CorporateSocialResponsibility(CSR)CorporateCitizenshipConceptsCorporatesocialresponsibility–emphasizesobligationandaccountabilitytosocietyCorporatesocialresponsiveness–emphasizesaction,activityCorporatesocialperformance–emphasizesoutcomes,results1社會義務、社會響應、社會責任社會義務(socialobligation)：企業在追求經濟利益同時盡了法律要求的義務。社會響應(socialresponsiveness)：企業響應社會公認的價值準則，優先處理最受社會關注的事務的能力。--滿足普遍性的社會需求,但未從長遠角度考慮(社會呼吁)社會責任(socialresponsibility)：企業在追求經濟利益同時也追求有利于社會長遠目標的義務。社會義務社會責任社會響應2CorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionCSRencompassestheeconomic,legal,ethicalanddiscretionary(philanthropic)expectationsthatsocietyhasoforganizationsatagivenpointintime3CorporateSocialResponsibility(CSR)Carroll’sFourPartDefinitionUnderstandingtheFourComponentsResponsibilitySocietalExpectationExamplesEconomicRequiredBeprofitable.Maximizesales,minimizecosts,etc.LegalRequiredObeylawsandregulations.EthicalExpectedDowhatisright,fairandjust.Discretionary(Philanthropic)Desired/ExpectedBeagoodcorporatecitizen.4PyramidofCSR

PhilanthropicResponsibilities

Beagoodcorporatecitizen.EthicalResponsibilities

Beethical.LegalResponsibilities

Obeythelaw.EconomicResponsibilities

Beprofitable.5CorporateSocialResponsibility(CSR)CSRinEquationFormIstheSumof:EconomicResponsibilities(Makeaprofit)LegalResponsibilities(Obeythelaw)EthicalResponsibilities(Beethical)PhilanthropicResponsibilities(Goodcorporatecitizen)CSR6CorporateSocialResponsibility(CSR)

ArgumentsForAddressessocialissuesbusinesscausedandallowsbusinesstobepartofthesolutionProtectsbusinessself-interestLimitsfuturegovernmentinterventionAddressesissuesbyusingbusinessresourcesandexpertiseAddressesissuesbybeingproactive7CorporateSocialResponsibility(CSR)

ArgumentsAgainstRestrictsthefreemarketgoalofprofitmaximizationBusinessisnotequippedtohandlesocialactivitiesDilutestheprimaryaimofbusinessIncreasebusinesspowerLimitstheabilitytocompeteinaglobalmarketplace8CorporateSocialPerformance

Carroll’sCSPmodelintegrateseconomicconcernsintoasocialperformanceframework9CorporateSocialPerformance

NonacademicResearchFortune'srankingofmostandleastadmiredcorporationsCouncilonEconomicPrioritiesCorporateConscienceAwardsBusinessEthicsMagazineAwardsWalkerInformation’sResearchontheimpactofsocialresponsibility10CorporateCitizenship

Corporatecitizenshipembracesallthefacetsofcorporatesocialresponsibility,responsivenessandperformance11Social—andFinancial—PerformanceGoodCorporate

SocialPerformancePerspective1:CSPDrivestheRelationshipGoodCorporate

Financial

PerformanceGoodCorporate

ReputationGoodCorporate

Financial

PerformancePerspective2:CFPDrivestheRelationshipGoodCorporate

Social

PerformanceGoodCorporate

ReputationGoodCorporate

SocialPerformancePerspective3:InteractiveRelationshipAmongCSP,CFP,andCRGoodCorporate

