RESPONSE - Insead

More documents

Recommendations

Info

Recommendations Recommendations for policy and standards Annexes Exhibit 1 . Desk Research and Field Visit Protocol Exhibit 2. Interview protocol (managers) Exhibit 3. Methodology for the calculation of cognitive gaps Exhibit 4. Other results from the analysis of the factors explaining cognitive alignment <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 94
Recommendations Recommendations for policy and standards Exhibit 1. Desk Research and Field Visit Protocol The information gathered during the desk research covers two areas two parts: 1. A description of the company, which is based on publicly available information (i.e. desk research). In the “Research model”, this part is related to the Environmental and many of the Corporate level factors eventually explaining the magnitude of cognitive gaps and of motivation to act responsibly. 2. A description of the company’s CSR work, which is based on data collection at the company (i.e. the fact finding day). In the “Research model”, this corresponds to the description of the CSR process, and of the cognitive gaps and of motivations they have. The fact finding day, though, can provide precious information of explanatory factors as well, such as the founding conditions and the evolution of the company, its history of environmental and social accidents and the way they were managed, etc. 1) The company a. Key Activities: Products produced and/or services delivered geographic markets covered customer segments covered b. Origins: Original products/services Founders’ profile: the entrepreneurial idea, their level of sensitivity for social issues, their legacy within the company today Vision and Mission: why was the company created? How was it supposed to be “useful for the world”? Brief historical overview of how the company “philosophy” (vision, purpose, mission) evolved over time c. Values/principles: (probe with HR and CSR manager) Current articulation of what they believe are the core principles guiding their activity Evolution of the espoused values d. Strategy: (probe with strategy/marketing manager) What is the current articulation of their competitive strategy? How do they think they can outcompete rivals? Do they aim to be the most cost efficient competitors (low price)? Or are they aiming to distinguish themselves for the quality and uniqueness of their products (high price)? What do they see as their competitive strengths and weaknesses? What can they do better than their competitors? What do they do worse than average? What is their strategymaking process? Is it just a strategic planning exercise for budget allocation purpose or there are also full discussions of problems, alternative solutions, implementation priorities? To what extent and is CSR brought within the picture? Probe for examples to see if there is a real integration of CSR in the strategy debate. How did their strategy change over time? Through what process? Is the change through continuous marginal adjustments or with rare but radical shifts? Why did the changes occur? What stimulated them? Anything to do with stakeholder responsibility? e. Corporate Governance: (CSR Manager, or other senior manager) Current rules of corporate governance: <strong>RESPONSE</strong>: understanding and responding to societal demands on corporate responsibility 95
Page 1 and 2:
SIXTH FRAMEWORK PROGRAMME PRIORITY
Page 3 and 4:
Contents Executive summary 6 1 Intr
Page 5 and 6:
Tables Table 1. Typology of factors
Page 7 and 8:
Executive summary Recommendations c
Page 9 and 10:
Executive summary Recommendations l
Page 11 and 12:
Executive summary Recommendations r
Page 13 and 14:
Introduction Aims of this study “
Page 15 and 16:
PART I: CSR AND COGNITIVE ALIGNMENT
Page 17 and 18:
A model of cognitive alignment and
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Methodology Scope 3 Methodology 3.1
Page 27 and 28:
Methodology Company case studies Th
Page 29 and 30:
Methodology Case comparison Analysi
Page 31 and 32:
Methodology CrossPair Comparison
Page 33 and 34:
Findings: Managers’ understanding
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44: Findings: Managers’ understanding
Page 45 and 46: Findings: External factors and cogn
Page 51 and 52: Findings: Internal factors and cogn
Page 59 and 60: A Model of Social Consciousness and
Page 65 and 66: Methodology Experiment Settings 8.3
Page 67 and 68: Methodology Experiment Protocols ev
Page 69 and 70: Findings: Developing Social Conscio
Page 77 and 78: Conclusions from study findings Ass
Page 79 and 80: Conclusions from study findings Dev
Page 81 and 82: Conclusions from study findings Dev
Page 83 and 84: Recommendations Recommendations for
Page 93: Recommendations Recommendations for
Page 105 and 106: Recommendations: Recommendations fo
Page 107 and 108: Recommendations: Recommendations fo
show all

RESPONSE - Insead

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?