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Figure 1: Matrix with types of stakeholder dialogue (Green, Hunton-Clarke 2003) 246 Solely stakeholder dialogue at low stages of involvement and participation will not utilise the full potential of this instrument. Currently, stakeholder involvement in CSR activities of firms is (often) weak and lacks decisional stakeholder involvement and dialogic participation. Ongoing stakeholder dialogue with stakeholder committees could be a fruitful process in order to really contribute to sustainable development. Participatory processes with stakeholder committees have proven to work fine in other contexts e.g. the development of national sustainable development strategies in Finland 6 . Currently, the institutional framework is insufficient (how to finance the time needed of the stakeholders in the participatory process; who to be invited any way in such a CSR committee). The proposed approach as outlined in the subsequent chapter presents one possibility of institutionalised framework for a strong stakeholder-based definition, planning, implementation and evaluation of CSR. Evaluation of CSR-for-SD of current CSR practices This section investigates the potential utilised of two of the most often applied CSR practices (CSR Reporting and Stakeholder dialogue) with regards to the challenges 6 The Finnish National Commission on Sustainable Development (FNCSD) http://www.ymparisto.fi/default.asp?node=4412&lan=en
and needs of CSR-for-SD as outlined above. In conclusion the way is paved for the introduction of participatory evaluation of CSR. 247 The challenge of complexity: In some cases CSR reporting relies on meticulous and comprehensive lists of indicators which often contribute to more confusion than clarity and also do often not show interlinkages between the three pillars of sustainability. Specific, and often, critical information about the negative effects of business activity which would be crucial for an appropriate understanding of the situation are missing in the reports. Stakeholder dialogue is at the heart of meeting this challenge through the meeting of various stakeholders and the exchange of knowledge, ideas and experiences. Nevertheless, the details of the type of stakeholder dialogue are the crucial factor. Solely short-term oriented and ad-hoc types of stakeholder dialogue that might not be much more than disseminating information do not address this issue accordingly. The challenge of contextuality: Yet, the uptake and content of CSR reports varies greatly and are in general issued as one-size-fits-all conglomerates. Moreover, stakeholders are rarely and selectively involved in defining the grounds for later performance evaluation in regards of CSR and sustainable development. Stakeholder dialogue has the potential to lead to a mutual construction of the CSR relevant context, but it has to be executed in a way that allows utilising that potential. As CSR are issues are dynamic an ongoing stakeholder dialogue process needs to be established in order to regularly redefine a company´s relevant CSR context and also to be timely informed of relevant developments in its environment. The need for collective action: CSR reports are normally the end of a data collecting, assessment and presentation journey of companies which can trigger collective action inside of companies. Nevertheless, chances for taking CSR reports as a starting point for continuous learning to approach sustainable development are not systematically utilised. Stakeholder dialogues are an appropriate tool to tackle specific issues of concern to a company (e.g. special dialogue in regards of climate change). Nevertheless, the companies getting active in this regards have to make sure that they are prepared for transparency and open to the outcomes of such a process which will be co-shaped by stakeholders. Genuine, intrinsic collective action can only be expected if value is added to all participating parties which inevitably will lead to compromise. The need for trust: As companies´ motivation to issue CSR reports is still dominated by an instrumental approach of adding value to the financial bottom line, often seem to selectively focus only on the good sides of business, civil society prefers to consult company-external sources and the general public is not very keen on reading the reports anyway, trust creation is very unlikely to happen. If the stakeholder dialogue is implemented in a way that it is open to the contributions of all participating stakeholders, is aiming for mutual objectives and expectations are clear from the beginning, trust can be achieved. Dialogue leads stakeholders to co-create shared realities and values (Cheney and Christensen 2001, Winn 2001). The need for mutual responsibility: As mentioned above, current CSR reports are clearly reflecting business perspectives aiming to show how the sustainability responsibilities are met in order to obtain a license to operate rather than to report
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AMOS MUMBA TARJA KETOLA (Eds) Respo
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Publisher Date of publication Vaasa
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CONTENTS Abstract in Finnish.......
