Multiparty Alliances and Systemic Change: The Role of Beneficiaries and Their Capacity for Collective Action

The intensification of cross-sector collaboration phenomena has occurred in multiple fields of action. Organizations in the private, public, and social sectors are working together to tackle society’s most wicked problems. Some success has resulted in a generalized belief that cross-sector collaborations represent the new paradigm to manage complex problems. Yet, important knowledge gaps remain about how cross-sector alliances generate value for society, particularly to its beneficiaries. This paper answers the question: How cross-sector collaborations lead to systemic change? It uses a qualitative embedded case study design. I use two general cases of alliance-based interventions in the developing country Colombia. Embedded cases within each general case identify evidence of collective action capacity of the beneficiaries. Findings identify and explain alliances’ contributions to beneficiaries’ capacity building: brokering trust and creating spaces where beneficiaries develop an emergent collective action capacity. Alliances also enable beneficiaries to enact that capacity by building bridges, circulating capitals, and buffering relationships to protect people’s initiatives. Alliances and empowered collectives of beneficiaries produce systemic change using five mechanisms: brokering trust, creating spaces, building bridges, circulating capitals, and buffering relationships. Beneficiaries increased capacity for collective action is an outcome that becomes an alliance input, leading overtime to further benefits involving systemic change.     

未来企业：“金蜜蜂2020”

作为第六届企业社会责任国际论坛暨“2010金蜜蜂企业社会责任·中国榜”重头戏发布的“中国金蜜蜂2020社会责任倡议”,不仅是金蜜蜂理念的一次飞跃,更将成为全球社会责任领域的重要行动。     

全面社会责任管理12项推进行动策略

编者按：国家电网公司立足国情和电网企业实际,创新探索全面社会责任管理的推进路径和有效机制,提出了“四步走”的推进步骤探索起步阶段（2005-2008年）、系统部署阶段（2007年）、管理试点阶段（2008-2011年）、全面推进阶段（2012一）,并实施了12项主要推进行动策略,分别是宣贯理念、组建机构、匹配资源、深化研究、制定规划、健全制度。提升能力、强化沟通、开展试点、推动融合、促进参与、管理绩效,为下一步深化国家电网公司全面社会责任管理打下了坚实基础。作者以亲历者．研究者、实践者的身份,对12项行动策略进行了详细的分析,因篇幅所限,本文有所删节。     

Collective Action and Transnational Terrorism

This paper applies modern tools of economic analysis to examine the nature of transnational terrorism and associated collective action concerns that arise in the aftermath of September 11. Throughout the paper, the strategic interaction between rational terrorists and targeted governments are underscored. Networked terrorists draw on their collective strengths to exploit a maximum advantage over targeted governments’ inadequate and uncoordinated responses. A wide range of issues are explored including governments’ deterrence races, undersupplied pre‐emption, and suicidal attacks. Myriad substitutions by terrorists limit government anti‐terrorism policy effectiveness. A host of policy responses are evaluated in light of economic analysis and past econometric evidence.     

The Paradox of Power in CSR: A Case Study on Implementation

Purpose Although current literature assumes positive outcomes for stakeholders resulting from an increase in power associated with CSR, this research suggests that this increase can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Methods A Single in-depth case study, focusing on power as an embedded concept. Results Empirical evidence is used to demonstrate how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to highlight why this may be a more significant concern for CSR. Conclusions Increasing power for CSR has the potential to offer actors associated with it increased personal power, and thus can attract opportunistic actors with little interest in realizing the benefits of CSR for the company and its stakeholders. Thus power can be an impediment to furthering CSR strategy and activities at the individual and organizational level.     

Convergence Versus Divergence of CSR in Developing Countries: An Embedded Multi-Layered Institutional Lens

This paper capitalizes on an institutional perspective to analyze corporate social responsibility (CSR) orientations in the Lebanese context. Specifically, the paper compiles a new theoretical framework drawing on a multi-level model of institutional flows by Scott (Institutions and organizations: ideas and interests, 2008) and the explicit/implicit CSR model by Matten and Moon (Acad Manag Rev 33(2):404–424, 2008). This new theoretical framework is then used to explore the CSR convergence versus divergence question in a developing country context. The findings highlight the usefulness of the compiled multi-layered institutional framework and the varied nuances and profound insights it offers in analyzing CSR in context. They also suggest that a cosmetic level of global convergence in explicit CSR may materialize in light of mimetic isomorphic pressures, but that the path dependence hypothesis is indeed salient in light of national history trajectories and socio-politico configurations. The findings correspond most closely to patterns of CSR crossvergence, combining elements of both convergence and divergence, and reflecting in complex hybridized CSR expressions. The findings and their implications are presented and assessed.     

