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CORPORATE SOCIAL RESPONSIBILITY 2-1 Opening Profile: Primark’s Moral Maze 2-2 Primark announced in June 2008 that it had fired three suppliers in India after it was found that they had subtracted work to home workers who used child labor. Whereas in the past, a company’s responsibility was almost exclusively profit, now corporate social responsibility (CSR) has come to the forefront. “Transparency” has become the watchword and the lesson is that CSR is now a vital part of corporate culture and strategy. The Social Responsibility of MNC’s CSR Dilemma Profit is MNC’s only goal 2-3 MNCs should anticipate and solve social needs MNC Stakeholders MNC Stakeholders Home Country Owners Customers Employees Unions Suppliers Distributors Strategic Allies Community Economy Government Host MNC Society in General Global interdependence/standard of living Global environment and ecology Sustainable resources Population’s standard of living 2-4 Economy Employees Community Host Government Consumers Strategic Allies Suppliers Distributors Global Consensus or Regional Variation? 2-5 Global Corporate Culture: An integration of the business environments in which firms currently operate The United States and Europe adopt strikingly different positions that can be traced largely to history and culture. Dealing with Confusion About Cross-Cultural Dilemmas 2-6 Engaging stakeholders (and sometimes NGOs) in a dialogue Establishing principles and procedures for addressing difficult issues such as labor standards for suppliers, environmental reporting, and human rights Adjusting reward systems to reflect the company’s commitment to CSR General Guidelines for Code of Morality and Ethics in Individual Countries Moral Universalis m Ethnocentric Approach Ethical Relativism 2-7 • Addressing the need for a moral standard that is accepted by all cultures • Applying the morality used in home country—regardless of the host country’s system of ethics • Adopting the local moral code of whatever country in which a firm is operating International Codes of Conduct The Sweatshop Code of Conduct The Electronic Industry Code of Conduct (EICC) Social Accountability 8000 (SA 8000) 2-8 Comparative Management in Focus: Doing Business in China The attraction of doing business in China: Cheap labor cost A larger market An expanding market A growing economy 2-9 Ethics in Global Management International Business Ethics The business conduct or morals of MNCs in their relationship with individuals and entities 2-10 Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall Ethics vary based on the cultural value system in each country or society Global Corruption Barometer: 2009 Corruption Perception Index (CPI)—Selected Ranks Source: Selected data from the TI Corruption Perception index, 2009 Top 20—Least Corrupt 1. 2. 3. 3. 5. 6. 6. 8. 8. 8. 11. 12. 12. 14. 14. 2-11 New Zealand Denmark Singapore Sweden Switzerland Finland Netherlands Australia Canada Iceland Norway Honk Kong Luxembourg Germany Ireland 16. 17. 17. 19. 20. Austria Japan United Kingdom United States Barbados Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall Bottom 20—Most Corrupt 158. Tajikistan 168. Turkmenistan 162. Angola 174. Uzbekistan 162. Congo Brazzaville 175. Chad 162. Dem Rep Congo 176. Iraq 162. Guinea-Bissau 176. Sudan 162. Kyrgyzstan 178. Myanmar 162. Venezuela 179. Afghanistan 168. Burundi 180. Somalia 168. Equatorial Guinea 168. Guinea 168. Haiti 168. Iran To Bribe or NOT to Bribe? Questionable Payments Paying mail carriers in Mexico to prevent them from “losing” mail Paying $100 to get a computer picked up from a rainy dock Gift-giving to bond social ties 2-12 Managing the Corruption Foreign Corrupt Practices Act (FCPA) Organization for Economic Cooperation and Development convention on bribery 2-13 Three Tests of Ethical Corporate Actions Is it legal? • ?????? Does it work in • ?????? the long run? • ?????? Can it be talked about? • ?????? 2-14 The Process for Companies to Combat Corruption and to Minimize the Risk of Prosecution Having a global compliance system which shows that employees have understood, and signed off on, the legal obligations regarding bribery and corruption in the countries where they do business Making employees aware of the penalties and ramifications for lone actions, such as criminal sanctions Having a system in place to investigate any foreign agents and overseas partners who will be negotiating contracts Keeping an effective whistle-blowing system in place 2-15 Policies to Help MNCs to Confront Concerns About Ethical Behavior and Social Responsibility Develop worldwide code of ethics. Build ethical policies into strategy development. Plan regular assessment of the company’s ethical posture. If ethical problems cannot be resolved, withdraw from that market. 2-16 Managing Subsidiary—Host-Country Interdependence Common Criticism of MNC Subsidiary Activities 1. The majority (sometimes even 100 percent) of the stock of most subsidiaries is owned by the parent company. Consequently, host-country people do not have much control over the operations of corporations within their borders. 2. MNCs locally raise their needed capital, contributing to a rise in interest rates in host countries. 3. MNCs usually reserve the key managerial and technical positions for expatriates. As a result, they do not contribute to the development of host-country personnel. 2-17 Common Criticism of MNC Subsidiary Activities Cont. 4. 5. 6. 7. 8. 9. 2-18 MNCs do not adapt their technology to the conditions that exist in host countries. MNCs concentrate their research and development activities at home, restricting the transfer of modern technology and know-how to host countries. MNCs give rise to the demand for luxury goods in host countries at the expense of essential consumer goods. MNCs start their foreign operations by purchasing existing firms rather than by developing new productive facilities in host countries. MNCs dominate major industrial sectors, thus contributing to inflation, by stimulating demand for scarce resources and earning excessively high profits and fees. MNCs are not accountable to their host nations but only respond to homecountry governments; they are not concerned with host-country plans for development. MNCs Benefits and Costs to Host Countries Benefits 2-19 Costs Access to outside capital Competition for capital Foreign-exchange earnings Increased interest rates Access to technology Inappropriate technology Infrastructure development Development investment exceeds benefits Creation of new jobs Limited skills development Local management development Few managerial jobs for locals Managing the Interdependence The Risks of Interdependence Nationalism Protectionism Governmentalism 2-20 Issues in Managing Environmental Interdependence Dumping of 8000 drums of toxic waste in Koko, Nigeria The export of U.S. pesticides Industrial ecology Recommendations for MNCs Operating in and Doing Business with Developing Countries 1. 2. 3. 4. 5. 6. 7. 2-21 Do no intentional harm. This includes respect for the integrity of the ecosystem and consumer safety. Produce more good than harm for the host country. Contribute by their activity to the host country’s development. Respect the human rights of their employees. To the extent that local culture does not violate ethical norms, respect the local culture and work with and not against it. Pay their fare share of taxes. Cooperate with the local government in developing and enforcing just background institutions.