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PART FIVE: CR MEASURES & STANDARDS
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PART ELEVEN: RESPONSIBLE LEADERSHIP
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PART ONE. COPORATE SUSTAINABILITY M
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Mr. Martin Clarke joined British Pr
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performances, e.g. cement productio
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“…identifying, managing and min
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The above list places emphasis acro
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Discussion: What Could Product Stew
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performance being awarded. Currentl
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CPA. 2007. Delivering sustainabilit
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Lewis. H. 2004. Defining product st
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ICRISAT - FROM A SUSTAINABLE POINT
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sorghum, pearl millet, chickpea, pi
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This action plan seems to produce g
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effects on nutrition and trace elem
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In figure two we can see the expend
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goods, but rather on insubstantial
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pressed to compete with an industri
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References CGIAR (2008). The Origin
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What is a Global Business Organizat
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The majority of the above seven cri
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38 3 Limited statement NAM 75 NAM /
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40 Statement 4 Limited Statement NA
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equirements, but at the same time b
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transition from EMS to SMS can be a
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adequate as an SMS in a GBO. Furthe
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48 Table 2: Detailed Description of
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50 substitution is recognized, but
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52 acted on Improvement Process Usi
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54 Boundary & interface between SMS
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56 System Component #6 - Value Chai
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58 requirements implemented actions
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Global Reporting Initiative (2006).
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van Tulder, R., van den Berghe, D.,
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esponsibilities to stakeholders and
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develop improvement and learning sy
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easonably well now and making them
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Responsible competitiveness The que
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examples? What are the main commitm
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Responsibility to users of products
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of independent research institutes
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development that capture and estima
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Hooghe L, Marks G. (2003). Unraveli
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Waddock, S. and Bodwell C. (2007).
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THE INTEGRATION OF CSR INTO BUSINES
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Theoretical Background Strategic CS
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against specific requirements. The
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industries (energy, utilities, oil
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Different Approaches to CSR The two
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• Electromagnetism and impact on
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Conclusions In the first stage of t
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Appendix A Level of integration of
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99 High Independent BU/Committee de
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101 McAdam, R. & Leonard, D. (2003)
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ECONOMIC DOWNTURN AND THE LANGUAGE
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105 Additionally, for Foucault, and
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Approach 107 The discussion in this
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need for firms to tighten their bel
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esult of economic-market system; th
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Resource Allocation and the Home of
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115 Such divergent views raise ques
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References Accountancy Age (2009) C
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IMAGE DIFFERENCIATION WITH CORPORAT
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121 argues that industries with a c
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123 Since not all stakeholders valu
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Empirical Findings The first propos
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127 The right amount of CR is when
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Environmentally Responsible Image D
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corporate responsibility can be a m
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References Ansoff, H. I. & McDonnel
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Miller, D. (1992). The Generic Stra
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SEED INDUSTRY RESPONSIBILITY TO AGR
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139 intellectual property protectio
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141 Thus, they stress their donatio
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Social Issues 143 Regarding the soc
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145 food system which in their opin
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DuPont (2002). Science, Solutions a
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IgNN (2008c). Brüssel will bessere
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A VALUE CHAIN ANALYSIS OF THE ORGAN
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153 friendly ranges setting a trend
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The Main Factors Affecting The Grow
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157 Governments, particularly in Eu
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Table 4: Value addition at each sta
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organic cotton farms typically achi
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163 Cumulative value loss/ addition
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165
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167 own standards to certify variou
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Price difference in organic and con
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References 171 Alfoeldi, T., Fließ
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173 Fliessbach, A. and Mäder, P. (
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175 Sinden, J. A., Griffith, G. (20
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INSTITUTIONALISING IDEALISM: PATTER
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179 Social considerations include i
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Coercive Adoption 181 The second st
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of non-adopters; the moral content
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References Ackerman, R. (1973). How
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Economist. (2008). The next questio
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Porter, M., & Kramer, M. (2002). Th
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CULTURAL CONTEXT OF CSR: COMPARATIV
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193 power is distributed unequally.
