The UNCTAD Global Impact Master/MBA Project
DRAFT
A Module Outline Template
Elective
Module No
Strategic Management of Corporate Social Responsibility: Business
Society and Development
Module Handbook
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Strategic Management of Corporate Social Responsibility
Credits - 3
MODULE OUTLINE
This module is an approximation to social responsibility as a business management tool and source of social innovation of business models. This
course would look into different issues as the non-market environment, strategic social responsibility, firm-stakeholder relationship, CSR topics
like labor rights, environmental issues, social impact, ethical leadership and corporate governance as well as inclusive business models and social
entrepreneurship.
MODULE AIMS
The module´s objective is to learn how to manage CSR strategically as a source of innovation and competitive advantage. It focuses on the role
of the private sector as a driver for social and economic value creation. In addition, some specific objectives that this module aims are:
Conceive a strategic plan of corporate social responsibility aligned with the core business.
 Manage business impact towards the achievement of the common good and sustainable development.
 Understand CSR as a source of innovation and revenue creation.
LEARNING OUTCOMES
On successful completion of this module, students should be able to:
recognize and adapt the organization to the requirements and expectations of its Stakeholders;
develop and inclusive and responsibly vision of businesses;
align social practices of an organization with their corporate strategy;
diagnose and manage social initiatives within the organization;
 develop strategies for the launching and promoting CSR activities, through a corporate social responsibility plan;
 understand complex situations of social responsibility with the aim to develop and implement the appropriate strategies and actions for each
specific issue.
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INDICATIVE CONTENT
Theories and Concepts
This module covers the development of the concept of CSR based on ISO 26000 and the meaning of the term corporate social responsibility in
the practice of Peruvian business. We focus on how CSR is being implemented in today’s Peruvian businessesand the importance to differentiate
between philanthropy, social investment and CSR. The module summarizes the latest thinking of the strategic significance of CSR, and how CSR
goes to the heart of the business model of the how businesses make decisions and conduct their activities. In the process, the module pretends to
show how CSR can lead to innovation, new business opportunities and towards solutions. A key aim of the module is to enable students to
understand the role of business as drivers of sustainable development and social change.
Content
The sustainability dilemma: the tragedy of the commons and prisoner’s dilemma.
Externalities and cooperative solutions.
Aligning CSR with the core business. CSR vs. Philantrophy or social investment.
ISO 26000
Mapping stakeholders and managing stakeholder expectations.
Corporate governance
CSR as a source of innovation of business models
BoP and inclusive business models.
B corps and social entrepreneurship.
Practical Components
The lake simulation, David Bach, from IE Business School (http://openmultimedia.ie.edu/openmultimedia/fichas/sim_lago_app_i.php)
Intensive use of case studies (10)
The 20 Nuevos Soles exercise: experiential learning
LEARNING AND TEACHING METHODS
Learning Outcomes
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 Have a greater understanding of social change - including what impedes, supports and accelerates it,
as well as what maintains the status quo.
 Be familiar with a variety of approaches and tools to measure organizational performance and social
impact, as well as the inherent complexities therein.
 Be motivated to make a personal contribution to social change through social entrepreneurship,
social intrapreneurship and/or social innovation.
The following learning and teaching methods will be used to inform the pedagogic structure of the module:
 Brief lectures to provide structured introductions to key concepts
 •Assigned readings and videos to deepen and/or enhance your understanding
 Group case assignments
 Discussion of case studies to generate debate and critical thinking;
 Reading controls and reflective questions to generate introspection
 ; Experiential learning exercise
 Final applied essay.
The lectures will be developed around the key concepts and reading must precede each lecture. The participants need a high level of commitment
and responsibility to the course. The discussion of case studies requires previous reading a group coordination to solve the initial dilemma´s to
debate in class. The experiential learning part of the course refers to creating a “responsible business” with only $10 of seed capital. Presentation
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of the results (economic, social and environmental) are discussed in class along with feedback given by professor and students. Final applied essay
refers to a reflection piece based on the experiential learning exercise and content of the course.
FORMS OF ASSESSMENT
 Assessment includes:
 Individual Participation 20%
 Group Analysis and Cases 40%
 20 Nuevos Soles Responsible BusinessExperiential Exercise 15%
 Final Individual applied essay 25%
READING LIST
Essential and Recommended
L1: Bach, David; Allen Bruce, David, (jun. 2010). “Lo que todo consejero delegado debería saber sobre estrategias ajenas al mercado”. Harvard
Deusto Business Review. - N. 191 - pp. 11-22.
