1. Fredrik Björk, Malmö University

2.  US – 1950s
 ”Business can also be
responsible”
 Initial focus: Internal
(Employees and their families)
 Eventually – more focus on local
community
 Today – Global perspectives

3.  Social responsibility – or responsibility
towards society?
 What do we mean by ”social”?
 Environment and sustainability
becoming more important issues
 Corporate responsibility (CR)

4.  Ethics: Code of Conduct, product
liability
 Social: Diversity in the workplace,
equality, employee participation,
community involvement
 Environment: Sustainable resource
use, healthy products, "pure" product
chain

5.  The sustainability megatrends: climate
change, resource shortages and
demographic changes present both
opportunities and risks for business
 Climate change and water shortage are
the two most pressing long-term trends that
require global solutions.
 People are starting to realize the
economic repercussions. The financial
market is beginning to see the risks but
also the emerging opportunities.

6.  On a corporate level: Who will gain and
who will lose from these trends? How is
it possible to differentiate between
companies that are ready and the ones
that are not?
 New approaches to analyzing and
investing in companies
 New approaches to auditing and
consulting

7.  A wider notion of
stakeholders – and
stakeholders
interests
 Global
 Regarding ”nature”
as a stakeholder?

9.  Milton Friedman:
 “The Social
Responsibility of
Business is to
Increase its Profits”

10.  Public relations - marketing
 Seen as an ”extra” - no commitment
 Foggy definitions
 ”Green washing”/”White washing”

11. CSR – one aspect of cross-
sector collaboration

12. Business Civil society
Government

13.  Challenges need
wider solutions
 Knowledge and
commitment – other
perspectives
 Access to resources
– tangible, but also
aspects such as
trust

14. How do we do it?
six principles for developing collaboration -
partnership
1. recognising and accepting the need for
partnership;
2. clarity and realism of purpose;
3. commitment and ownership;
4. developing and maintaining trust;
5. creating clear and robust structure
6. monitoring, measuring and learning

15. One step further
 Social capital – important in creating
informal accountability mechanisms
 Leadership and organisational culture –
negotiations and dislogue
 ‘Implementation’ is an important element
of collaboration - associated with different
organisational logics:
How will the outcomes be sustained?

16.  ”People, Planet, Profits. In that order!”
 Accountability
 How to communicate what you are
doing?
 Social return on investment
 Ecosystem services

17. Social Return on Investment
(SROI)
 Measuring the social and economic
value created by an activity
 Stakeholder perspective
 Monetary value on things that do not
have market value.
 Giving the beneficiaries a voice in
decisions on resource allocation.

18. Ecosystem services
 Resources and processes provided by
natural ecosystems are called
ecosystem services
 They are essential to the earth's life
support system
 Contribute to human well-being
 Ex. The climate system; pollination etc.

19. Ecosystem services
 in general not ascribed any value or
adequately quantified in terms comparable
with economic services
 Often considered as “commons”
 The paradox: Without these seemingly
„worthless‟ services, the socio-economic
systems of the earth would grind to a halt
 so in a sense their total value to society
and economy is infinite.

20.  CR – creating value
for business
 Cross-sector
collaboration creates
oppurtunities
 Collaboration makes
it easier to meet the
triple bottom line!