Power Effect in Decision Making for Corporate Social Responsibilities

Only available on StudyMode
  • Download(s) : 173
  • Published : May 5, 2011
Open Document
Text Preview
1. Discuss advantages and disadvantages of different motivational strategies as applied in various Organizational cultures with the relevant models. (15)
2. How does power effect in decision making for Corporate Social responsibilities. Kindly discuss one such initiative in details. (15)
******

Political Views Affect Firms' Corporate Social Responsibility, Study Finds ScienceDaily (Sep. 19, 2008) — A new study in The Financial Review establishes a relationship between political beliefs of corporate stakeholders and the corporate social responsibility (CSR) of their firms. Companies with a high CSR rating tend to be located in Democratic states, while companies with a low CSR rating tend to be located in Republican states. Reference

Amir Rubin of Simon Fraser University analyzed the 2004 presidential election results of communities in which corporate headquarters are located. The results from the election provide relevant data to analyze the correlation between political views of individual communities and the CSR ratings of firms located in those communities. Results show that firms with high CSR ratings are more likely to be located in states with Democratic majorities, and firms with low CSR ratings are more likely to be located in states with Republican majorities. Corporate executives tend to reside near a firm’s headquarters. It seems logical that corporate decision makers would align their policies with the views of their stakeholders in order to reduce conflict and create value for the firm. “The study provides evidence that is consistent with political views playing a role in corporate decision making,” Rubin concludes. “Even though political views affect corporate decisions, they represent an important part of the drive to maximize firm value.” ---------------------

Cultural and leadership predictors of corporate
social responsibility values of top management:
a GLOBE study of 15 countries
David A Waldman1,
Mary Sully de Luque2,
Nathan Washburn3,
Robert J House4,
and
Bolanle Adetoun5, Angel Barrasa6, Mariya Bobina7, Muzaffer Bodur8, Yi-Jung Chen9, Sukhendu Debbarma10, Peter Dorfman11, Rosemary R Dzuvichu12, Idil Evcimen13, Pingping Fu14, Mikhail Grachev15, Roberto Gonzalez Duarte16, Vipin Gupta17, Deanne N Den Hartog18, Annebel HB de Hoogh19, Jon Howell11, Kuen-Yung Jone20, Hayat Kabasakal8, Edvard Konrad21, PL Koopman19, Rainhart Lang22, Cheng-Chen Lin23, Jun Liu24, Boris Martinez25, Almarie E Munley26, Nancy Papalexandris27, TK Peng28, Leonel Prieto29, Narda Quigley30, James Rajasekar31, Francisco Gil Rodrı´guez6, Johannes Steyrer32, Betania Tanure33, Henk Thierry34, Fr. VM Thomas35, Peter T van den Berg34, Celeste PM Wilderom36

1School of Global Management and Leadership, Arizona State University, Phoenix, AZ, USA; 2Thunderbird, The Garvin School of International Management, Glendale, AZ, USA; 3W P Carey School of Business and the School of Global Management and Leadership, Arizona State University, Tempe, AZ, USA; 4The Wharton School, University of Pennsylvania, Philadelphia, PA, USA; 5Economic Community of West African States Executive Secretariat, Lagos, Nigeria; 6Universidad Complutense de Madrid, Madrid, Spain; 7University of Illinois-Chicago, Chicago, IL, USA; 8Bog˘azic¸i University, Bebek-Istanbul, Turkey; 9National Kaoshiung University of Applied Science, Kaoshiung, Taiwan; 10Tripura University, Tripura, India; 11New Mexico State University, Las Cruces, New Mexico; 12Nagaland University, Nagaland, India; 13Istanbul Technical University, Istanbul, Turkey; 14Chinese University of Hong Kong, Hong Kong, China; 15Western Illinois University, Moline, IL, USA; 16Pontifı´cia Universidade Cato´lica (PUC-MG) Minas Gerais, Brazil; 17Simmons College, Boston, MA, USA; 18Universiteit van Amsterdam, Amsterdam, The Netherlands; 19Vrije Universiteit, Amsterdam, The Netherlands; 20Kaohsiung Medical University, Kaohsiung, Taiwan; 21University of Ljubljana, Ljubljana, Slovenia; 22Chemnitz University of...
tracking img