Turning Point: A Stakeholder Perspective on Managing Social Risk in South Africa

Jongh, Derick De

doi:10.9774/gleaf.4700.2004.au.00005

Cited by 14 publications

(21 citation statements)

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“…Although a small percentage of the respondents admitted that risk management constituted an element of the case for corporate responsibility (7%), no mention was made by any of the respondents of opportunities for learning and innovation which corporate responsibility, through meaningful stakeholder engagement and the concomitant development of market signals, may create. This is in contrast to research that asserts that competitive advantage may be gained when using stakeholder information to build new competencies or products that ultimately increase profits (de Jongh, 2004;Grayson, 2005;Handy 2002;Hart & Milstein, 2000;Prahalad & Hart, 2002;Waddock & Smith, 2000;Zadek, 2001;. Senge (1990) notes that although shorter organisational life spans may be attributable to economic change and redistribution of resources, high corporate mortality is a symptom of the fact that most organisations learn poorly.…”

Section: Proposition 2 Statedmentioning

confidence: 56%

“…The issues of HIV/AIDS, education and investment in human capital and environmental issues were all highlighted in the literature as issues where the business community has a responsibility in the interests of creating and maintaining a stable and productive business environment (African Institute of Corporate Citizenship (undated); Blyth, 2002;de Jongh, 2004;Forstater, 2002;Hamann, 2003;Hamann & Acutt 2003;Visser, Middleton and McIntosh, 2005; World Business Council for Sustainable Development, 2000). Given that over forty two million people worldwide are living with HIV/AIDS (Petkoski & Kersemaekers, 2003), the impact on business and economic development is easy to discern.…”

Section: Resultsmentioning

confidence: 99%

“…Issues critical to economic development, sustainability and stability in the South African context, include: poverty alleviation, addressing of health issues such as HIV/AIDS, improving education, controlling industrial pollution, promoting environmental conservation, preventing resource depletion, addressing land redistribution, improving governance and government capacity to manage development processes, housing and access to credit (African Institute for Corporate Citizenship, undated;de Jongh, 2004;Visser, Middleton and McIntosh, 2005). These issues have traditionally not been considered to be the responsibility of business.…”

Section: Elements Of a Corporate Responsibility Strategymentioning

confidence: 99%

“…The following propositions are posited: Proposition No 1: South African companies do not incorporate into their corporate responsibility strategies, issues that are critical to sustainable business such as HIV/AIDS, economic development and education (de Jongh, 2004;Hamann, 2003;Hamann and Acutt, 2003;Visser, Middleton andMcIntosh, 2005, Visser, 2005).…”

Section: Aim Of the Studymentioning

confidence: 99%

“…South African companies develop corporate responsibility strategies in order to promote innovation and learning and risk management (de Jongh, 2004;Waddock & Smith, 2000;Zadek, 2001;.…”

Section: Proposition Nomentioning

confidence: 99%

See 4 more Smart Citations

The Case For Corporate Responsibility: An Exploratory Study

Piedade

Thomas

2006

SA j. hum. resour. manag.

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Stakeholder demands and the introduction of the ‘triple bottom line’ as a means of reporting corporate performance, make it critical that South African companies assess why they should undertake corporate responsibility initiatives. This exploratory study (part two of a two-part study) investigated the issues that are being or should be addressed by companies under the banner of corporate responsibility and the reasons for this. The views of a convenience snowball sample of consultants, academics and practitioners of corporate responsibility, was gained by means of a Delphi technique. Content analysis was employed to categorise the views into themes. The findings indicate the need for corporate responsibility action in the areas of ecology, the environment, health and well-being, building human capital and in the encouragement of economic development. Cost benefit and defensive arguments dominate the case for corporate responsibility. There is little indication that organisations have identified the opportunity of corporate responsibility initiatives to increase innovation and organisational learning and its contribution to risk management. Recommendations are made regarding the assessment of investment in this area

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Section: Proposition 2 Statedmentioning

confidence: 56%

Section: Resultsmentioning

confidence: 99%

Section: Elements Of a Corporate Responsibility Strategymentioning

confidence: 99%

Section: Aim Of the Studymentioning

confidence: 99%

“…South African companies develop corporate responsibility strategies in order to promote innovation and learning and risk management (de Jongh, 2004;Waddock & Smith, 2000;Zadek, 2001;.…”

Section: Proposition Nomentioning

confidence: 99%

See 3 more Smart Citations

The Case For Corporate Responsibility: An Exploratory Study

Piedade

Thomas

2006

SA j. hum. resour. manag.

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Standardization or localization? Executing corporate philanthropy in international firms

Merz

Peloza

Chen

2010

J of Philanthropy and Mktg

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Corporate social responsibility (CSR) has become a key component of a firm's reputation. The reputational vulnerabilities and pressure for CSR are perhaps greatest among international firms with business activities across many countries and cultures. Although the strategies of firms entering new markets have been well researched, the CSR component of the market entry decision has been largely ignored, despite its significant relationship with the financial performance of the firm. Further, previous research has largely considered CSR from an environmental performance point of view, and thus has focused on a minimum level of investment in CSR as opposed to the optimal form of the investment. Our paper seeks to address this gap by examining market entry decisions as they relate to corporate philanthropy. Copyright © 2009 John Wiley & Sons, Ltd.

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