...Ethics and Social Responsibility in International Business 1 Ethics and Social Responsibility in International Business Ethics and Social Responsibility in International Business 2 Table of Contents Introduction ..................................................................................................................... 3 Defining Ethics and Social Responsibility ....................................................................... 3 Do Countries with Lower Ethical Views Attract Businesses? .......................................... 5 Can Ethical Business Practices be Applied Globally? ...................................................... 7 Which organizations are safe guarding ethical practices and is it working? ...................... 9 What are the Ethical and Social Responsibilities of Outsourcing? .................................. 12 What is Outsourcing? ................................................................................................ 13 Outsourcing is Beneficial........................................................................................... 15 What a Company Needs to Know Before Outsourcing .................................................. 17 What Are the Facts Regarding Child Labor?.................................................................. 18 Child Labor Global Statics......................................................................................... 18 Conclusion .................................................
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...This page intentionally left blank Lut12575_fm_i-xxvi.indd Page i 2/10/11 2:28 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles International Management Culture, Strategy, and Behavior Eighth Edition Fred Luthans University of Nebraska–Lincoln Jonathan P. Doh Villanova University Lut12575_fm_i-xxvi.indd Page ii 2/11/11 2:35 PM user-f494 /203/MHBR222/Lut12575_disk1of1/0078112575/Lut12575_pagefiles INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on recycled, acid-free paper containing 10% postconsumer waste. 1 2 3 4 5 6 7 8 9 0 QDB/QDB 1 0 9 8 7 6 5 4 3 2 1 ISBN 978-0-07-811257-7 MHID 0-07-811257-5 Vice President & Editor-in-Chief: Brent Gordon Vice President, EDP/Central Publishing...
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...Turn risks and opportunities into results Exploring the top 10 risks and opportunities for global organizations Oil and gas sector Contents Introduction Executive summary Part 1: Risks Ernst & Young sector risk radar The top 10 risks 1. Access to reserves: political constraints and competition for proven reserves 2. Uncertain energy policy 3. Cost containment 4. Worsening fiscal terms 5. Health, safety and environmental risks 6. Human capital deficit 7. New operational challenges, including unfamiliar environments 8. Climate change concerns 9. Price volatility 10. Competition from new technologies 1 3 6 7 8 8 10 12 14 16 18 20 21 22 23 24 25 26 26 28 29 30 32 34 36 38 39 40 42 Part 2: Opportunities Ernst & Young opportunity ladder The top 10 opportunities 1. Frontier acreage 2. Unconventional sources 3. Conventional reserves in challenging areas 4. Rising emerging market demand 5. NOC-IOC partnerships 6. Investing in innovation and R&D 7. Alternative fuels, including second generation biofuels 8. Cross-sector strategic partnerships 9. Building regulatory confidence 10. Acquisitions or alliances to gain new capabilities Methodology Introduction While risk continues to dominate the business agenda, competition is also becoming just as dominant a feature. Market volatility, pricing pressure, variations in market performance, demanding stakeholders — all have contributed to a global economy that encourages competitive drive. And with that drive comes...
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...Pennsylvania Year 2006 Corporate-NGO Partnerships for Sustainable Development Corinne Damlamian University of Pennsylvania, cdamlamian@gmail.com This paper is posted at ScholarlyCommons. http://repository.upenn.edu/curej/12 CORPORATE-NGO PARTNERSHIPS FOR SUSTAINABLE DEVELOPMENT How corporations and nongovernmental organizations can work together, illustrated with examples from the Fair Trade movement. Corinne Damlamian “Senior Honors Thesis” “Submitted to the Philosophy, Politics, and Economics Program at the University of Pennsylvania in Partial Fulfillment of Requirements for Honors” Thesis Advisor: Professor David Ludden May 2006 ~ Acknowledgements ~ I would like to express my appreciation and thanks to my thesis advisor, Professor Ludden of the History Department for his guidance and advice this semester. Thank you also to Dr. Danielle Warren of the Wharton School Legal Studies Department, for taking the time in her busy end-of-semester schedule to read my paper and give me much appreciated feedback. Finally, I wish to express my gratitude to my friends and family for their encouragement and support. Special thanks to my parents, especially to my mother for being the person who first sparked my interest in sustainable development which has driven me to write this paper. 1 TABLE OF CONTENTS Introduction PART I: Corporate-NGO partnerships in general A- The emerging trend of corporate-NGO partnerships B- Benefits of corporate-NGO partnerships C- Difficulties...
