Corporate Social Responsibility
- CSR som fenomen och bra för vem?
Karlstadskonferensen 7- 8 februari 2006
Docent Bo Enquist
Service Research Center
Karlstad University
Sweden
Disposition
Fenomenet CSR
• Kritiken (från olika håll)
• Företagsperspektivet/ Marknaden (Kotler and Lee, 2005)
• CSR and Government regulation (Vogel, 2005)
• Aktiv röst inom praktiken ( Zadek, 2004)
• Akademiska röster om CSR
Bra för vem ? Skapa värde för vem?
•Värde och värderingar
•Exemplet IKEA
•Exemplet: Swedbank – CFS
•Värdeskapande för vem?
B.Enquist
Service Research Center – Karlstad University, Sweden
Kritiken
•Nobel Prize winner Milton Friedman argues that the
only purpose of CSR in business is to increase profit
(Friedman, 1970).
•Roberts (2001) has talked about “corporate governance
and the ethics of Narcissus” when arguing that CSR
provides a new form of ‘visibility’—i.e.
environmental, social, and ethical visibility as a
supplement to financial visibility. He argued that the
“ethics of Narcissus” are not so much a concern for
others as a preoccupation with being seen to be
ethical (Roberts 2001, p. 125).
B.Enquist
Service Research Center – Karlstad University, Sweden
Företagsperspektivet/ Marknaden
Philip Kotler and Nancy Lee (2005) Corporate Social
Responsibility- Doing the Most Good for Your Company
and Your Cause
1.
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9.
The case for Doing at Least Some Good
Corporate Social Initiatives
Corporate Cause Promotions
Cause-Related Marketing
Corporate Social Marketing
Corporate Philanthropy
Corporate Community Volunteering
Socially Responsible Business Practice
Twenty-five Best Practices for Doing the Most Good for the
Company and the Cause
10. A Marketing Approach to Winning Corporate Funding and
Support for Social Initiatives: Ten Recommendations
B.Enquist
Service Research Center – Karlstad University, Sweden
CSR and Government regulation
David Vogel (2005) The Market for Virtue – The Potential
and Limits of Corporate Social Responsibility
•Corporate Responsibility for Working Conditions in Developing
Countries
•Corporate Responsibility for the Environment
•Corporate Responsibility for Human Rights and Global
Corporate Citizenship
•Beyond the Market for Virtue
“CSR may frequently be a second-best alternative, but second-best
is still better than nothing at all.”
Working together: CSR and Regulation
B.Enquist
Service Research Center – Karlstad University, Sweden
(Simon Zadek, 2004) The Path to Corporate Responsibility HBR article
The Five Stages of Organizational Learning
Compliance: To mitigate the erosion of economic value
Managerial: Embed the societal issue in their core management processes by
integrating responsibility business practices into their daily operations
Strategic: Integrate the societal issue into their core business strategies to gain
first-mover advantage by aligning strategy and process innovations with the
societal issue
Civil: Promote broad industry participation in corporate responsibility by
overcoming any first-mover disadvantages and to realize gains through
collective action
B. Enquist & B. Edvardsson
Service Research Center – Karlstad University, Sweden
service strategy
Defensive: To defend against attacks to their reputation
service culture
Aktiv röst från praktiken
Akademiska röster om CSR
•The shareholder strategy is based on neoclassic economics. According to this
view, socially responsible conduct is an issue for government; it does not
belong among the objectives of a company because, in simple terms, making a
profit is the only relevant objective (Friedman 1970).
•Carroll (1991) argued for a ‘pyramid’ of four kinds of social responsibilities—
economic, legal, ethical, and philanthropic—and thus integrated CSR with a
stakeholder perspective.
•Andriof et al. (2002) have argued that the prevailing business imperatives were
originally profitability, compliance, and philanthropy; however, from the end of
the 1970s and onwards, the prevailing business imperative has been
responsiveness.
•Smith (2003) make a reflections about CSR “not whether, but how?”. He shows
that CSR is not a new idea but today with an increased corporate attention to CSR
you have to differentiate between business case for CSR and the normative case.
B.Enquist
Service Research Center – Karlstad University, Sweden
Värde och värderingar
I våra forskningsprojekt där de sociala processerna speciellt
uppmärksammas studeras även organisationers grundläggande
värderingar som får etiska och miljömässiga konsekvenser på de
värdeskapande processerna (”values based thinking”).
