Similar to Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine and Myriam Rabbath
Similar to Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine and Myriam Rabbath (20)
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine and Myriam Rabbath
1. Corporate Governance &
Corporate (Social Responsibility Synergies and
Interrelationships)
Group Members:
M.Rehman Shabbir-005
Farhan Abbas Rizvi-081
M.Salman Shahid-021
Faizan Anjum-101
Date: Sunday, 13 April 2014
2. Paper will focus on
Corporate Governance (CG)
Corporate Social Responsibility (CSR)
Synergies and Interrelationships
3. Corporate Governance CG
The system by which companies are
directed and controlled
◦ CG encompasses
◦ the notions of compliance,
◦ Accountability
◦ transparency
How managers exert their functions
through compliance with the existing
laws
regulations and codes of conduct
4. CG encourage the companies
To promote ethics or fairness
Transparency, and accountability
in all their dealings
They are expected to continue
generating profit
Maintaining the highest standards
of governance internally
5. Corporate Social
Responsibility (CSR)
demonstrates
Companies should balance interests
of
◦ Customers
◦ Communities
◦ Business partners
◦ employees with those of shareholders
To meet public requirements for CSR
compliance.
6. Corporate Social Responsibility
(CSR)
Evolved largely in the early 21st
century
Basic standards of business ethics
Taken simple concepts of honest and
transparency
Added expectations for companies of
social and environmental responsibility
7. Result
CSR is based on self-regulatory principles
linked to internal and external management of
the company.
Corporate governance‟ indicates to an
idea of company's governance and
management issue
Corporate governance is a broad theory
concerned with the alignment of management
and shareholder interest
8. Four Key Pillars of Corporate
Social Responsibility (CSR)
Strategic Governance Human Capital
Strategic scanning
capability
Agility / adaptation
Performance
indicators/monitoring
Traditional governance
concerns
International “best
practice”
Labor relations
Recruitment / retention
strategies
Employee
motivation
Innovation capacity
Knowledge
development
9. Four Key Pillars of Corporate
Social Responsibility (CSR)
Stakeholder Capital Environment
Regulators and
policy makers
Local
communities/NGOs
Customer relationships
Alliance partners
Brand equity
Cost/risk reduction
Market share growth
Process efficiencies
Customer loyalty
Innovation effect
10. Corporate Social Responsibility
Embedded in Corporate
Governance
Strategic
Leadership
Stewardship
Board Structure
Capital Structure
& Market
Relations
Social
Responsibilities
11.
12. CG and CSR as Part of a
Continuum
Integrative framework
varying degrees of compliance
16. FINDINGS & THEORETICAL
PROPOSITIONS(cont.)
Awareness of
international codes of
good governance
• Counterbalanced
• Appreciation
• Needs to be considered
in context
• Practices are invariably
influenced
• Moulded by national
institutional
environments
• Cultural
• Economic
Various constraints
stemming from
• Macroeconomic
instability
• Very limited attention
• Capacity of the
regulatory
• Judicial systems in the
country.
17. FINDINGS & THEORETICAL
PROPOSITIONS(cont.)
• Local socio-politico-institutional environments
significantly affect CG practices in developing
countries.
Proposition 1
• Limited institutional pressures for homogenization in CSR
translate into philanthropic and instrumental CSR
orientations in developing countries.
Proposition 2
• Good CG is increasingly considered in developing country
contexts as a necessary foundational pillar for a genuine
and sustainable CSR orientation.
Proposition 3
• good CG in developing economies is increasingly
complemented by due regard and consideration for
voluntary corporate social performance.
Proposition 4
19. CG and CSR are two
sides of the same coin
(Bhimani & Soonawalla, 2005).
It posits CG as a
necessary foundational
pillar or building block for
CSR
Hancock (2005)
It illustrates the
crossconnects between
CG and CSR revolving
around strategic
leadership and
stewardship as implied in
Ho’s (2005)
20. CONCLUDING
CG & CSR should not be considered and sustained
independently
CG necessary pillar for CSR
CSR orientation in internal roots of CG foundation
CG is not entirely effective without a sustainable CSR
CG sets the overall tone for the organization
Editor's Notes
Rehman Part
Faizan PartThe process of paying close and continuous attention
Based on the research presented in this paper, and on the insights derived through the empirical component and discussions with managers, we propose a model that summarizes the main interfaces of CG and CSR (Figure 4). The model illustrates our starting assumption in this paper that CG and CSR are two sides of the same coin (as per Bhimani and Soonawalla, 2005).Second, it posits CG as a necessary foundational pillar or building block for CSR as per Hancock (2005). Third, it illustrates the crossconnects between CG and CSR revolving around strategic leadership and stewardship as implied in Ho’s (2005) postulation (reiterating in this respect the point that CSR is equally the responsibility of corporate boards) while also capturing the overlap between CG and the internal dimension of CSR revolving primarily around progressive human resource management (as in Table 2)suggesting increasing convergence between the views of both principals and agents regarding a widened stakeholder approach, reconciling basic principles of CG and CSR.