Financial

PerformanceGoodCorporate

Reputation12有關社會責任的兩種相反的觀點斯蒂芬在《管理學》中提出兩種社會責任觀點。古典觀社會經濟觀13WhatIsSocialResponsibility?TheClassicalView（古典觀）Management’sonlysocialresponsibilityistomaximizeprofits(createafinancialreturn)byoperatingthebusinessinthebestinterestsofthestockholders(ownersofthecorporation).Expendingthefirm’sresourcesondoing“socialgood”unjustifiablyincreasescoststhatlowerprofitstotheownersandraisespricestoconsumers.14WhatIsSocialResponsibility?(cont’d)TheSocioeconomicView（社會經濟觀）Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.Corporationsarenotindependententitiesresponsibleonlytostockholders.Firmshaveamoralresponsibilitytolargersocietytobecomeinvolvedinsocial,legal,andpoliticalissues.“Todotherightthing”15FromObligationtoResponsivenesstoResponsibilitySocialObligation（社會義務）Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.SocialResponsiveness（社會響應）Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.SocialResponsibility（社會責任）Afirm’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,tothepursuitoflong-termgoalsthataregoodforsociety.16DoesSocialResponsibilityPay?Studiesappeartoshowapositiverelationshipbetweensocialinvolvementandtheeconomicperformanceoffirms.Difficultiesindefiningandmeasuring“socialresponsibility”and“economicperformanceraiseissuesofvalidityandcausationinthestudies.Mutualfundsusesocialscreeningininvestmentdecisionslightlyoutperformedothermutualfunds.Ageneralconclusionisthatafirm’ssocialactionsdonotharmitslong-termperformance.17TheGreeningofManagementTherecognitionofthecloselinkbetweenanorganization’sdecisionandactivitiesanditsimpactonthenaturalenvironment.Globalenvironmentalproblemsfacingmanagers:Air,water,andsoilpollutionfromtoxicwastesGlobalwarmingfromgreenhousegasemissionsNaturalresourcedepletion18HowOrganizationsGoGreenLegal(ofLightGreen)ApproachFirmssimplydowhatislegallyrequiredbyobeyinglaws,rules,andregulationswillinglyandwithoutlegalchallenge.MarketApproachFirmsrespondtothepreferencesoftheircustomersforenvironmentallyfriendlyproducts.StakeholderApproachFirmsworktomeettheenvironmentaldemandsofmultiplestakeholders—employees,suppliers,andthecommunity.ActivistApproachFirmslookforwaystorespectandpreserveenvironmentandbeactivelysociallyresponsible.19Values-BasedManagementValues-BasedManagementAnapproachtomanaginginwhichmanagersestablishandupholdanorganization’ssharedvalues.ThePurposesofSharedValuesServingasguidepostsformanagerialdecisionsShapingemployeebehaviorInfluencingthedirectionofmarketingeffortsTheBottomLineonSharedCorporateValuesAnorganization’svaluesarereflectedinthedecisionsandactionsofitsemployees.20ManagerialEthicsEthicsDefinedTherulesandprinciplesthatdefinerightandwrongconduct.FourViewsofEthics（四種道德觀）Theutilitarianview(功利觀)Therightsview(權利觀)Thetheoryofjusticeview(正義觀)Theintegrativesocialcontractstheory(社會契約整合理論)21ManagerialEthics(cont’d)UtilitarianViewEthicaldecisionsaremadesolelyonthebasisoftheiroutcomesorconsequencessuchthatthegreatestgoodisprovidedforthegreatestnumber.（功利觀：認為決策要完全按照結果或后果作出）目標是為盡可能多的人提供盡可能多的利益。優點：對效率和生產率有促進作用，并符合利潤最大化的目標缺點：會造成資源配置的扭曲（特別是受決策影響的人未參與決策）有時也會導致一些利益相關者的權利受到忽視22ManagerialEthics(cont’d)RightsViewConcernedwithrespectingandprotectingindividuallibertiesandprivacy.