Page 209 and 210: 195 Figure 1: Values Associated wit
Page 211 and 212: 197 answering the questions. Most D
Page 213 and 214: Culture in Nation-Institutions 199
Page 215 and 216: 201 In line with the collectivistic
Page 217 and 218: Stakeholders 203 From the field-lev
Page 219 and 220: Codes & Policies Volunteering Phila
Page 221 and 222: 207 The wealth capacity-building in
Page 223 and 224: Hannigan, J. A. (2006). Social cons
Page 225 and 226: 211 Thelen, K. & Steinmo, S. (1992)
Page 227 and 228: 213 Historically, Danish companies
Page 229 and 230: 215 survey was carried out by email
Page 231 and 232: 217 role, especially in the 1990s,
Page 233 and 234: when CSR policies in Denmark were m
Page 235 and 236: 221 The business areas of the Danfo
Page 237 and 238: 223 While looking at the CSR Waves,
Page 239 and 240: 225 marital affairs and on financia
Page 241 and 242: whether Danfoss is considered good
Page 243 and 244: 229 the making of Danfoss’ Ethics
Page 245 and 246: have, from participating in interna
Page 247 and 248: Global Reporting Initiative. G3 Gui
Page 249 and 250: Negative List for Substances and Ma
Page 251 and 252: 237 and three. In both approaches k
Page 253 and 254: 239 protection/environmental enhanc
Page 255 and 256: 241 sufficiently informed only by b
Page 257 and 258: Table 3: Traditional versus sophist
Page 259: • Dialogue needs to go beyond dis
Page 263 and 264: • evaluations are externally faci
Page 265 and 266: 251 • Values and cultural factors
Page 267 and 268: References 253 ACCA The Association
Page 269 and 270: Freeman, R.E. 1984. Strategic Manag
Page 271 and 272: 257 Pretty, J., Shah, P. 1994. Soil
Page 273 and 274: PART THREE: CORPORATE RESPONSIBILIT
Page 275 and 276: 261 business houses should follow t
Page 277 and 278: 263 One other problem faced in Indi
Page 279 and 280: CORPORATE SOCIAL RESPONSIBILITY INI
Page 281 and 282: 267 In spite of the increasing impo
Page 283 and 284: 269 value, while either protecting
Page 285 and 286: identify the main trends of the CSR
Page 287 and 288: OIL AND GAS COMPANIES Table 1. CSR
Page 289 and 290: ENI EXXON PETROBRAS Evaluation of l
Page 291 and 292: TOTAL Promotion of several initiati
Page 293 and 294: e. Lack of Human Resources 279 The
Page 295 and 296: References Bevacqua, S. & Cascinai,
Page 297 and 298: PART FOUR: CORPORATE RESPONSIBILITY
Page 299 and 300: 285 During the past decades, litera
Page 301 and 302: 287 research involved three Tuscan
Page 303 and 304: 289 • in terms of preferences on
Page 305 and 306: 291 followed by lack of resources a
Page 307 and 308: 293 health and safety of the worker
Page 309 and 310: References Adler, P. and S.-W. Kwon
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297 Russo A. and Tencati A. 2009, F
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299 by companies in order to contri
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301 economic growth it does not con
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Anttonen (2008) has divided chemica
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305 different types of consultative
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Picture 2. The BASF business model
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309 compounds are used in all indus
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311 Halme, M., Anttonen, M., Kuisma
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DOES OPEN INNOVATION STREGHTHEN COR
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Sustainable Change and CR 315 Due t
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317 OIM are all methods that open t
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319 expressive than an instrumental
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Results 321 It is new to accept and
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on process User mainly need- and kn
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325 interaction enables companies t
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References Alvesson, M. (2005). Und
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329 Hübscher, M. & Müller, M. (20
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Walcher, D. (2007). Der Ideenwettbe
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333 The current context in which or
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335 existence and are able to survi
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337 particular the political and le
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339 local variants emerged in Scand
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341 However, these output oriented
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Regarding the activity S2 ‘Stakeh
Page 359 and 360:
References Achterbergh, J., Vriens,
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Nieuwkamp, B.E.M. (2008). De arbeid
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FINANCIAL VALUE MEASUREMENT OF CORP
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351 responsibility issues (roadmap)
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353 financial valuation measures. T
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Table 1. Features in the various ph
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sustainability data gathering and i
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Table 3. Sustainability-related GRI
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Three Illustrations of Deriving and
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363 where it uses renewable resourc
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References Adams, C. A. (2004). The
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367 Niskala, M., & Schadewitz, H. (
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Huhtamäki (Materials) Kemira (Mate
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OKO (Finance) organization with who
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373 [1] Global Reporting Initiative
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Introduction 375 The concepts relat
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Model Foundations First foundation
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As we can see in the Figure 2, on t
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381 model in subject. Through these
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383 For Schwartz and Bilsky (SCHWAR
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385 • Reaction: The organization
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Figure 7: Tripod of the sustainabil
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389 The second fundament of the mod
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Figure 10: Organizational Social Pe
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Figure 13: Wilber’s Model Source:
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Figure 15: Model of sustainable exc
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Figure 17: Proposal of model evalua
