Corporate social Responsibility Individual Assignment This assignment is an individual case study report. The report should describe and discuss how a company that has a (pro)active strategy on...

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Corporate social Responsibility Individual Assignment This assignment is an individual case study report. The report should describe and discuss how a company that has a (pro)active strategy on sustainability integrates sustainability into their policies and practices. In the paper, the student should demonstrate his/her understanding of the insights discussed in class and in the readings, and apply these insights to critically assess the case organization’s transition towards sustainability. The central question of the case study is: How should the strategy and practices of be assessed with regards to its transition towards a sustainable enterprise? In answering this question, the student needs to demonstrate that he/she understands and can apply the concepts, standards and best practices, discussed in class. The paper (excluding appendices) should be approximately 3000 – 4000 words and structured as follows:
1. Introduction XXXXXXXXXXwords)
2. Background literature and development of an analytical framework XXXXXXXXXXwords)
3. Selection of case and data collection methods XXXXXXXXXXwords)
4. Case descriptions and discussions XXXXXXXXXXwords)
5. Conclusion and recommendations XXXXXXXXXXwords)
As an appendix to the paper, a
ief reflection on the student’s three main learnings from the module should be added. Assessments must be submitted using the co
ect front sheet that is included with this assessment
iefing pack.
Assessments are to be word processed in an appropriate 12pt font and double line spaced.
Referencing must be in the standard Harvard style.
The paper will be assessed on the following criteria: • Analytical framework (25%) • Based on relevant literature • Coverage of sustainability perspectives • Appropriateness for the analysis of the cases • Structure and reasoning (20%) • Clear structure • Consistent application of the analytical framework • Transparent, evidence based, reasoning • Data collection (20%) • Transparently revealed • Substance of data provided • Clarity of presentation • Discussion (15%) • Reflectiveness • Relation to literature • Academic standards (15%) • Proper referencing • Adequate writing style • Quality of English • Overall coherence of the pape
Use a case company of your choice(Patagonia is a good example) I attached a classmate report to serve as a framework please ensure you avoid copying of the class mate work and plagiarism. Havard Referencing I want the report to be structured as the report I attached to this document. Write 3,250 words excluding references
Textbook used by lecturer :Managing the transition to a sustainable enterprise by Rob van tulder, rob van tillburg
International Corporate Sustainability
Student Name: Nwosu Chukwunwike Celestine.
Student No: s1136658
Year: 2021/2022
Table of Contents
31.0 Introduction
42.0 Background and Theoretical Framework
52.1 Conceptualization of Corporate Sustainability
62.2 Analytical Framework for Sustainability
83.0 Selection of Case and Data Collection Methods
93.1 Case Descriptions and Discussions
123.2 Assessment of Intel’s Strategy and Practices towards a sustainable enterprise
154.0 Conclusion
155.0 Recommendations
1.0 Introduction
There is a new paradigm gathering so much influence in the corporate world, and that’s sustainability. Corporate sustainability has steadily grown over the past few decades into a behemoth tool business are now using to exert so much control. Long before now, a popular belief was that businesses exist to make profits only while the responsibility of sustainability lies solely with the government. This view portrays businesses to be economic actors while governments are considered politic actors, and sustainability rests under the spectrum of the latter. But this view doesn’t hold anymore (Palazzo & Scherer, XXXXXXXXXXThe authors asserted that many businesses are now participating in social and political responsibilities that are beyond their legal requirements, thereby filling the regulatory lacuna that is supposed to be within global governance (Palazzo & Scherer, 2011).
The last several decades have seen a rise in the number of multinational corporations engaging in environmentally friendly initiatives. They are involved in public health, education, social security, and the preservation of human rights, among other things. Despite this, there has been a debate among business executives on what constitutes a firm's social responsibility. First, it was argued, businesses have no other obligation than to maximize shareholder returns, but this line of thought veered off course when social activists and others realized that a company's financial gain has to come from somewhere. As a result, they began to advocate for a
oader responsibility for a company. By early 1970s various legislation and agencies began to emerge, leading to this new paradigm—Corporate Sustainability—in the business world. All four agencies are responsible for protecting workers' health and safety; they include the Environmental Protection Agency (EPA), Equal Employment Opportunity Commission, the OSHA, and the Consumer Product Safety Commission (Ca
oll, 1991).