集体行动逻辑下的欧洲会计协调研究

欧洲会计协调是指欧盟为了协调各成员国的会计活动,通过制定和颁布一系列指令,对各国会计准则上的差异设定限度,以增加欧盟内各国会计实务和财务信息的统一性和可比性。从集体行动逻辑理论的观点看,这可视为一种两个以上的个人(此处指政府)形成的一项以会计准则为标的的特殊契约交易的集体行动。本文将对欧洲会计协调的分析与思考纳入集体行动逻辑的理论框架中,在解释其现已取得成就的基础上,重点对欧洲会计协调中出现的障碍加以深入的研究和剖析,并展望其未来的发展之路。     

Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context

After providing an overview of Corporate Social Responsibility (CSR) research in different contexts, and noting the varied methodologies adopted, two robust CSR conceptualizations – one by Carroll (1979, ‘A Three-Dimensional Conceptual Model of Corporate Performance’, The Academy of Management Review 4(4), 497–505) and the other by Wood (1991, ‘Corporate Social Performance Revisited’, The Academy of Management Review 16(4), 691–717) – have been adopted for this research and their integration explored. Using this newly synthesized framework, the research critically examines the CSR approach and philosophy of eight companies that are considered active in CSR in the Lebanese context. The findings suggest the lack of a systematic, focused, and institutionalized approach to CSR and that the understanding and practice of CSR in Lebanon are still grounded in the context of philanthropic action. The findings are qualified within the framework of existing contextual realities and relevant implications drawn accordingly. Dr. Jamali is Assistant Professor of Management at the Olayan School of Business, American University of Beirut. She holds a BA in Public Administartion from the American University of Beirut, and a Ph.D. in Social Policy and Administration, from the University of Kent at Canterbury, UK. Her research interests encompass corporate social responsibility, public private partnerships, learning organizations and women issues. She worked as an expert consultant on projects funded by the World Bank, the US Agency for International Development, NGOs, and other regional and local public and private firms. She is the author of numerous studies and international peer reviewed publications in various international journals, including the Journal of Management Development, the International Journal of Public Sector Management, the International Journal of Quality and Reliability Management, Business Process Management Journal, Public Works, Management and Policy and Women in Management Review. Ramez Mirshak Graduated with honors from the American University in Cairo (AUC) with a Bachelor of Arts in Business Administration in February 2001, then worked for two years in Egypt in the field of marketing and management. In 2004–2005, pursued his Masters of Business Administration at the American University of Beirut (AUB), researching primarily issues relating to change management and corporate social responsibility under the supervision of Dr. Dima Jamali, then joined a leading international financial institution as a regional Management Associate, while maintaining links with AUB and working on several research based projects.     

拜耳公司：完善企业社会责任管理系统

简介 拜耳公司是一家总部位于德国的全球性跨国企业,具有140多年的历史,其核心业务为医药保健、作物营养以及高科技材料。拜耳早在1882年就开始了与中国的贸易往来。本着“拜耳方案,应中国之需”的承诺,目前拜耳大中华区已成为拜耳在亚洲的最大的单一市场,拥有23家企业,6,500名员工。2007年,拜耳在大中华区的销售额为18亿欧元。其本地化产品日渐构成其所有销售产品的重要部分。     

An Integral Model of Collective Action in Organizations and Beyond

While a large amount of work has been done to understand public good and to construct conceptual models explaining the antecedents of collective action, current literature is flawed in that most of them only examine the lower-level public good and attribute people's participation in collective action to external variables. It pays little to the developmental nature of collective action. Utilizing Ken Wilber's theory of integral psychology, this paper proposes a holistic definition of public good, emphasizing its different levels of development. The paper also introduces an integral model of collective action that explains the antecedents of collective action in terms of not only the external individual behavior and social factors but also the internal aspects of individuals, organization, and society. Lu Tang is a doctoral candidate at the Annenberg School for Communication, University of Southern califorina, USA.     