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399 Figure 19: Relationships took i
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Jung, C. F. (2003). Metodologia Cie
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Werre, Marco. & Marcel. Van Marrewi
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THE CASE OF SOCIAL ENTERPRISES: ARE
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407 The present paper aims to revie
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Belgium Law of 13 April 1995 United
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Social Enteprise: Some Definitions
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The Social Entrepreneurship Accordi
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Figure 1 The blurring sectoral boun
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f) An initiative launched by a grou
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References Alter, S.K. (2004) Socia
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A DISCOURSE ANALYSIS OF THE FAIRTRA
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423 constituting the social (Faircl
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425 Once economic behaviour is no l
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427 link to Fairtrade, in which Fai
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France: Producers and Competition 4
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UK: Producers and Competition 431 W
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that for Fairtrade to work it has t
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436 01/01/2007 01/01/2007 01/01/200
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438 01/01/2003 01/01/2003 01/01/200
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440 Jaworski, A. & Coupland, N. (19
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PART SEVEN: PUBLIC - PRIVATE PARTNE
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444 It also examines the applicabil
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446 critical resources controlled b
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448 In October 2008, NVPC launched
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S$1 policy but perhaps other more i
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References Azlan A, Lim LL, Yahya S
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PART EIGHT: CORPORATE RESPONSIBILIT
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organizations, with different aims
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458 Decentralization and local gove
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460 When multiple actors involved i
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462 Governance, economy, social cap
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464 In this sense, analysing a terr
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Partnerships Social Capital 466 - S
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468 The level of civic participatio
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Conclusion - Quality of the environ
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Garvin, T. et al. (2009). Community
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THE EFFECTS OF “DEPENDENCY” ON
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how, this dependence inhibits effec
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478 the MNC effectively. This secti
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480 regulation via CSR policy, whic
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482 potential consumer base in each
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References 484 An Roinn Gnóthaí P
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Lambe. A., Directors' Compliance St
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INVESTIGATING THE PRINCIPLES OF COR
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490 economic and institutional deve
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492 and corporate governance. The w
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494 corporate stakeholders, of weal
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496 failures by corporate boards to
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498 fashion", therefore I intend to
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ENVIRONMENTAL MANAGEMENT PRACTICES
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An Overview of Environmental Manage
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Feichtinger and Pregernig, 2005; Gr
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Survey Questionnaire 506 The raw da
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Table 4. Variables used to compute
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inhabitants and workers) and the ex
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512 particular purchase, the incent
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514 which limits the adoption of be
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Conclusions 516 The overall profile
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Cuthill, M. (2002). Exploratory res
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520 Lundberg, K., Balforsa, B. and
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RELATIONAL GOVERNANCE AND THE DEVEL
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524 national-level plans to constru
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Relational Governance 526 One of th
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Case Studies: Vankorneft and the Ev
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The shape of Russian public CSR pol
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Report on CSR in the forestry indus
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534 At the Turukhansk district leve
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536 Russian federal legislature vio
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538 The maintenance of the long-ter
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References 540 Albareda, L., Lozano
Page 555 and 556:
542 Moon, J. (2004). Government as
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PART NINE: RENEWABLE ENERGY 544
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546 generating the various form of
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• The lack of basic infrastructur
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550 − A Tool for assessing the ec
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ARTICULATION OF ENVIRONMENTAL AND S
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- Cramer Commission56, - Renewable
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556 conditions + + + + + + + + Prop
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Figure 1 - Impacts of direct and in
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Figure 3 - Impacts of direct and in
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Figure 6 - Impacts of agricultural
