Environment as a strategic issue and the role of the board. October 5, 2007 Sirpa Juutinen Environmental risks, standards, activities, responsibilities.

Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,

Greening of Travel and Tourism Greening of Travel and Tourism Company Benefits   Improved Profitability   Enhanced Competitive Advantage   Increased.

C3 Information Systems, Organizations, and Strategy.

Extractive Industries: Legal and Fiscal Regimes, Revenue Management, and Good Governance May 17, 2007 Oil, Gas and Mining Sustainable Community Development.

1 UNIT 3: THE STRATEGIC MANAGEMENT PROCESS. The formulation and implementation of strategies to achieve corporate success. –The Strategy Position The.

A2 Unit 6 External Influences. Objectives To introduce the new module and its contents Students should understand the concept of social responsibility.

The Fashion Operation Business Unit Tutor Dr Neil Towers Fashion Operations Management

The Importance of Corporate Social Responsibility (CSR) for Small and Medium Enterprises in Bulgaria Kai Bethke 12 June 2007.

E-Business Strategy. Learning Outcomes Follow an appropriate strategy process model for e- business Apply tools to generate and select e-business strategies.

2 Developing Marketing Strategies and Plans 1. Chapter Questions  How does marketing affect customer value?  How is strategic planning carried out at.

A Framework for Marketing Management International Edition 2 Developing Marketing Strategies and Plans 1.

Slide 5.1 David Chaffey, E-Business & E-Commerce Management, 5 th Edition, © Marketing Insights Limited 2012 Chapter 5 E-Business Strategy.

P3 Business Analysis. 2 Section A: Strategic Position A1. The need for, and purpose of, strategic business analysis A2. Environmental issues affecting.

McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

BUILDING TRUST BUILDING PEOPLE BUILDING COMPETITIVE BUSINESSES.

Part 2 Developing the Marketing Channel. Chapter 5: Marketing Channel Strategy 5 The broad principles by which the firm expects to achieve its distribution.

Part 2 Developing the Marketing Channel. Chapter 5 Strategy in Marketing Channels.

Strategic Information Systems Planning

RUNNING AN EFFECTIVE FUND RAISING CAMPAIGN

Strategy & Society M. Porter & M. Kramer

CORPORATE SOCIAL RESPONSIBILITY

Erasmus+, Key Action 2: Strategic partnership PROJECT NUMBER: FR01-KA IO1: Open Online Courses on Social Entrepreneurship Learning Material.

CREATION SHARE VALUE SHAAHIN ,SHAHSAVARI.

© 2015 Cengage Learning.

© 2015 Cengage Learning.

Session 3 The Strategic Position

Strategic Information Technology

Presentation transcript:

NPO or NGO NGO –International relation literature –Stakeholder literature Campaigning / advocacy NPO –Management literature Service delivery (broadly defined)

Stakeholder dialogue partnership COMPANY NGO Changed behavior company Influence (other) stakeholders

New combination partnership COMPANY NGO NPO e.g green energy New market achieve goal

Resource exchange partnership COMPANY NPO HRM, PR, SM effects More resources to deliver services

The Link Between Competitative Advantage and Corporate Social Responsibility Michael E. Porter en Mark R. Kramer 2006 Porter en Kramer, 2006

Competitive context “A given social issue may cut differently for different companies, owing to differences in competitive positioning”. Porter en Kramer, 2006

Generic Social IssuesValue Chain Social Impacts Social Dimensions of Competitive Context Social issues that are not significantly affected by a company’s operations nor materially affect it’s long-term competitiveness Social issues that are significantly affected by a company’s activities in the ordinary course of business Social issues in the external environment that significantly affect the underlying drivers of a company’s competitiveness in the locations where it operates Porter en Kramer, 2006

Supporting a dance company Generic social issue for Southern California Edison (utility) Competitive context issue for American Express (dependant on entertainment, tourism) Carbon emissions Generic social issue for Bank of America (financial services) Negative value chain impact for UPS (transportation-based) Value chain impact en competitive context issue for Toyota (car manufacturer) Africa’s AIDS pandemic Generic social issue for Home Depot (US retailer) Value chain impact for GlaxoSmithKline (pharmaceutical company) Competitive context issue for Anglo American (mining company active in Africa) Porter en Kramer, 2006

Generic Social Impacts Value Chain Social Impacts Social Dimensions of Competitive Context Good citizenshipMitigate harm from value chain activities Strategic philanthropy that leverages capabilities to improve salient areas of competitive context Responsive CSR Transform valuechain activities to benefit society while reinforcing strategy Strategic CSR Corporate Involvement in Society: A Strategic Approach

Responsive CSR: GE adopts underachiving bad schools ($ $1 mln per school, in 5 year). Strategic CSR: Microsoft invests in computers at community colleges ($50 mln in 5 year).

Integreren van praktijk en context “The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy”. No “corporate social responsibility”, but “corporate social integration”