Awareness Trainings - Draft #1

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Why Glocalized Companies are Sustainable Companies When local issues and ethics become essential, responsible and glocalized companies become sustainable organizations. Also, the inclusion of global companies into local specificities is a way to get closer to the new needs of the stakeholders: a culturally responsible marketing is a new wave of reconciliation between the consumer and its brand, through a responsible vision that takes into consideration the collectives and not only the individualities. « This is not the McDonald’s of everyone, this is not my McDonald’s neither, this is our McDonald’s, from here, the McDonald’s of our own » will be soon the kind of expectations. Furthermore, the time of blockchain logics amongst individuals has come: closed distribution circuits are raising. Consumers are becoming collaborative « sharers » who increasingly mistrust the traditional third parties that were the brands until today: companies will have to prove they can also favor the collectives and the identities in order to be trusted again and to be sustainable themselves. The time has come when everyone is concerned by his identity. Be sure that businesses which commit for the sustainability of the humankind will be sustainable themselves. Good news for a World lacking precisely, and cruelly, of social binder. It’s time for big firms to be considered as the new main X factors of the « live together » of the societies and communities.
I/VIII Corporate Cultural Responsibility The CSR of the Future While the efficiency of national public policies is decreasing and the « Y » Millennial generation’s expectations are raising, ethical commitments become a necessary value for the sustainability of the common good and the business itself. CSR is a positive vision of the role of corporations in society that rejects the existence of a conflict between the benefits and the social concerns for companies. CSR policies are not a specific part of the organization charts anymore. CSR policies are not a precise engagement anymore. CSR is now a business strategy as well as a societal commitment. When asked about the future of business responsibility, Lockheed Martin’s CEO highlighted the current evolution « from the footprint of the carbon emissions to the human handprint of the human impact of business on people ». Today, CSR is not only about westernized values and expectations: southern people will have to be satisfied too: the CSR of the future is a multilateral and glocalized CSR. In a world of interdependencies common good is more than ever at stake, and we believe that cultural ethics are also going to drive the next wave of innovation and growth in the global economy. CCR background (ISO) 26000 guidelines for social responsibility make an explicit, somewhat trailblazing case for formally integrating cultural concerns into CSR-related policies, with a call to all corporations to promote cultural activities and respect and value local cultures, cultural traditions, and heritages in the settings in which corporations function. We notice a (national) cultural backgrounds influence and orient conceptions and understandings of corporate responsibilities (Freeman and Hasnaoui, 2010; Kim and Kim, 2010; Waldman, 2006; Wang and Juslin, 2009). CSR efficiency is now about adapting CSR policies and ethics programs to different cultural settings to accommodate legitimate cultural differences (Arthaud-Day, 2005; Husted and Allen, 2006; Logsdon and Wood, 2002). However, culture is not only as a contextual variable to consider when developing proficient business activities but rather a societal constituent that may be subject to the impacts of business activities, as well as an end in itself: CCR is about to pay much closer attention to how organizations alter and even create their (human) environments.
Page 1 and 2: Awareness Trainings on Corporate Cu
Page 3 and 4: 4/ Cultural Specificities Culture c
Page 5 and 6: I/II Analogy with Environmental Iss
Page 7 and 8: I/III Cultures and Sustainable Deve
Page 9 and 10: I/IV Let’s Be Human Trackers Huma
Page 11 and 12: I/V « Post-Globalized » Context G
Page 13 and 14: I/VI New Needs and Expectations How
Page 15: I/VII The Global Companies of the F
Page 19 and 20: CCR’s Implementation Issues The l
Page 21 and 22: Value Creator - Cultures are a fact
Page 23 and 24: PART 2 : HOW TO ENGAGE WITH CCR II/
Page 25 and 26: II/III Cultural Mapping for Corpora
Page 27 and 28: II/V Cultural Impact Corporate Cult
Page 29 and 30: Relevant Examples 2 2/ However iden
Page 31 and 32: II/VII Cultural Impact Assessment -
Page 33 and 34: II/VIII What is a Culturally Respon
Page 35 and 36: II/ Culturally Responsible Manageme
Page 37 and 38: II/IX Key Cultural Indicators: Gene
Page 39 and 40: PART 3 : ADAPTATION TO THE CLIENT
Page 41 and 42: NewTechs - Rising sector. - Monopol
Page 43: Summary - Post-Globalized context.

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