Corporate social monitoring in South Africa: A decade of achievement,an uncertain future

Corporate social monitoring has reached its most systematic form and has had the most practical impact with regard to companies doing business in South Africa. The Sullivan Principles have guided the monitoring system for U.S. companies, of which about 166 remain in South Africa and about 140 have withdrawn. However, corporate social monitoring in South Africa is currently subject to certain tensions. The Rev. Sullivan has called for the withdrawal of U.S. companies, and has himself withdrawn from the monitoring effort.This paper discusses the economic climate for U.S. business in South Africa both historically and currently, the conflicting pressures experienced by U.S. companies remaining there, and the effectiveness of strategies aimed to create pressure for companies to withdraw, including divestment resolutions, purchasing restrictions, and sanctions.Current attempts to retain a form of corporate social monitoring are described. The potential politicization of the system is discussed, with particular attention paid to the formation of a new structure which could come to provide the moral leadership formerly provided by the Rev. Sullivan. However, corporate social monitoring could become confused with an anti-sanctions lobbying effort on the part of corporations, and would lose credibility if this were to occur.Karen Paul is an Associate Professor of Management at Rochester Institute of Technology. The research for her article was completed while she was 1987–88 Peace Fellow at the Bunting Institute of Radcliffe College, and was also supported by a Fulbright Senior Research Grant.     

Procedural Fairness, Return to Work, and the Decision to Dispute in Workers' Compensation

This study investigates how injured workers evaluate the fairness of the workers' compensation claims process and how that evaluation affects the decision to formally dispute their claim. Survey and administrative data are used to test a model where individuals are hypothesized to base their overall impression of the fairness of the process based on dimensions of procedural justice criteria. They are then hypothesized to decide whether to formally dispute the claim based on a combination of procedural fairness concerns and whether or not they returned to work with the same employer. The implications of the results for structuring the workers' compensation claims process are then discussed.     

Corporate giving in the USA: a model for meeting Russia's expanding social needs?

In the USA, corporations make substantial contributions to public‐serving organisations with no expectation of financial gain. This paper explores the factors that have encouraged corporate giving in the USA and compares them to circumstances in the emerging capitalist economy of Russia. The outlook for the emergence of a corporate giving model in Russia similar to that of the USA is poor, but improving. To make it work, organisational recipients of corporate generosity need to trust their benefactors, and corporations need to believe that their contributions of surplus profits make good business sense. Copyright © 2004 Henry Stewart Publications