•Pruzan (1998) argues that it is time to move from control to values-based
management and accountability. In a more complex business environment, it
can be counter-productive to only have a financial control perspective on the
business. Values-based management is built on a stakeholder perspective
on leadership, responsibility, and ethics (ibid. p 384) with a triple bottom
line thinking (Elkington, 1998). The triple bottom line seeks to encapsulate,
for the business community, what is traditionally seen as the three spheres of
sustainability: the economic, the social, and the environmental (Zadek,
2001).
B.Enquist
Service Research Center – Karlstad University, Sweden
The logic of values
Homo economicus
Homo sociologicus
Economic calculations
Ethical and social calculations
Focus on economic utility
Focus on ethical and social benefits
Commercial and financial focus
Social and human focus
Quality, time and price
Ideals and trust
Focus on structural and process
aspects of the formal organization
Focus on values and meanings as
culture expressions
Focus on business and service
production processes
Focus on cultural processes and
sense-making
Figure 1. The value creation logic and the logic of values.
B. Edvardsson & B.Enquist (2002)
Service Research Center – Karlstad University, Sweden
service strategy
The value logic
service culture
Combining the value-creation
logic with the logic of values
“Service logic”, Kvalitet och Hållbarhet
Marketing
and
management logic
Quality
Sustainability
Static Contract
Classic and
neoclassic:
Contract based on
a neutral,
instrumental and
static view.
The goods and
product oriented:
Transactional and
with the logic of
output and
institutional
performing of
functions.
Product based
Manufacturing
based
Sustainability view
based on reducing
unsustainability.
Dynamic
Contract
Relational:
Contract with a
relational,
interactive and
dynamic view
based on
partnership.
The service
oriented:
Relational and
with the logic of
social and
economic
processes for
value propositions.
User based
Sustainability view
based on creating
sustainability.
Enquist, Camén and Johnson (in progress)
Service Research Center – Karlstad University, Sweden
Values-based Service Brands
– Narratives from IKEA (MSQ forthcoming)
Innovative
Low price
VALUES understood
and communicated by
employees and
through marketing
communication
Leadership
Responsibility
B. Edvardsson, B.Enquist and M. Hay
Service Research Center – Karlstad University, Sweden
Corporate Social Responsibility as a Driving Force
for Service Brand Cultivating
•Swedbank is not a player in Dow Jones Sustainable Index any longer. That
doesn’t mean that Swedbank has lost its good reputation in its brand. It is
more an indication on that the CSR activities have reduced in importance
for Swedbank.
•CFS is a leading player regarding CSR. It has a world leading reputation
regarding Sustainability Reporting. That doesn’t mean that CFS has
generated its good reputation in its brand only through CSR and SD. CFS
has more to prove in the market as a merged company between a bank and
an insurance company. CFS has to work with its cost cost-efficiency of the
company as a high profiled service provider to strengthen its brands.
•The big challenge four both companies are to work with all three
perspectives at the same time economic, environmental and social but
from different angles.
B.Enquist and B. Edvardsson
Service Research Center – Karlstad University, Sweden
Värdeskapande för vem?
•Government (Regulation)
•Transnational companies, Firms (business case; normative case) “soft
regulation”
•Corporate Governance (shareholder value; stakeholder value?)
•Consultancies: Their guidelines are rather normative but have to be
contextualised/adapted. (Elkington, 1998, 2001; Zadek, 2001, 2004; Laszlo,
2003).
•Customers/ Consumers/ Citizens/ Users “Value in use”
•NGOs (ideal based, values driven) Norms (Attack or Cooperation?) WWF,
GRI, Amnesty, Fair Trade, Miljöcentrum etc
•UN Global Compact
B.Enquist
Service Research Center – Karlstad University, Sweden
Några slutreflektioner
•If we look at CSR as a tool for value creation in a service logic view, the CSR
adoption process has to be responsive and proactive (Enquist et al, 2006)
•CSR including “Stakeholder thinking”: Freeman, 1984 (stakeholder
strategies); Freeman, 1994 (not separate ethics from business ); “Stakeholder
view”: rests on a commitment to core values that are constantly renewed and
sustained through organizational learning” (Post et al. 2002)
•CSR is not cosmetic it should reflect the individual company's mission and
values (Smith, 2003)
•The CSR initiative is about building trust in the stakeholder network.
Kristensson Uggla (2002, p. 415) talks about ‘trust capital’: “Trust capital is a
sharing capital and can only coexist in a shared reality, as something that
lodges relations in a communicative relationship.” This capital can only be
developed via a relationship with ‘the other’ (Roberts, 2003). In the
stakeholder perspective, the ethical dimension must always be considered
(Freeman, 1994) (Enquist et al, 2006)
B.Enquist
Service Research Center – Karlstad University, Sweden