Sustainability has become an important aspect of the society from economic situation, climate change, to social inequalities (Silva & Gouveia, XXXXXXXXXXTo emphasize the importance of sustainability, Nidumolu et al XXXXXXXXXXdeclares that “there’s no alternative to sustainable development”, maintaining that many companies are now convinced that they need to be more eco-friendly to become more competitive. The authors further said that companies treat sustainability more as a social responsibility than for financial gains because it doesn’t provide immediate financial returns.
This report examines various literature on sustainability, especially the development of analytical framework to help further understand the integration of sustainability in a company. Intel Corporation was selected for a case study, and this report describes how Intel Corporation integrates sustainability into their policies and practices. It also demonstrates certain factors that are considered in assessing the strategies and practices of Intel Corporation’s transition towards being a sustainable enterprise. It finally offers recommendations on sustainability practices.
2.0 Background and Theoretical Framework
After examining 30 multinational firms, Nidumolu et al XXXXXXXXXXfound that "sustainability is a goldmine of organizational and technology innovations that generate both bottom-line and top-line profits." This is because the researchers believe that going green cuts costs, increases revenue for firms by offering superior products, and enables them to start new businesses. Additionally, the authors found that if businesses prioritize sustainability, they will be able to create competencies that will offer them a competitive edge, as sustainability is a necessary component of business development (innovation).
Numerous academic and non-academic studies have attempted to define what social responsibility means to businesses. However, it doesn't appear that there is a single defining statement here. Despite the fact that there is no single accepted definition of corporate social responsibility (CSR), its definition changes depending on the nation, firm, and researcher involved (Massoud, XXXXXXXXXXCSR's ambiguity can be attributed to a lack of agreement on what the term actually signifies (Ca
oll, XXXXXXXXXXDespite this, there are a few meanings that are universally recognized. "Decisions and actions done for reasons at least partially outside the firm's direct economic or technical interest," as defined by Keith and Davis XXXXXXXXXXin Ca
oll XXXXXXXXXXCorporations' social responsibility (CSR) refers to the ethical principles that should govern the interaction between corporations and society, according to Eells & Walton (1961).
These definitions are more outdated, as corporate social responsibility has evolved beyond what it was originally intended to encompass. To put it another way, Stobierski's XXXXXXXXXXdefinition of CSR as "the premise that businesses are responsible for society as a whole" is more cu
ent. In any case, Vo XXXXXXXXXXbelieves that CSR should not be an externality, but rather be included and integrated into every aspect of the organization. According to Silva & Gouveia (2016), sustainable development is no longer just about increasing profits for shareholders, but rather includes the interests of all stakeholders, including employees, suppliers, consumers and the community in which the company operates. Even more, CSR programs encourage corporate executives to analyze procedures relating to how they hire and manage personnel, procure products or components, and provide value to customers. (Stobierski, XXXXXXXXXXOver time, distinct elements of corporate sustainability have revealed varied discourses on the issue of sustainability, even when they are treated as separate subjects (Giovannoni & Fabietti, XXXXXXXXXXAs a result, an integrated approach to sustainability would necessitate simultaneously fulfilling the potential of its primary dimensions (financial, social, and environmental) while managing the conflicts, trade-offs, and synergies between these dimensions.
