Corporate social responsibility: Four cases

Corporate social responsibility: Four cases





Case Study 2 – CSR Theories and Online Gambling

Question 2

Based on Carroll’s model, most online gambling is yet to develop in terms of CSR. Providers are usually not bound by a code of conduct. Additionally considering that only limited number of providers can be licenced to offer to gamble connects the business to bribery (Tretrevova & Svedik, 2012, pp117). On economic responsibility, various states have established the state of monopoly on gambling to promote the responsibility. However, there are concerns about the transparency of this information (Luo et al., 2012, pp14). On philanthropic area, online gambling industry claims to provide support in volunteer activities and donor ship (Hancock, 2011, pp65). However, it is challenging to prove the support the industry actually provides.

According to Reidenbach and Robin CSR model online gambling industry level of CSR development is low because the industry is more concerned with making profits with no concerns for ethics, second the industry focus in sticking to the law in making profit rather than on morality (Horng et al., 2016, p1 The industry does not set a balance between profit making and ethical business practices (Bevan, 2004, p6). Based on Milton Friedman’s viewpoint online gambling industry level of CSR development is high because the only responsibility of a business is to use its resources to increase profits in accordance with the law.

Case Study 3 – Stakeholder Issues in Fair Trade

Question 3

The internal stakeholders of the fair trade from the example are owners, employees, managers, the board of directors and investors. The external stakeholders include the farmers, intermediaries, creditors and customers (Health Knowledge, 2017, p3). Through stakeholder map, an analysis is conducted to assess and identify the importance and influence of stakeholders with the potential of influencing the success of a project.

High (Importance)Low
Farmers (Suppliers)Society

The stakeholder map as per the relevant theory helps in understanding who the key stakeholders are to a business including what they are looking for in a business relationship (BSR, 2011, pp3). The mapping helps in gathering essential information in promoting the success of business projects (Shahzad & Sillanpaa, 2013, pp8). Internal stakeholders help in funding, resourcing, co-ordinating, and establishing strategies for a stable partnership. On the other hand, external stakeholders help in contributing experiences, views, and products essential to a project. The coffee farmers expect to benefit from the fair trade CSR practices. The owners expect that good practices approach promoted by CSR practices such as the supply of higher quality products (Windsor, 2001, 229). The society expects that from good CSR practices, business owners would address the root cause of poverty in their regions rather than just encouraging production of coffee. With an ethical fair-trade, the society would expect support for growth and development rather than support for production which focuses on promoting the wellbeing of one group at the expense of the poor farmers (Renard, 2003. Pp90).

Case Study 4 – Personal Impact and Future Trends in CSR

Question 4

In the past years, companies have been faced with issues on how they address social and global issues. The focus on CSR has changed how companies undertake their roles. The focus has shifted to issues that concern the community, employees, and the customers. In future, there is a possible new approach to CSR that will emerge (McPherson, 2018, p3). The new approach will focus on a principle-based approach that will see investors focus on root causes of problems that are causing unsustainability through innovation, the transformation of processes, services, and products, and lobbying for progressive policies (Visser, 2012, pp1). Companies will be judged on how they use innovation in their processes and products to promote social and environmental challenges.

Companies will focus on offering ethical products to attract more consumers. Additionally, companies practicing CSR will comply with international standards while at the same time demonstrating sensitivity to local priorities (Rudnicka, 2015, pp151). These trends are likely to happen because the world has become a global village and hence the compliance with global standards. Similarly, technology continues to advance, and to remain competitive innovation must be prioritized (White, 2011, pp8). I would like to work in technology-based multi-national organizations and such trends including changes in work pattern will definitely change working experiences with improved equity.

It is also expected that that the corporate social responsibility (CSR) will have a diversified back into its specialists disciplines and roles, leaving very little or no CSR departments and having more staffs with skills of how to understand the CSR issues in their operational areas like HR, finance, marketing and others (Windsor, 2001, pp. 247). These trends show a scenario of the widespread adoption of the corporate social responsibility. Moreover, it also shows a future where the company will become an important aspect of the solution to our sustainability crisis as compared to the complicit contributors to the challenges as it is happening today. Therefore, based on the present global crisis and also the building up of the system pressures and understanding business’s abilities to adapt and constantly change. I will consider this as a prediction that is worked out by a responsible pragmatist compared to the wish aspects of corporate social responsibility true believers.