L2: Porter, M.E.; Kramer, M.R. (2003). “La filantropía empresarial como ventaja competitiva”. Harvard Deusto Business Review, No.112.
L3: Charles, Handy. (2005). “¿Para qué son los negocios?”. Harvard Business Review America Latina, reimpresión R0508J-E.
L4: Milton Friedman, “The Social Responsibility of Business is to Increase its Profits”. The New York Times Magazine, September 13, 1970.
Disponible en castellano.
L5: Principios laborales del Pacto Mundial de las Naciones Unidas Guía para empresas. Organización Internacional del Trabajo (OIT), Recuperado
de:
http://www.pactomundial.org/recursos/doc/Global_Compact/Politicas_y_documento_Global_Compact/17639_2842842011134327.pdf
L6: Fondo Multilateral de Inversiones - Banco Interamericano de Desarrollo. (2011). La responsabilidad social de la empresa en América Latina.
Vives, Antonio; Peinado-Vara, Estrella.
L7: Libélula Comunicación Ambiente y Desarrollo. (2010). Rumbo a una Economía Sostenible en el Perú. Lima.
L8: Argandoña, A. (2007). La Responsabilidad Social de la Empresa a la luz de la ética. IESE Business School.
L9: Global Reporting Initiative. (2011). GRI e ISO 26000: Cómo usar las Directrices del GRI, en conjunto con la Norma ISO 26000.
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L10: Social Enterprise Knowledge Network-SEKN (2006). Gestión efectiva de emprendimientos sociales. Lecciones extraídas de empresas y
organizaciones de la sociedad civil en Iberoamérica. Washington D.C.: Interamerican Development Bank, David Rockefeller Center for Latin
American Studies, Harvard University.
L11: Prahalad, C., & Hart, S. (2002). The fortune at the bottom of the Pyramid. strategy+business magazine, 1-14.
L12: Márquez, P., Reffico, E., & Berger, G. (2009). Negocios inclusivos en América Latina. Harvard Business Review, 28-38.
Case Studies and Project Briefs
Harvard Case 1: Life, Death, and Property Rights: The Pharmaceutical Industry Faces AIDS in Africa
Harvard Case 2: AngloGold: Corporate Responsibility for HIV/AIDS
Harvard Case 3: moving Mountains: the case of mining company Antamina
Harvard Case 4: Corporate responsibility and community commitment in the copper mine Tintaya
Harvard Case 5: Linking the poor with the market: a model of social responsibility
Harvard Case 6: Cementos Lima: building the foundations of a vision of social responsibility
Case 7: Cemex
Case 8: Topy top
Case 9: Tetra Pak
Case 10: Hindustan Lever Ltd.
Case studies must be read and analyzed before the lecture. The assigned groups must present the printed power point presentation and the word
document (3 pages maximum) with the complete analysis of the case. Finally, the rest of the class must present one additional question that it is
specified in the guide. All the exercises must be uploaded on campus before class discussion..
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Focus on understanding the non-market environment
and how to think comprehensive business strategies.
Understaning the interplay between business,
governments, intergovernmental institutions, investors
and non-governmental organizations (NGOs), civil
society etc. Understanding the concept of sustainable
development and the role of CSR. The lake simulation.
Can new models overcome market failure and
governance gaps?
Focus between the difference between current
practices and strategic CSR as integrated part of the
business. Difference between CSR and philantrophy
and between CSR and social investment. CSR
encompasses not only what companies do with their
profits, but also how they make them. Detailed
discussion about ISO 26000 issues and principles.
Creating shared value and inclusive business
models. Innovative approaches to addressing
social problems from businesses. B corps, social
entrepreneurship and CSR. The future of CSR,
trends and leadership opportunities. Social Impact
Assessment of Social Enterprises
Focus on understanding the system and structure in
which corporations function and to think critically
about the framework for effective corporate
governance and CSR implementation. Governance
structures and regulatory responses to overcome
“shortermism”. Are new business forms necessary
or desirable to achieve responsible results?
Disclosure of sustainability data and standard
setting. Presentation and discussion various metrics
used to measure corporate social responsibility
engagements . What are the key challenges for
doing good?
Understanding how successful CSR implementation
through stakeholder relations and business models
innovation, can help businesses address social and
environmental problems. Companies can also
identify opportunities for innovative products,
technologies and business models aimed at
proactively solving social or/and environmental
challenges. Risk management and accountability.