Corporate Social Responsibility in Global Value Chains: Where Are We Now and Where Are We Going?

Abstract

We outline the drivers, main features, and conceptual underpinnings of the compliance paradigm. We then use a similar structure to investigate the drivers, main features, and conceptual underpinnings of the cooperative paradigm for working with CSR in global value chains. We argue that the measures proposed in the new cooperation paradigm are unlikely to alter power relationships in global value chains and bring about sustained improvements in workers' conditions in developing country export industries. After that, we provide a critical appraisal of the potential and limits of the cooperative paradigm, we summarize our findings, and we outline avenues for research: purchasing practices and labor standard noncompliance, CSR capacity building among local suppliers, and improved CSR monitoring by local resources in the developing world.

Environmental, social and governance disclosures in Europe

“…When one explores the key topics that companies reported on, it transpired that carbon emission disclosures have become quite a common practice (Kolk et al, 2008). Moreover, recently there was an increased awareness on the subject of human rights and the conditions of employment (Lund-Thomsen and Lindgreen, 2013). Curiously, online reporting has offered an opportunity for accountability and transparency as information is easily disseminated to different stakeholders (Zadek et al, 2013).…”

Economic and Social Upgrading in Global Value Chains and Industrial Clusters: Why Governance Matters

“…161)-is no longer sufficient for sustainable CSR in global supply chains, given accumulating evidence and recent exposés about child labor, vulnerable workers, and abysmal working conditions in many export-oriented clusters located in developing countries (see Lund-Thomsen and Lindgreen 2014;LundThomsen and Nadvi 2010a). Improving both economic and social conditions for workers and communities linked to GVCs is a vexing development problem, and it has attracted considerable attention by researchers, policy makers, and donor communities.…”

“…This paper will review these literatures to identify the most fruitful bases for an integrated framework to better understand the governance conditions that allow economic and social upgrading in GVCs and clusters to be combined in a sustainable manner. This integrated framework has important implications for CSR, which is under pressure to move from transitory, ethical consumer-oriented public relations campaigns to ''sustainable development'' concerns that involve a wide range of actors across GVCs and clusters, including not only global lead firms and cluster firms but also civil society actors like non-governmental organizations (NGOs), national and local governments, labor unions, and international organizations such as the International Labor Organization (ILO), and multilateral donors like the World Bank and regional development banks (Lund-Thomsen and Lindgreen 2014).…”

Reimagining organisational change leadership

“…Given that most organisations struggle just to achieve their economic objectives, the changes required to meet the TBL challenge are formidable. If they are to be achieved, organisations will have to go far beyond the relatively limited and tokenistic stance taken to initiatives such as Corporate Social Responsibility (CSR), and adopt a more utilitarian consequentialist approach to running their organisations (Lund-Thomsen and Lindgreen, 2014). This will require fundamental changes to both internal and external relationships and practices, which pose significant challenges for leaders and to prevalent models of leadership.…”