  Moreover, in the future, the corporate transparency will take a different form of publicly available sets of compulsory disclosed social, and governance data available down to a product lifecycle impact level. Based on this, it is expected that the way the companies do manage the CSR will also change. The CSR departments will tend to shrink as the function of a CSR generalist is configured to a small policy role. On the contrary, most specialists in different aspects of CSR will be needed and the achievement across responsibility and also sustainability framework will increasingly be created into corporate achievement appraisal systems such as salaries (Global Reporting Initiative, 2015, pp. 13).

A cross-sector partnership is an alliance that exists between organizations from more than two sectors that have shown the ability to work together to come-up with and also implement a particular project. This means that the participant wills to share the risks, costs and also the benefits. Based on this information, a cross-sector partnership will be at the centre of all the CSR approaches. This will be described as business’ ability to use its core competencies and skills in the place of the financial resources. For example, in consideration to what is happening today, Wal-Mart did with its logistics ability in assisting to share the aid during a hurricane Katrina. The notion of the think global and act local has been in the circulation for some decades and was given prominence to a greater extent (Windsor, 2001, pp. 253). However, different Companies are still learning to practice how to balance the act, putting together the international norms with the local context, looking for a local solution that is culturally right without neglecting the universal principles.

It is expected that there will be more corporate social responsibility in the C-Suite. Based on high expectations of the corporations as the influencers in the social and also in the environmental sphere, more organizations are bringing the CSR to the C-Suite. From a research from scholars, the number of organizations that are directing corporate social citizenship from the C-Suite has risen nearly by about 75% as compared to the number five years ago (Rudnicka, 2015, pp. 181). The Companies are not judged based on the quality of the product they offer but on how willing they are to invest in the place they call home and how they engage their workforce in showing the values. Therefore, in consideration of these notions, most CEOs will have to consider implementing the aspect of C-Suite.


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BSR (2011). Stakeholder Mapping. BSR, pp. 1-5.

Global Reporting Initiative (2015). Sustainability and Reporting Trends in 2015- Preparing to the Future, pp. 1-16.

Hancock, L. (2011). Regulatory Failure? The Case of Crown Casino. North Melbourne,       Australia. Australian Scholarly Publishing.

Health Knowledge (2017). Identifying and managing internal and external stakeholder    interests. Retrieved on June 29 2018 from              management/5b-understanding-ofs/managing-internal-external-stakeholders

Horng, J., Hsu, H. & Tsai, C. (2016). An assessment model of corporate social responsibility    practice in the tourism industry. Journal of Sustainable Tourism.

Luo, J., Lam, C., Chau, K. Shen, H. & Wang, X, (2012). Measuring Corporate Social         Responsibility in Gambling Industry: Multi-Items Stakeholder Based Scales.      Sustainability Article, pp. 1-18

McPherson, S. (2018). 8 Corporate Social Responsibility (CSR) Trends To Look For In 2018. Forbes. Retrieved on June 29 2018 from            responsibility-csr-trends-to-look-for-in-2018/#6e5f25dc40ce

Renard, M. C. (2003). Fair trade: quality, market and conventions. Journal of Rural Studies,        Vol. 19, pp. 87-96.

Rudnicka, A. (2015). CSR Trends: Making a difference, pp.1-195.

Shahzad, K, & Sillanpaa, I. (2013). The role of fair trade in developing corporate social           responsibility: an empirical examination based on multiple cases. Proceedings of           2013 International Conference on Technology Innovation and Industrial           Management, pp. 1-20.

Tretrevova, L. & Svedik, J. (2012). Gambling Industry and Corporate Social Responsibility –           the Czech Experience. WSEAS Transactions on Business and Economics. Vol. 9 (2),           pp. 116-125.

Visser. W, (2012). Future Trends in CSR. CSR International Inspiration Series, No. 11, pp.1-   3.

White, A. (2011). Back to the Future of CSR. BSR, pp. 1-14.

Windsor, D. (2001).The future of corporate social responsibility. International Journal of         Organizational Analysis, Vol. 9 No. 3, pp. 225-256.