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Year 2 Semester 1 > MNE Topic 6 > Flashcards

MNE Topic 6 Flashcards

1
Q

stakeholder

A

any group or individual who can affect or is affected by achievement of firms objectives

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2
Q

shareholder value perspective

A
  • profit over responsibility
  • serve SHs (org obj)
  • success = share price
  • stakeholder mngmnet = means
  • individual social responsibility
  • society served -> pursue economic efficiency
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3
Q

stakeholder value perspective

A
  • responsibility over profit
  • serve all stakeholders
  • success = stakeholders satisfied
  • stakeholder management = means and end
  • individual and org social responsibility
  • society served -> pursue economic symbiosis
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4
Q

CSR

A

consideration & response
social benefits & traditional economic gains
issue beyond narrow
req - economic, technical, legal

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5
Q

main ethical domains

A
  1. corruption
  2. environment
  3. human rights and labour issues
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6
Q

modern slavery

A

supermarket slave trail

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7
Q

5 challenges in implementing CSR policies in MNCs

A
  1. differing ethical standards
  2. laws-> lack of/enforcing
  3. increased costs
  4. boundaries of MNC’s responsibilities
  5. complexity globalised supply chain
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8
Q

child labour examples

A
  • multinationals dont disclose info on ethical/HRM approaches
  1. BodyShop - state support ban on forced child/prison labour
  2. Elf Acquitaine -> state reject child labour use
  3. JCPenney -> claim not knowingly allow importation into US of merchandise manufactured with illegal child labour
  • vague aspects = avoid other dilemmas that explicit child labour codes raise
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9
Q

civil learning tool - CSR organisational learning

A
  • org pass through 5 stages = more socially responsible -> org learning process
  1. Defensive
  2. Compliance
  3. Managerial
  4. Strategic
  5. Civil
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10
Q

defensive

A

deny practice/outcomes or responsibilities

  • defend against rep attacks in ST
  • affect sales, recruit, productivity, brand
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11
Q

compliance

A

adopt policy based compliance approach as cost of doing business

  • mitigate erosion of economic value in medium term
  • ongoing rep and litigation risk
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12
Q

managerial

A

embedded societal issue in core management process

  • mitigate erosion of economic value in medium term
    -achieve LT gains by integrating responsible business practice in daily ops
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13
Q

strategic

A

integrate societal issue into core business strategy

-enhance economic value in LT
- gain FMA aligning strategy and process innovations with societal issue

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14
Q

civil

A

broad industry participation in corp responsibility = gains via collective action

  • enhance LT economic value by overcoming first moving disadvantage
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15
Q

civil learning tool - societal issue maturity

A

societal maturity of issues - Zadek 2004 = societal awareness of issues

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16
Q

4 stages of issue maturity

A
  1. latent
  2. emerging
  3. consolidating
  4. institutionalised
17
Q

Latent

A
  • activists and NGO aware
  • weak scientific/hard evidence
  • ignored or dismissed by business community
18
Q

Emerging

A
  • political and media awareness
  • energy research body, weak data
  • leading business experiment with approaches to deal with it
19
Q

Consolidating

A

-emerging body of business practices surrounding
-sector and issue based voluntary initiative are established
- litigation and increased view of legislation need
- voluntary standards developed = collective action

20
Q

institutionalised

A
  • legislation/business norms established
    -embedded practices = normal part of business excellence model
21
Q

civil learning tool

A
22
Q

CSR approaches

A
  1. Global
  2. Local
  3. Transnational

-benefits-costs trade offs

23
Q

Global CSR approach

A
  • global integration/standardisation
  • HQ perspective/demands for consistency prevail over local concerns
24
Q

Local CSR approach

A
  • local responsiveness/flexibility
  • local concerns take precedence over demands for global consistency
25
Q

Transnational CSR approach

A
  • global integration & local responsiveness
  • attempt to reconcile tensions between global and local concerns

found more effective in coordinating CSR activities worldwide (global template with variations & adaptations)

26
Q

3 ways of corporate governance as influence on CSR approach

A
  1. stakeholder vs shareholder
  2. strategic vs financial control
  3. financial vs triple bottom line managerial incentives
27
Q

triple bottom line

A
  1. profit
  2. people
  3. planet
28
Q

corporate governance types

A

corp governance characteristics = play important role in adopting particular approach

  1. corporate governance emphasis
  2. board monitoring focus
  3. managerial incentives
29
Q

8 corporate governance changes enable a transnational CSR approach

A
  1. shift financial -> strategic control
  2. incentives on triple bottom line
  3. board diversity - stkholder represented
  4. risk management (economic & social factors)
  5. accountability to wider body of stkholders
  6. non-hierarchical communications (HQ & subs)
  7. board functional structure = stkholder relations committee
  8. investor engage with board on CSR
30
Q

4 Contingency factors influencing CSR implementation in MNCs and supply chains

A
  1. Knowledge enhancing mechanisms
  2. Knowledge controlling mechanisms
  3. Firm specific assets
  4. Corporate history
31
Q

knowledge enhancing mechanisms

A

internally:
CSR training, experience sharing amongst employees

externally: create common reference frame between MNC & suppliers (training, visits, dialogue)

32
Q

knowledge controlling mechanisms

A
  • incorp codes of conduct in perf measurement systems

-groups, change agents = monitor implementation of CSR policies

33
Q

firm specific assets

A
  • company size
  • financial resources
  • reputation
  • design of global supply chain
34
Q

corporate history

A
  • tradition of company working with environmental & social issues
  • history of relationships with suppliers

Year 2 Semester 1 (19 decks)

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