Faiz Shamsul Haque - 12P134

Rahul Kr. Gupta - 12P157 Vikas Jain - 12P178

Vishal Agarwal - 12P179

Manav Gupta - 12P146 Kshitij Agrawal - 12P142
Submitted By -
Mainstreaming CSR:

Developing Markets for Virtue
As of early 2007, more than 2900 of the best-
known brands have signed the UN Global
Compact pledging to follow its 10 CSR principles
Many business leaders claim to have taken CSR to
heart and have set the mandate to mainstream
it into their companies
But when certain leading companies were
investigated against mainstreaming of CSR
activities into their daily activities, they revealed
distinct orientations or profiles
CSR refers to the the obligations of the firm to
society
But there is little consensus regarding the nature
or scope of these obligations
A broad definition of CSR encompasses three elements:
Internal initiatives and policies and processes that
ensures company is responsible and ethical
External initiatives to contribute to and improve the
community in which a company operates such as
corporate philanthropy
Impact of both the companys internal and external
initiatives on society

.
CSR typically includes beyond law commitments and activities
pertaining to a wide range of programs

CSR encompasses a diverse range of programs that includes
corporate governance and ethics programs;
health, safety, and environment programs;
attention to human and labour rights;
human resource management policies;
community involvement;
respect for indigenous groups and minorities;
corporate philanthropy and employee volunteering;
adherence to principles of fair competition, anti-bribery, and anti-
corruption measures;
accountability, transparency and performance reporting; and
responsible supplier relations
The notion of mainstreaming is a somewhat
ambiguous construct
If something is mainstream, it must be
clearly seen on the companys agenda in a legitimate,
credible and ongoing manner
incorporated into companys day-to-day activities in
appropriate and relevant ways
included in the policy development, technical tools,
performance measures and political agenda
integrated or coupled in a way that affects everyday
activities and actions of the company

Coupled CSR Activity
Typically integrated into
marketing , philanthropy, and
employee volunteer efforts
on a continuing basis
Is well funded, has high
visibility on the corporate
agenda, and often becomes a
part of the firms identity
Decoupled CSR Activity
Typically takes the form of a
tactical cause related
marketing campaign that is
short termed in nature and
easily terminated
Is not diffused through the
other aspects and activities of
the company
The CSR literature has largely considered the management of
CSR initiatives from two perspectives:

Research emanating from marketing and focusing on how
consumers respond to CSR at the individual level
It has been found that CSR initiatives can have a positive effect on
consumers attitudes toward a firm, its identity and its brands,
their intentions to purchase, and their purchase behaviour
Research emanating from the management literature
It has been found that there is a positive relationship between CSR
and the financial bottom line, i.e. profitability
Vogels Conceptualization

CSR activity is a function of an external market for virtue
Markets vary in their demand for CSR:
Socially Conscious Market: Markets in which a firm competes
demand as well as handsomely reward CSR initiatives
Standard Economic Market: Markets (i.e., customers, key
intermediaries, stakeholders, etc.) have little appetite for CSR and
are sensitive to only standard economic factors like quality,
service, price, etc.
Firms may vary in their motivation, ability, aptitude, or
opportunity for CSR performance