2.1 Conceptualization of Corporate Sustainability
In 1979, Ca
oll established a four-part conceptualization of corporate responsibility which are still famously used today. The author believed that corporate sustainability must exist under these four parts: economic, legal, and ethical and philanthropic responsibilities. (Ca
oll, XXXXXXXXXXBy 1991, this conceptualization has been designed into a pyramid to fully understand what the concept depicts. Tis pyramid can be seen in figure 1 below (Ca
oll, XXXXXXXXXXThis pyramid portrays the four components of corporate responsibility, regarding the economic component as the building block upon which all other responsibilities are anchored. Ca
oll XXXXXXXXXXexplored the nature of corporate social responsibility (CSR) focusing on clarifying its component parts, and by so doing, the author believes the characterization would be useful for corporate executives. It would allow an organization to simultaneously fulfils its economic, legal, ethical and philanthropic obligations
Figure 1: The Pyramid of Corporate Social Responsibility (Ca
oll, 1991)
To further elucidate on the new dimension sustainability has taken, just as different from a mere Corporate Social Responsibility, El Zein, et al XXXXXXXXXXreports that in XXXXXXXXXXUS funds integrated Environmental, Social and Governance (ESG) factors into their investment process while the number increased to 315 in 2018, amounting to $161 billions of total assets under management. Not only in the US, but this practice has become a worldwide business investment with the global sustainable investment increasing from $18, 276 billion in 2014 to $30,683 billion in 2018, which means 675% increase. Sustainability has somewhat revolutionized business practices. Company do a lot nowadays to enhance their value, especially heir intangible value which is refe
ed to as “
and equity value”. This
and equity value comprises ethical investment, sustainability and firm behavior. This has led to massive growth in responsible investment known as “Environmental, Social and Governance” factors in portfolio selection and management. This means one thing: even investors have become serious about environmental sustainability—from how companies treat employees to how they influence the society.
2.2 Analytical Framework for Sustainability
As sustainability development is far more imperative now than ever before, companies can’t afford to sit on the fence anymore. They just have to be part of the solution (Ca
oll, XXXXXXXXXXVarious theoretical models and frameworks have been established to help researchers incorporate these three criteria and any other aspect that is deemed appropriate. In 2004, Norman & MacDonald made a significant contribution to this evolution with their notion of the Triple Bottom Line (TBL), which asserts that it is no longer adequate to judge businesses by their economic performance, but also by their social and environmental impacts (Norman & MacDonald, XXXXXXXXXXJohn Elkington's 1997 book, "Cannibals with Forks: The Triple Bottom Line of 21st Century Business," popularized the phrase Triple Bottom Line
Answered 8 days AfterJan 18, 2022


Insha answered on Jan 24 2022
32 Votes
Individual Report Prepared by
Oluwadamilola Dare (S1132369)
January 28th, 2022
Table of Contents
Introduction    3
Background Literature and Development of an Analytical Framework    4
Selection of Case and Data Collection Methods    7
Case Descriptions and Discussions    8
Case Descriptions    8
Business Model    10
Discussions    12
Conclusion and Recommendations    13
References    15
1. Introduction
Businesses are becoming more aware of the benefits that sustainability may provide (Agudelo, Johannsdottir and Davidsdottir, 2019). Within business, there is a more fundamental movement toward providing economic and social value in the context of complicated societal transformation in terms of minimising negative consumption and production consequences.
Businesses are looking for solutions to manage with such unanticipated developments, especially in industries where large social changes are projected or likely to occur in the next decades. Businesses in industries such as construction, energy, mobility and food are increasingly confronted by social shifts and basic sustainability challenges.
Stappmanns (2016) suggested that a business transition management’s viewpoint provides a mechanism to systematically define and implement this transformational strategy. As a result, they may both assist to modify the market, in which they operate and transform their own company. They may contribute to shaping transitions to sustainability by doing so.
This research combines a new understanding of advancements in transformational corporate strategies with a transition management framework. In the context of social transitions, transition management is an integrated governance technique for orienting and organising transformation in complex networks. It was only recently adopted as an experimental strategy to reshaping markets and business in co-evolution by the Dutch business community.