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Agricultural practices have also im
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566 Nevertheless, land-use changes
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- Discussion possibilities, - Free
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References ACCS (2007a). AFS Standa
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Renewable Fuels Agency (2008), The
Page 587 and 588:
Abstract SUPPLY CHAIN ISSUES OF BIO
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576 adjusted to the specific condit
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energy and logistics/SCM. Follow-up
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Madlener & Bachhiesl 2007 Perry & R
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Elghali et al. 2007 Madlener & Bach
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584 on the other hand state that a
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586 expeller, olive cake and wood p
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588 torrefaction and pelletisation
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Berglund, M. (2006). Biogas product
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SUSTAINABILITY CYCLE ASSESMENT OF B
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Figure 1. Cradle-to-grave grave app
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Table 1. Environmental, social cult
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Table 2. Environmental, social cult
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600 In summary, while biodiesel is
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602 nature after use: when the soli
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604 the creation, refinement, use a
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Test Results 606 Biogases are envir
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ID=78&articleID=1163 608 WCED (1987
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610 business of sustainability and
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Table 2. The Equator Principles and
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614 Strategic orientation of firms
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616 Natural gas fuels over 99 perce
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618 building a Hydrogen Energy plan
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620 principles that are related to
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Impact on Climate Change Conclusion
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Falck, O. & Heblich, S. Corporate s
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ROBIN HOOD THEOREM: A WAY FOR ENERG
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628 communities have to contend and
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630 to power basic devices like TV
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References Abavana, G. C, (2004). G
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INTRA-INDUSTRY IMITATION IN ENVIRON
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636 The legislation has also contri
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In general, the larger the organisa
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Content Analysis 640 In order to be
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642 One of the key questions in ass
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Table 4. Stakeholder considered by
Page 659 and 660:
646 Table 5. GRI indicators accordi
Page 661 and 662:
Refferences Adams, C.A. (2004). The
Page 663 and 664:
Gray, R. (2006). Does Sustainabilit
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SUPPLY CHAIN CORPORATE RESPONSIBILI
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654 The sample was selected from th
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Table 2 Survey Categories used to E
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y reading the relevant sections. Th
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660 Perhaps not surprisingly compan
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662 Only 3 companies reported the e
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iodiversity (IPES, 2008). The IPES
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usiness level playing field and, wh
Page 681 and 682:
668 EICC. (2006). Electronic Indust
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PART ELEVEN: RESPONSIBLE LEADERSHIP
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Value Basis 672 Finding one’s tru
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674 The lure of quick profits, stat
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676 politics he talked and wrote ab
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The Responsible Leadership Identiti
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villages of Bangladesh. He set up a
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States: Building Blocks of Some Res
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Conclusions Matching Individual, Or
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686 The different characteristics o
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Issue: Corporate Responsibility & D
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690 society at large”. Other defi
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Table 1. Reasons for implementing e
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694 environment and develop a bette
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696 Does this imply that corporate
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and certifying environmental manage
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Perspective from law, economics, an
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702 However neither Japan nor Germa
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704 community pressure, and environ
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706 international competitiveness (
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708 and Alberini 2002). The functio
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Public Politics and Private Politic
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these three actors have been strong
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714 Imura, H. (2005). Japan's Envir
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716 technical aspects of environmen
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718 However, a more in-depth discus
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720 empirically tested in a number
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722 the level of awareness and envi
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724 solutions might even exaggerate
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References Albrecht, D., Bultena, G
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728 Klein, K. J. & Kozlowski, S. W.