權利觀：決策要在尊重并保護個人的基本權利（隱私權、言論自由、游行自由等）的前提下作出。

Seekstoprotectindividualrightsofconscience,freespeech,lifeandsafety,anddueprocess.積極一面：它保護了個人的自由和隱私消極一面：可能會阻礙生產力和效率的提高。23ManagerialEthics(cont’d)TheTheoryofJusticeOrganizationalrulesareenforcedfairlyandimpartiallyandfollowalllegalrulesandregulations.Protectstheinterestsofunderrepresentedstakeholdersandtherightsofemployee.24ManagerialEthics(cont’d)IntegrativeSocialContractsTheoryEthicaldecisionsshouldbebasedonexistingethicalnormsinindustriesandcommunitiesinordertodeterminewhatconstitutesrightandwrong.Basedonintegrationofthegeneralsocialcontractandthespecificcontractbetweencommunitymembers.主張：管理者考察各行業和各公司中的現有倫理守則，以決定什么是對的，什么是錯的。25FactorsThatAffectEmployeeEthicsMoralDevelopmentAmeasureofindependencefromoutsideinfluencesLevelofIndividualMoralDevelopmentPreconventionallevel（前習俗）－－僅依個人利益行事----嚴守規則以避罰邀賞,或僅當有利于自身的直接利益時才遵守規則。Conventionallevel（習俗）－－行為受他人（尤其是重要人物）期望的影響----做別人所期望的事，自覺地維護組織的傳統秩序。Principledlevel（形成自己的行事原則）－－形成自己的行事原則：形成自認為是正確的個人道德準則。它們可以與慣例一致，也可不一致。----尊重他人權利、尊重少數人的價值觀與權利。依自己的道德原則行事,即使它們與法律有沖突。Stageofmoraldevelopmentinteractswith:Individualcharacteristics（個人特征）Theorganization’sstructuraldesign（結構因素）Theorganization’sculture（組織文化）Theintensityoftheethicalissue（問題強度）26FactorsThatAffectEmployeeEthics(cont’d)MoralDevelopmentResearchConclusions:Peopleproceedthroughthestagesofmoraldevelopmentsequentially.Thereisnoguaranteeofcontinuedmoraldevelopment.MostadultsareinStage4(“goodcorporatecitizen”).27IndividualCharacteristicsValuesBasicconvictionsaboutwhatisrightorwrongonabroadrangeofissuesStageofMoralDevelopmentAmeasureofanindividual’sindependencefromoutsideinfluences28IndividualCharacteristicsPersonalityVariablesEgostrength（自我強度）Apersonalitymeasureofthestrengthofaperson’sconvictions（是衡量個人自信心強度的一個個性尺度。自我強度得分高的人往往能夠克服不道德行為的沖動，并遵循自己的信條）LocusofControl（控制點）Apersonalityattributethatmeasuresthedegreetowhichpeoplebelievetheycontroltheirownlife.（是衡量人們相信自己掌握自己命運程度的個性特征）。Internallocus（內控的人）:thebeliefthatyoucontrolyourdestiny.（認為他們自己控制自自己的命運。內控的人可能對他們的行為后果負個人責任。）Externallocus（外控的人）:thebeliefthatwhathappenstoyouisduetoluckorchance.（認為他們一生中會發生什么事情全憑運氣或機遇。外控的人不在可能對他們行為的后果負個人責任。）內控的管理者將比外控的管理者在道德判斷和道德和為之間表現出更強的一致性29StructuralVariablesOrganizationalcharacteristicsandmechanismsthatguideandinfluenceindividualethics:Performanceappraisalsystems（）Rewardallocationsystems（）Behaviors(ethical)ofmanagers（）Anorganization’sculture（）Intensityoftheethicalissue（）Goodstructuraldesignminimizesambiguityanduncertainandfosterethicalbehavior.30EthicsinanInternationalContextEthicalstandardsarenotuniversal.SocialandculturaldifferencesdetermineacceptablebehaviorsForeignCorruptPracticesActMakesitillegaltocorruptaforeignofficialyet“token”paymentstoofficialsarepermissiblewhendoingsoisanacceptedpracticeinthatcountry.31HowManagersCanImproveEthicalBehaviorinAnOrganizationHireindividualswithhighethicalstandards.Establishcodesofethicsanddecisionrules.Leadbyexample.Delineatejobgoalsandperformanceappraisalmechanisms.Provideethicstraining.Conductsocialaudits.Providesupportforindividualsfacingethicaldilemmas.32EffectiveUseofaCodeofEthicsDevelopacodeofethicsasaguideinhandlingethicaldilemmasindecisionmaking.Communicatethecoderegularlytoallemployees.Havealllevelsofmanagementcontinuallyreaffirmtheimportanceoftheethicscodeandtheorganization’scommitmenttothecode.Publiclyreprimandandconsistentlydisciplinethosewhobreakthecode.33TheValueofEthicsTrainingTraininginethicalproblemsolvingcan