Reference no: EM133424709
Questions:
1. Choose a company that you believe occupies the top (strategic partnership) of the CSR pyramid.
2. Choose a company that you do not believe is corporate socially responsible.
3. What do you feel is the main challenge for managers and boards of directors with respect to ingraining ethics into an organization's culture and decision - making environment?
4. What is the difference between ethics and financial integrity? How are they interconnected?
5. With new initiatives such as Bill 198 and Sarbanes-Oxley (SOX) put into place, and new global reporting standards coming on-stream in this decade, do you feel that government and regulatory bodies on their own can fully define and manage business ethics and ensure financial integrity? Why or why not? Log onto each of their websites and pull up their values or core pillars.
6. How are these pillars different or the same?
7. What does the result of this exercise tell us about the integrating CSR into strategy? Let's use The Gap and ExxonMobil as examples. After a quick search on The Gap's investor relations portal, the following excerpt was found under the "How we do business tab": "We seek to make a positive, lasting impact on the people and in the places where we operate. We listen to our customers around the world and share their expectations. For us, that means looking deeper into our supply chain to ensure that we take a responsible path throughout the product lifecycle, from the source to our stores." On the other hand, the ExxonMobil webpage's 'community and development' tab chronicles the company's sponsorship and philanthropy but makes no apparent mention of how social responsibility is vital for the company's continued profitability. Given this, it could be concluded that ExxonMobil employs an arm's-length approach CSR, failing to fully integrate CSR into its business model, or recognize that maximizing social benefits will also maximize business gains.