The CSR Newsletters are a freely-available resource generated as a dynamic complement to the textbook, Strategic Corporate Social Responsibility: Sustainable Value Creation.

To sign-up to receive the CSR Newsletters regularly during the fall and spring academic semesters, e-mail author David Chandler at david.chandler@ucdenver.edu.

Thursday, August 29, 2019

Strategic CSR - Dementia

Here is a story to brighten your day. The article in the url below reports the opening of a restaurant in Tokyo named the 'Restaurant of Mistaken Orders.' The restaurant was named this way because all the servers are patients dealing with dementia who, as the restaurant acknowledges, may get your order wrong:
 
"If you've ever been to Japan, you'll know that in Japanese restaurants, mistakes are not made. … But as its name suggests, the Tokyo pop-up Restaurant of Mistaken Orders does things a bit differently. 'You might think it's crazy. A restaurant that can't even get your order right,' says its English introduction page. 'All of our servers are people living with dementia. They may, or may not, get your order right.'"
 
The restaurant released a video promoting what it does and the purpose behind it: https://youtu.be/su34Gx-STQk
 
As you will see if you watch the video, the food is good and the atmosphere is happy and, for the vast majority of customers, if you are worried about getting the wrong order, you are clearly missing the point:
 
"37% of orders were mistaken, but 99% of customers said they were happy."
 
Here is a longer version of the video: https://youtu.be/6D8uPmWUQRc
 
Have a good weekend
David
 
David Chandler
© Sage Publications, 2020
 
Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


The Restaurant of Mistaken Orders: A Tokyo Restaurant Where All the Servers Are People Living with Dementia
By Colin Marshall
August 21, 2019
Open Culture
 

Tuesday, August 27, 2019

Strategic CSR - Greta

The article in the url below is the best article I have seen about the Swedish teenager, Greta Thunberg, who is campaigning to reverse climate change and, as a result, appears to be changing the world. By starting her no school on Fridays campaign, Greta has shifted the conversation and achieved a significant amount in a very short period. Not many of us can say we had a global impact at 16 years old.
 
Recognizing this, the article focuses on the consequences of her success in terms of our collective fixation on her (both idolizing her and mean personal attacks) and subjugating her message to the background. While criticizing those who have targeted Greta to serve their own ideological goals (various forms of climate change denial), the author turns the argument on those who say they support the young campaigner:
 
"However, the uncomfortable question for Thunberg's supporters is whether their virtual canonisation of her has presented a gift to their opponents. Making a young and idealistic teenager the figurehead of a movement makes it too easy to dismiss the campaign as a whole as naive and idealistic. Indeed, the commentator Christopher Caldwell, who is supportive of the cause, worries that the rallying around Thunberg reflects a refusal to engage with complexity. 'People have had enough of balance and perspective,' he wrote in the New York Times, 'They want single-minded devotion to the task at hand.' That is exactly what Thunberg has come to represent."
 
The author continues with a point that I think is particularly insightful:
 
"The French philosopher Raphaƫl Enthoven hinted at another problem in a Delphic tweet in which he called her 'an anti-product product' that we use to buy virtue with our support and retweets without actually having to do anything ourselves. Many of those who ostentatiously bid her bon voyage across the Atlantic [recently] are hardly strangers to airports. 'When you consume Greta, you do not help the planet,' wrote Enthoven. 'You play the game of the system that destroys it.'"
 
This reminds me of the research on moral license – where a minor positive act allows us the liberty to do something much more harmful and negative. For example, you feel good about recycling an aluminum can, which then allows you to ignore the fact that you drive a Ford F-350 truck. Similarly, you personally donate to a worthwhile cause, while working for a company that trades with authoritarian regimes. In other words, believing in Greta and supporting her in superficial ways (e.g., liking one of her social media posts) then allows us to overlook the fact that we have not actually changed anything personally and, as such, are part of the problem:
 
"Thunberg has been clearer than anyone that it is a mistake to place too much attention on her. 'I think there is a lot of focus on me as an individual and not on the climate itself,' she told the German broadcaster Deutsche Welle. 'I think we should focus more on the climate issue because this is not about me.'"
 
Greta is clearly wise beyond her years. She is also an example to many of her followers/admirers who need to act rather than merely applaud from the sidelines.
 
Take care
David
 
David Chandler
© Sage Publications, 2020
 
Instructor Teaching and Student Study Site: http://studysites.sagepub.comstudy.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Greta Thunberg's attackers are morally bankrupt, but her deification isn't helpful
By Julian Baggini
August 19, 2019
The Guardian
 

Sunday, August 25, 2019

Strategic CSR - Business Roundtable

A number of you kindly forwarded variations of the article in the url below to me:
 
"Nearly 200 chief executives, including the leaders of Apple, Pepsi and Walmart, tried on Monday to redefine the role of business in society — and how companies are perceived by an increasingly skeptical public."
 
