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E-raamat: Corporate Social Responsibility (CSR), Sustainability and Environmental Social Governance (ESG): Approaches to Ethical Management

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  • Formaat: PDF+DRM
  • Sari: Management for Professionals
  • Ilmumisaeg: 28-Feb-2022
  • Kirjastus: Springer Nature Switzerland AG
  • Keel: eng
  • ISBN-13: 9783030923570
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Corporate Social Responsibility (CSR), Sustainability and Environmental Social Governance (ESG): Approaches to Ethical ManagementSuurem pilt
  • Formaat: PDF+DRM
  • Sari: Management for Professionals
  • Ilmumisaeg: 28-Feb-2022
  • Kirjastus: Springer Nature Switzerland AG
  • Keel: eng
  • ISBN-13: 9783030923570
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This book provides a comprehensive overview of corporate social responsibility (CSR) and its practical applications. In addition to the structured procedure with definitions and CSR approaches, functions within the value chain are described in comprehensive manner with reference to business practice. Business trends in special sectors such as innovation management and hospitality management are also covered. Numerous practical examples and country-specific recommendations for decisions in practical situations are also offered.

1 CSR as Part of the Corporate Strategy
1(22)
1.1 Levels of Strategy
1(3)
1.1.1 Corporate Strategy
2(1)
1.1.2 Business Strategy
2(1)
1.1.3 Functional Strategy
3(1)
1.1.4 Alignment and Communication of Strategies
3(1)
1.2 Strategic Triangle
4(1)
1.3 Strategic Analysis
5(4)
1.3.1 Analysing Important Factors
5(1)
1.3.2 Analysing the Environment
6(1)
1.3.3 Analysing the Industry
7(1)
1.3.4 Analysing the Strengths and Weaknesses of the Own Enterprise
8(1)
1.3.5 Analysing the Core Competencies
8(1)
1.4 Strategic Choice
9(5)
1.4.1 Generic Strategies
9(1)
1.4.2 Boston Consulting Matrix (BCG-Matrix)
10(2)
1.4.3 Ansoff-Matrix
12(1)
1.4.4 Blue and Red Ocean Strategies
13(1)
1.5 Strategic Implementation
14(3)
1.5.1 Assessment of Suitability, Acceptability and Feasibility
14(2)
1.5.2 Suitability
16(1)
1.5.3 Acceptability
16(1)
1.5.4 Feasibility
16(1)
1.6 Strategic Pyramid
17(2)
1.6.1 Mission and Vision
18(1)
1.6.2 Goals and Objectives
18(1)
1.6.3 Core Competencies
18(1)
1.6.4 Strategies
18(1)
1.6.5 Strategic Architecture
19(1)
1.6.6 Control and Execution
19(1)
1.7 Core Ethical Values
19(1)
1.8 Strategies Must Focus on Value-Creation
20(1)
1.9 Case Study: Siemens CSR Mission, Vision and Strategy
20(3)
References
21(2)
2 Sustainability Management and Social Responsibility in the Value Chain
23(6)
2.1 CSR as Integral Part in the Value Chain
23(2)
2.2 CSR Maturity Levels
25(1)
2.3 Global Compact Principles
25(1)
2.4 Case Study: Volkswagen's CSR and Green Award
26(3)
References
27(2)
3 CSR in Procurement
29(32)
3.1 Procurement and Supply Side
29(3)
3.2 History of Procurement and Procurement 4.0 (Fig. 3.4)
32(1)
3.3 Procurement Objectives
32(2)
3.4 Procurement Process
34(23)
3.4.1 Six Phases in Procurement
34(1)
3.4.2 Supplier Strategy
35(9)
3.4.3 Supplier Selection
44(2)
3.4.4 Supplier Evaluation
46(5)
3.4.5 Supplier Development
51(2)
3.4.6 Supplier Integration
53(2)
3.4.7 Supplier Controlling
55(2)
3.5 Control Via Digital Supplier Dashboards and Cockpits
57(1)
3.6 Case Study: Apple's Outsourcing Strategy
58(3)
References
59(2)
4 CSR in Operations Management
61(16)
4.1 Introduction to Operations Management
61(1)
4.2 History of Operations Management
62(1)
4.3 Elements of Modern Operations Management 4.0
63(3)
4.3.1 Virtual Factory
63(2)
4.3.2 Digital Value Chain Integration
65(1)
4.3.3 CSR Simulations
65(1)
4.3.4 System Integration
65(1)
4.3.5 Internet of Things
65(1)
4.3.6 Cybersecurity
65(1)
4.3.7 Cloud Computing
66(1)
4.3.8 Additive Manufacturing
66(1)
4.3.9 Augmented Reality
66(1)
4.3.10 Big Data
66(1)
4.4 Principles of Operations Management
66(6)
4.4.1 Digital Synchronization of Networks
66(1)
4.4.2 7R Principle
67(1)
4.4.3 Gemba, Gembutsu und Genchi: Right Place of Happening
68(1)
4.4.4 Muda, Muri, Mura
69(2)
4.4.5 Heijunka
71(1)
4.4.6 PokaYoke
72(1)
4.4.7 Jidoka
72(1)
4.4.8 Chaku Chaku Line
72(1)
4.5 Case Study: Mazda Operations Management Strategy
72(5)
References
75(2)
5 CSR in Marketing Management
77(10)
5.1 Introduction to Marketing
77(1)
5.2 Marketing-Mix
78(1)
5.3 Marketing Function as Driver for Implementing Triple Bottom Line
79(1)
5.4 Transformational Marketing Concept Towards CSR
80(1)
5.5 Shared Value Marketing Concept Towards CSR
80(1)
5.6 Cause-Related Marketing Concept Towards CSR
81(1)
5.7 Case Study: Apple's Design Strategy
81(6)
References
84(3)
6 Innovation Management
87(8)
6.1 Introduction to Innovation Management
87(1)
6.2 Technical Relevance and Attractivity