SMEs and CSR: An Approach to CSR in their Own Words

The academic literature reveals the need to undertake more in-depth field studies in order to discover the organisational culture, the difficulties and the perceptions surrounding CSR in SMEs. This study presents the results of analysis of four case studies on Catalan companies that stand out for their social and environmental practices. The conclusions of this paper are the result of dialogue with the main actors – four medium-sized companies – focusing on their actions, understandings and resistance with regard to CSR. The methodological perspective used was Grounded Theory, with the aim of the study being to contribute towards formalising CSR in SMEs, in their daily practices, by analysing some primary data. The results obtained show how difficult it is for SMEs to understand CSR, beyond the explanation of the specific practices carried out by the companies. They highlight the role played by the values of the founding director in the implementation of CSR programmes; they reveal that SMEs still have a long way to go towards learning how to inform both internal and external stakeholders of their best practices, and; finally, they show the interesting links that SMEs establish between responsible practices, improved competitiveness and economic results. Finally, the text points out the implications that the results of this analysis may have on creating ways of promoting CSR in SMEs. We believe that, in light of the opinions expressed by the companies, public organisations should try to concentrate on creating a favourable framework for responsible competitiveness, as a way to deal with CSR when addressing SMEs.David Murillo is a Researcher at the Institute for the Individual, Corporations and Society (IPES), ESADE Business School, Universitat Ramon Llull and Academic Assistant at the same institution. He is the current coordinator of the SMEs and CSR research field at IPES. He holds a degree in Business Administration, a degree in Human Studies and a diploma in Sociology. He is currently pursuing his PhD in SME CSR.Josep M. Lozano is currently a Professor in the Department of Social Sciences at ESADE, Universitat Ramon Llull and Director of the school’s Institute for the Individual, Corporations and Society (IPES). Co-founder of ética, Economía y Dirección (Spanish branch of the European Business Ethics Network), member of the international Editorial Board of ‘Ethical Perspectives’ and member of the Business Ethics Inter-faculty group of the Community of European Management Schools (CEMS). He has been a highly commended runner-up in the European division of the Beyond Grey Pinstripes Faculty Pioneer Award. Author of Ethics and Organizations. Understanding Business Ethics as a Learning Process. Dordrecht: Kluwer, 2000.     

《中国企业社会责任》八字方针

去年10月本刊参与了一项世界银行的企业社会责任调研项目——探索在电子行业实施行业社会责任标准的可行性。今年1月，在讨论我们的研究报告初稿时，世行企业社会责任专家的积极性（positive）、客观性（objective）和建设性（constructive）给我们留下深刻的印象。世行专家总是要求研究报告要有积极的态度，基于调查事实的客观表述     

亲历国网2005报告编制工作：企业社会责任报告的中国开端

在“十一五”的开局之年,国家电啊公司发布了我国企业首份真正意义上的社会责任报告,在直接推动中国企业社会贾任深入发展的同时,也开创了中国企业社会责任报告的新纪元。     

企业社会责任：目的还是手段？——责任竞争力论之三

企业社会责任,是目的还是手段,是一个由来已久的问题。有学者将其简洁地归结为企业社会责任究竞是行善赚钱,还是赚钱行善？无论是哪一种,都有被诟病之嫌。行善赚钱,将社会的需要和问题转化为企业的营利机会,被有的专家称为工具理性,有不纯洁之感。而赚钱就是为了行善,却又似乎有违企业营利之本性。     

融慧责任观察之回眸国网2006报告 国网2006企业社会责任报告：提出了原创的社会责任理论模型

2007年1月,国家电网公司2006年企业社会责任报告以＂企业社会责任报告模式创新＂名列第二届＂中国管理学院奖＂十大获奖企业之列。4年后的今天,作者作为国家电网公司2007年社会责任报告的主创和亲历者,回忆和分析了此份报告的总体框架、创新点,总结了其历史贡献,作者认为,国网2006年报告所提出的企业责任模型,是我国原创企业社会责任研究和实践的重要起点,正是这一模型推动了国家电网公司社会责任工作的不断创新和理论的不断圆熟。王敏（国家电网公司党组成员、副总经理、工会主席,时任国家电网公司办公厅主任）对此评价道：模型的12个责任、48个字,必将成为国家电网公司理念和文化的重要载体和重要财富。     

中国企业社会责任的发展建议

当前,新一轮经济贸易全球化浪潮方兴未艾,高效率的全球互联互通促进了国家间、产业间、企业间的社会责任建设逐渐由"独善其身"转向产业链和价值链内部的分工协作与跨境交流,强化了推进社会责任建设的多方主体力量与各种资源要素的全球配置与全球共享。新的时代背景下,要推进中国企业社会责任的纵深发展,既要建立企业主动承担企业社会责任的内部机制,又要健全政府和社会有效     

责任盘点：2011

2011年是＂十二五＂开局之年,中国入世10年,ISO26000发布转瞬1周年。2011年是一个起承转合之年,这一年,低碳经济、绿色发展、气候变化、民生工程、社会责任投资、战略性公益、利益相关方沟通和参与、企业社会责任官、责任消费、社区建设等词汇成为本年度的社会责任热词、新词。     

责任盘点：2010

2010年是进入21世纪的第10个年头,也是＂十一五＂的收尾之年。全球化背景下快速发展的中国,在这一年留下了许多令人回味、值得总结的故事。2010年,中国有许多标志性事件引发了围绕＂责任＂话题的热议。