Specifically, it is the Business Roundtable making this announcement on behalf of its members:
 
"Breaking with decades of long-held corporate orthodoxy, the Business Roundtable issued a statement on 'the purpose of a corporation,' arguing that companies should no longer advance only the interests of shareholders. Instead, the group said, they must also invest in their employees, protect the environment and deal fairly and ethically with their suppliers."
 
My immediate reaction is incredulity – do they mean that they do not understand their firms are already doing this? The stakeholder version of CSR is not either/or so much as it is more/less. In other words, all firms are already doing it; sure, they could be doing more of it, but they are already doing it to some extent. The fact that the Business Roundtable was not able to express itself in this way is shocking and demonstrates the amount of thought they put into the statement ahead of time. As The Wall Street Journal put it in its editorial response to the statement (August 20, 2019, pA14):
 
"At a practical level this is largely symbolic. … To be successful, any company must serve its customers, adequately reward its employees, cultivate the loyalty of suppliers, and maintain good relations with the communities where it operates. At the Business Roundtable's level of high-toned generality, who could disagree?"
 
At a deeper level and on reflection, I have a number of reactions to the statement that, in essence, add up to the reason that I wrote my book. In short, I think it is interesting that the Business Roundtable is announcing this change, but it is not very clear that they mean much by it. For a start, the framing is very mainstream. That is, while they pay lip service to the idea of value creation for stakeholders, they fail to demonstrate that they understand how that process actually occurs and that it encompasses 100% of what the firm does.
 
They also, of course, do not recognize that shareholder primacy is a theory (rather than a legal obligation), yet this is implicit in the statement and central to what they are saying. By announcing they are able to unilaterally shift the purpose of the firm to serving all stakeholders, the Business Roundtable is recognizing that there is currently no legal obligation to maximize shareholder value. If there was a legal obligation, then they couldn't just change it with a white paper policy statement. It would have been helpful if they had explicitly stated this (and it is concerning that they do not appear to make the connection), but the outcome is the same. 

Related to this point, one group whose purpose is undermined by this decision is B-lab, which advocates for Benefit Corporations (hence, B-Lab's somewhat desperate full-page ad response in Sunday's New York Times, https://images.app.goo.gl/vAPqG491URyzFykn8). As I have long argued, Benefit Corporations are premised on a misunderstanding of the legal relationship between shareholders and the firm. If, according to the Business Roundtable's new announcement, all firms can do what Benefit Corporations can do, why do we need Benefit Corporations?
 
Overall, therefore, this looks like business as usual to me. It seems as though the Business Roundtable felt like it needed to say this, but it is not quite sure why it is saying it and, by extension, what implications it will/should have for its members. In other words, it is an exercise in impression management, largely driven by growing societal criticism of CEOs/firms/capitalism (take your pick):
 
"The shift comes at a moment of increasing distress in corporate America, as big companies face mounting global discontent over income inequality, harmful products and poor working conditions."
 
Rather than take on the (valid) criticisms with an intellectual defense of the value creation process (with a commitment to elevate all stakeholders and demote shareholders because their legal standing is no different), they instead engage in what one of you phrased to me as "all words," with little prospect for substantive action. It is notable, for example, that the Council of Institutional Investors (whose membership overlaps significantly with the Business Roundtable) issued its own response, criticizing the announcement because it "undercuts notions of managerial accountability to shareholders."
 
Take care
David
 
David Chandler
© Sage Publications, 2020
 
Instructor Teaching and Student Study Site: http://studysites.sagepub.comstudy.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/


Shareholder Value is no Longer Everything, Top C.E.O.s Say
By David Gelles and David Yaffe-Bellany
August 19, 2019
The New York Times
Late Edition – Final
A1, A15
 

Wednesday, August 21, 2019

Strategic CSR - Welcome back!

 
Welcome back to the Strategic CSR Newsletter!
The first newsletter of the Fall semester is below.
As always, your comments and ideas are welcome.
 
 
I am happy to report that the fifth edition of Strategic CSR will be published later this week. The publisher's page for the book is here (including the option to order review copies):
 
The Instructor resource site and the Student resource site for the book are here:
 
As always, these Newsletters are archived on my blog, which is fully searchable and intended to be a resource for both instructors and students:
 
And, if you are interested in a simulation for your course, please see here:
 
I you have any questions about the fifth edition, Newsletters, simulation (or anything else), please let me know.
 
Take care
David
 
David Chandler
© Sage Publications, 2020
 
Instructor Teaching and Student Study Site: https://study.sagepub.com/chandler5e 
Strategic CSR Simulation: http://www.strategiccsrsim.com/
The library of CSR Newsletters are archived at: https://strategiccsr-sage.blogspot.com/