Vogels Conceptualization



Elite Interviews
Apt when research objective is to understand complex
interactions, perceptions, beliefs and values
When one cannot be sure what interpretation, code, norm, affect
or rule is guiding the actors
Elite Interviews Semi structured
Designed to ascertain
decision makers
understanding of the
phenomenon
Broad questions, informants
determined what kind of
questions were the focus of
discussion
Stage 1
One type of corporate Social Responsibility Initiative Social Alliance
26 Organisations 10 companies, 11 nonprofits and 5 consulting firms
Companies $800 million to $100 million, Nonprofits - $6 million to
$900 million
How partnership started, goals, problems and challenges, day to day
activities, etc
Stage 2
Assess conclusions drawn from stage 1 and extend to markets beyond
North America
29 interviews, 8 countries
Both large and small companies - $600,000 to $74.7 billion
How CSR was mainstreamed, evolution over time, factors leading to
success or failure, projections about future growth within firm, etc
97 elite interviews with managers and consultants involved in CSR initiatives
Business Case
Model
Syncretic
Stewardship
Model
Social
values led
Model
All of the outcomes that really mattered to the firm and its
management were economic
CSR was only relevant when it translated unambiguously to
a competitive advantage for the firm
CSR did not raise consumers price dramatically
CSR expands market for narrow socially conscious niche
market
Mainstreaming CSR meant aggressively pursuing viable
business opportunities with a CSR dimension
Identify and evaluate CSR opportunities and then argue
their business cases as appropriate
CSR is defined around a particular social issue
Non economic criteria and stakeholders associated with
them are considered important
Corporate social policy entrepreneurs place emphasis on
social and environmental bottom-lines
The primary challenge is to establish the authenticity of its
business purpose and goals
SYNCRETIC STEWARDSHIP CASE
Feature Syncretic Stewardship Case
Role of the external virtue Market Important, integrated influencer of CSR
Role of the Internal virtue Market Important, integrated influencer of CSR
Objective Economic and Non-Economic
Bottom Line Multiple, Balanced, Mixed Economic and
Non Economic Criteria
Key Challenge Balancing and integrating economic and
non economic criteria
Prevalence and role of social entrepreneurs Common, Visible and Integral
CSR Leadership Philosophy Servant of Diverse Stakeholders
Narrative Interdependence between social and
economic
Desirability Of Diffusion Of CSR support
among competitors
Yes, heighten Salience of noneconomic
imperative, create level playing field to
share costs create primary demand
Standard
Self
Interest
Syncretic
Stewards
Business
Oriented
Value Led
Socially
Conscious
Social
Entrepreneurs
Relation between dimensions of organizational
culture and firms CSR orientation

Six dimensions of organizational culture related to
CSR orientation
Performance Orientation
Power Distance
Uncertainty Avoidance
Humane Orientation
Assertiveness
Future Orientation
The degree to which performance
improvement or excellence is rewarded



Business Case Social values-led Syncretic stewards
Rewarded
primarily on
economic goals
Rewarded
primarily on non-
economic goals
Triple bottom line
focus i.e. economic,
social and
environmental
Degree to which members of collective expect
power is distributed unequally
Business Case Social values-led Syncretic stewards
Power distance is
high
Power Distance is
mixed
Power distance low
Considerable power
distance between
the organization and
non-profit partner
Founder wields
decision-making
within organization
especially in issues
surrounding core
mission
Participation of
internal and external
stakeholders
important.
Degree to which rules and norms are used to
avoid unpredictability

Business Case Social values-led Syncretic stewards
Uncertainty
Avoidance is highest
Uncertainty
Avoidance is lowest
of the three
orientations
Uncertanty
Avoidance low but
not as low as Social-
values led
orientation
Extensive planning
and well-established
routines
Strong sense of
mission but little
understanding of
how to accomplish
them
Forgo normal
planning in face of
emergency
Degree to which the organization rewards
individuals for being fair, altruistic and kind to
others
Business Case Social values-led Syncretic
stewards
Humane
orientation is low
Humane
orientation is high
Humane
orientation is high
Degree to which individuals are
confrontational and aggressive in their
relationship with others both inside and
outside the firm

Business Case Social values-led Syncretic
stewards
Highly assertive Highly assertive
on focal issues
but less
aggressive than
business case
Mixed and
sophisticated in
their approach.
Depends on who
they deal with.
Demands for external market alone, esp financial
market, are insufficient to explain the variance in
3 orientations

CSR cultures & orientations are stable, yet a firm
could migrate

No best normative CSR approach, however
Syncretic Stewardship approach seems
sustainable over long term