A clear business plan to lead and expedite sustainability transformations might boost businesses and vice versa. The fundamental focus of this research is on how we might comprehend the co-evolution of organisational and social transformations (Taran, Goduscheit and Boer, 2019). We offer the transition viewpoint in Section 4 and frame sustainability into business transformations as a long-term evolutionary process. We anticipate probable consequences for business transformations, as well as prospective responsibilities for business in driving sustainability transitions, based on this approach.
So far, the literature lacks a social perspective on transformational company strategies, which is rarely expressed in terms of prescriptive solutions. Empirical study on corporate strategy methods to modify structurally the way societal systems operate in order to solve persistent social and environmental problems is lacking. The complexity and pervasiveness of societal sustainability concerns provide new difficulties, necessitating the development of new conceptual models for studying the link between business, the natural environment and society as a whole (Van Tulder et al. 2013).
Businesses have primarily worked to enhance cu
ent consumption and production systems in terms of greater energy and resource efficiency during the last few decades, rather than substantially alter them. We contend that there is evidence of a more fundamental shift toward corporate sustainability, in which economic benefit is primarily related to the creation of environmental and social value. Making intentional decisions to match the way an organisation runs itself with core sustainability principles is the key to such major shifts (Tamvada, 2020).
2. Background Literature and Development of an Analytical Framework
This research investigates the interaction of social sustainability changes and fundamental adjustments inside individual enterprises. We propose that a new tendency is emerging among firms to radically restructure and reimagine cu
ent enterprises, moving beyond improving individual performance by reducing negative social and environmental repercussions.
Businesses that focus their efforts on long-term market shifts get a competitive advantage. Medium and small businesses have the capacity to promote this tool because SME are typically regarded as the source of innovative spirit and account for more than 99 percent of all businesses in the EU (Van Tulder et al. 2013). This article examines the application of sustainable business model by Patagonia, a manufacturer of outdoor gear.
The awareness that we now utilise are the equivalent of 1.5 earths' worth of resources according to WWF in a year (Maqbool and Zameer, 2018). This has shifted the focus from profitability to sustainability. This progress is only feasible because of the vast usage of resources that are non-renewable. Efficiency gains, such as those achieved via innovation of product, are insufficient to counte
alance this trend. Innovation of business model is different from product or process innovation since it goes beyond the specific scope of the company.
The systemic character of business model invention, according to Advantage (2020), captures value not just inside its organisational bounds, but also for a
oader variety of stakeholders, producing new systems rather than just new processes or technologies. As a result, many practitioners and academics (Agudelo, Johannsdottir and Davidsdottir, 2019) advocate incorporating sustainability into innovation of business model in such a way that it can catalyse a shift toward a more sustainable and environmentally friendly economy research since they account for more than 99 percent of businesses in the EU-27, excluding the banking sector. They are refe
ed to as the backbone of the economy since they account for about 58 percent of total value added (Advantage, 2020).
Small start-ups, in particular, have been proven to have the highest level of innovation and their innovation processes differ from those of bigger corporations (Tamvada, 2020). Identification of mechanisms that promote innovation of business model that is sustainable in such firms provides a massive opportunity for the transition to a sustainable economy (Stappmanns, 2016).
An invention, as well as its commercialisation or exploitation, is considered an innovation. A business model explains how an organisation collects, generates and distributes value. The authors identified four types of business model alterations in their study on green business model innovation, displayed in order of gradual to dramatic transformation. The construction of a completely new business model was judged as being the most promising for inducing actual transformation (Van Tulder et al. 2013).
When it comes to sustainable business model innovation, small and medium-sized firms (SMEs) have a stronger potential for change than bigger corporations do. SMEs benefit from more amount of organisational flexibility, both in terms of organisational structure and in terms of market reaction time. Customers have a closer contact with SMEs and SMEs collaborate with them more frequently. On the negative side, resources are few, making it more difficult to fund advances (Taran, Goduscheit and Boer, 2019).
Smaller businesses have the opportunity to innovate more radically and to include sustainability into their fundamental business model,...

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