Page 743 and 744:
PART TWELVE: SMEs & CORPORATE RESPO
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732 SMEs, Training and Sustainabili
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734 The values of an SME are predom
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SMEs, but these have rarely lived u
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738 believe that this course of act
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(Revell and Rutherfoord, 2003). The
Page 755 and 756:
Diagram 2: Conceptual Framework - F
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Reference 744 Ammenberg, J. and Hje
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746 Hall, G, 1989). Lack of Finance
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748 Sheridan, P., (2001). Directors
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750 theories focus on the transfera
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752 traditional models of managemen
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end of the fifth year of life marks
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Figure 1 The model The Research The
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The Area Selected and the Ccow Buff
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760 The Plan must guarantee the att
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Managerial Implications, Limits of
Page 777 and 778:
Freeman R.E. (1984). Strategic Mana
Page 779 and 780:
CSR-TOOLS FOR SMEs - COMPARATIVE AN
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Features of CSR in SMEs 768 CSR was
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770 mostly provide overviews and in
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772 The CSR Quality Seal is essenti
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774 into its strategic as well as o
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Outcome and Conclusions 776 BLISS w
Page 791 and 792:
References Bhuiyan, N. & Bagehel, A
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780 Honen, P. & Potts, J. (2007). C
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782 SUPPLY - CHAIN ENVIRONMENTAL MA
Page 797 and 798:
784 offers a useful discussion and
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786 22’ noted by Fanshawe (2000)
Page 801 and 802:
788 action) and the sense made of t
Page 803 and 804:
790 The latter provided clear benef
Page 805 and 806:
792 Figure 3 - Describing the Behav
Page 807 and 808:
794 Interestingly though, and despi
Page 809 and 810:
Summary and Comment 796 In the earl
Page 811 and 812:
de Wit, B. and Meyer, R. (1999). St
Page 813 and 814:
Remenyi, D., Williams, B., Money, A
Page 815 and 816:
FACTORS AFFECTING THE ENGAGING IN C
Page 817 and 818:
804 this issue can be examined with
Page 819 and 820:
Table 1 List of factors affecting f
Page 821 and 822:
voluntariness” proposed by Moore
Page 823 and 824:
Table 2: The state of CSR practices
Page 825 and 826:
Table 3 Factor analysis: variables
Page 827 and 828:
814 However, there are also challen
Page 829 and 830:
Grayson, D. (2004). How CSR Contrib
Page 831 and 832:
Spence, L. J. , & Rutherfoord, R. (
Page 833 and 834:
820 This paper draws on both primar
Page 835 and 836:
Case Studies 822 The case studies e
Page 837 and 838:
Rationale and Start up 824 In this
Page 839 and 840:
826 own standards, and those of her
Page 841 and 842:
828 Finally all three of these case
Page 843 and 844:
References Journal Articles 830 Goo
Page 845 and 846:
CORPORATE RESPONSIBILITY: A CRICIAL
Page 847 and 848:
834 The most visible parts of the c
Page 849 and 850:
Accordingly, referring to Basu and
Page 851 and 852:
measures on the other hand show hug
Page 853 and 854:
policies are accompanied by company
Page 855 and 856:
Conclusion 842 The described percep
Page 857 and 858:
Eckert, S. et al. (2007). Nachhalti
Page 859 and 860:
Nielsen, A.E. & Thomsen, C. (2009)
Page 861 and 862:
PART THIRTEEN: CONSUMERS AND ETHICS
Page 863 and 864:
850 (www.fairtrade.net). Different
Page 865 and 866:
852 Organizations International) an
Page 867 and 868:
854 The first step of the research
Page 869 and 870:
Table 1- Knowledge measurement stat
Page 871 and 872:
• Quality aspect: quality of the
Page 873 and 874:
References Blowfield, Mick. (2003).
Page 875 and 876:
GAMBLING, SMOKING AND DRINKING: WHA
Page 877 and 878:
864 assistance was given by license
Page 879 and 880:
261) suggested that they had some i
Page 881 and 882:
868 or banned altogether. Only one
Page 883 and 884:
Lantos, G.P. (1999). ‘Motivating
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