88(1)
6.3 Strategic Relevance of Innovation Management
89(1)
6.4 Resource Intensity
90(1)
6.5 Future Potential of Innovations
90(1)
6.6 Fields and Tasks of Innovation Management
91(1)
6.7 Case Study: Digital Innovation in a Bakery in Tokyo
92(3)
References
93(2)
7 Ethical Theories
95(12)
7.1 Ethics and Laws
95(2)
7.2 Selected Approaches in Normative Ethics
97(5)
7.2.1 Consequentialist Versus Non-consequentialist Ethics
97(1)
7.2.2 Egoism
98(1)
7.2.3 Utilitarianism
99(1)
7.2.4 Ethics of Duty
100(1)
7.2.5 Theories of Justice
101(1)
7.2.6 Pragmatic Application of Ethical Theories
102(1)
7.3 Decision-Making Based on Ethical Theories
102(5)
References
105(2)
8 Corporate Social Responsibility (CSR) and Ethical Management
107(10)
8.1 CSR as Strategic Framework for Ethical Management
107(1)
8.2 Carroll's CSR Pyramid
108(1)
8.3 Two-Dimensional Model of Quazi & O'Brien
109(1)
8.4 Three-Domain Model by Carroll & Schwartz
110(2)
8.5 Sustainability and the Three-Pillar Model
112(1)
8.6 Corporate Citizenship (CC)
113(1)
8.7 ESG Rating
114(3)
References
115(2)
9 Corporate Social Responsibility (CSR) Versus Environmental Social Governance (ESG)
117(26)
9.1 Definition of ESG
117(2)
9.2 UN Initiative: Who Cares Wins
119(6)
9.3 UN Initiative: Freshfield Report
125(3)
9.4 Creating of the Principles for Responsible Investment
128(3)
9.5 Launch of the Sustainable Stock Exchange Initiative
131(3)
9.6 COP21 Paris UN Climate Conference 2015
134(1)
9.7 ESG as a New Factor for Investments
134(1)
9.8 CSR and ESG as Two Entrepreneurial Tool Sets for Sustainability
135(2)
9.9 Regulations, ISO Standards and ISO Certification on ESG
137(6)
References
140(3)
10 Stakeholder der CSR
143(6)
10.1 The Concept of Stakeholder
143(2)
10.2 Corporate Governance
145(2)
10.3 Stakeholder Relationship Management and CSR Strategies
147(2)
References
148(1)
11 The State and Civil Society
149(10)
11.1 The State and Regulations
149(2)
11.2 The Role of Government
151(1)
11.3 Political Power of Private Business
152(3)
11.4 NGO and Social Enterprise
155(4)
References
157(2)
12 Shareholders
159(10)
12.1 Shareholders and Stakeholders in Corporate Governance
159(3)
12.2 Shareholders and Stakeholders in the Financial Market
162(4)
12.3 Responsible Shareholding
166(3)
References
167(2)
13 Consumers
169(12)
13.1 Consumer Protection
169(3)
13.2 Pricing Strategies
172(3)
13.3 Marketing Strategies
175(1)
13.4 Sustainable Consumption
176(5)
References
178(3)
14 Suppliers and Competitors
181(10)
14.1 B2B Relationships in the Supply Chain Network
181(1)
14.2 Dealing with Suppliers
182(9)
14.2.1 Fair Trade and Ethical Trade
183(1)
14.2.2 Conflict of Interest & Integrity
184(3)
14.2.3 Fair Competition
187(2)
References
189(2)
15 Employees
191(6)
15.1 Employees' Contribution
191(1)
15.2 Employer's Duty of Care
191(3)
15.2.1 Working Conditions
192(1)
15.2.2 Inclusion
193(1)
15.2.3 Employee Privacy
193(1)
15.3 Fair Wage and Sustainable Employment
194(3)
15.3.1 Fair Wage
194(1)
15.3.2 Dismissal Protection
194(1)
15.3.3 Sustainable Employment
195(1)
References
195(2)
Index 197
Tracy Dathe works as professor for business management at Macromedia University for Media and Communication Management in Berlin, Germany. She is an experienced expert in financial management and business intelligence, with previous experience as business executive in the automotive industry in Germany.





René Dathe is a specialized chemistry engineer in a multinational pharmaceutical company, who later became a business executive after the complete of a doctorate study in business administration in the U.K. Through his experience in international project management, he also became an expert sustainability management and in intercultural communication and coordinates a business forum for the Asian region.





Isabel Dathe studies currently sustainable management at Technical University Berlin after a 3-year excursion into the Berlin media industry. The young academic advocates sustainability and social justice already since her service in the student council in high-school. Today, she vows to represent the interests of the next generation with her well-founded contribution to activism.





Marc Helmold is a Professor at the iubh International University (IUBH), Berlin Campus, Germany. He teaches Bachelor, Master and M.B.A. students in lean management, (total) revenue management, negotiations in the international context, performance management, supply management, general management, strategic management and supply chain management. Prior to this position, he had several top management positions in automotive and railway companies. In parallel, he owns the consultancy MaHeLeanCon and supports international transactions and market entry strategies.
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