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...Session 7 Emerging Markets: India July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 1 Emerging Economies Location: Asia, Americas, Africa, Europe Features: Rising income/skills; large markets; cheaper factor resources Prospect: Fast developing (e.g., BRICS) July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 2 Prospective Economies Asia: Indonesia, India, China Europe: Poland, Russia North America: Mexico South America: Brazil Africa July 11, 2016 Kenya, Nigeria, South Africa IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 3 India as Global Business Destination: Perceptions* Democracy is vibrant, govt. is highly bureaucratic; corruption is rampant in state & local governments A dynamic press & vigilant NGOs act as checks on politicians & companies Restrictions on green-field investments & acquisitions in some sectors make joint ventures necessity Red tape hinders companies in sectors where the govt. allows foreign investment Some local design capability is available in product markets; IPR problems exist with US in some sectors; regulatory bodies monitor product quality & fraud Suppliers are available; but their quality & dependability varies greatly * Strategies That Fit Emerging Markets, HBR, June 2005, pp.9-10 July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 4 India as Global Business Destination: Perceptions* Roads...
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...Executive Summary In this research paper, we attempt to explore initiatives introduced by the United Nations in support of anti-corruption in emerging markets, such as Principle 10 of the United Nation’s Global Compact. We determined to explore this topic area after realizing a paradox: while the United Nations has recognized the phenomenon of corruption as “one of the world’s greatest challenges”, the sole UN principle that addresses this issue is under-developed and is the least among the four focus areas of the Compact (as compared to human rights, labour, and environment). Furthermore, there are even less initiatives undertaken by the UN that specifically address the prevention of corruption in emerging markets, both in business and government sectors. We begin by providing a literature review of past research in our topic area, followed by a theoretical analysis of the causes of corruption in emerging markets. As part of this theory, we have identified five variables that are our focus: level of poverty, cultural boundaries and differences, access to education, amount of extortion and bribery in government and business, and level of transparency and accountability. Using these variables, we arrive at new conclusions and then provide a discussion on their implications for international managers. Throughout the paper, we also explore the magnitude of the effects that have resulted from the addition of Principle 10 to the Global Compact. Introduction A wide...
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...What is the Driver for MNCs to Focus on BoP Market 9 Is There a Buying Potential at the BoP 9 Behavior of Consumers in Asian Market 10 Sector With Highest Potential of Business in BoP Market 11 Recommendation 12 How to Approach the BoP Community - Innovation 14 Implement Innovative Approach to tap BoP Market 15 References 16 Appendix A 17 Appendix B 18 Executive Summary This report explores published journals, blogs and books around The Bottom of the Pyramid (BoP) being the breakthrough in the Strategy for businesses across segment and analyse what steps would lead to success through the journey of business around the 4 billion population existing in the bottom of the pyramid layer. Methods of analysis include statistical and market trend, and ratios of performance. Main area of focus is Asian market through the report as they account to 3/4th of the population residing in the bottom of the Pyramid, given the uniqueness of this region around culture, market behavior, people mentality and social dynamics. Gaining that knowledge would become important to have a break through into this market and ensure it’s a sustainable business. The report would also try to analyze companies that had an early access into this market, and how some still failed to make profit And we would conclude the report with statistics to prove how to gain access into BoP market, and ensure long term sustenance by making profit...
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...Entrepreneurship and Small Business Management Unit Code: MAR 602-6 Small Business and Entrepreneurship Mr. Pradeep Kashyap MART consultancy Submitted by: Jayesh Kannan – 1221961 Abin Jacob - 1133828 1|Page Entrepreneurship and Small Business Management Unit Code: MAR 602-6 About Pradeep Kashyap Pradeep kashyap, the CEO and the founder of MART, is known as the father of rural marketing in India. He is currently the marketing consultant of the Ministry of Rural Development and has worked with the Prime Minister’s Office and Chief Minister Committees on rural development. He has also worked as a consultant in the World Bank and United Nations and was the Chairman of Khadi Commission National Marketing Committee and a member of the National Bank for Agriculture and Rural Development (NABARD) and Small Industries Development Bank of India (SIDBI) national advisory committees. Pradeep Kashyap has 20 years of history, working with multinational companies like EXIDE, BOSCH & DENSO, and another 20 years as the guide for the rural development and marketing committees. Mr. Kashyap is a regular speaker at various CEO forums both within the county and outside India. He is very well known as a leader and an entrepreneur. In 2008 at Cannes Lions in France, he was the only speaker from India among the 50 global speakers all around the world who addressed 24 seminars. Mr. Kashyap is often invited by top business schools in India as a guest speaker. Pradeep Kashyap also...
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... 1. INTRODUCTION About 90 percent of the people in developing countries lack access to financial services from institutions, either for credit or savings1, which further fuels the “Vicious Cycle of Poverty” (refer to Fig. 1). If the people of LDCs have a limited capacity to invest in capital, productivity is restricted, incomes are inhibited, domestic savings remain low, and again, any increases in productivity are prevented. A lack of access to financial institutions also hinders the ability for entrepreneurs in LDCs to engage in new business ventures, inhibiting economic growth, and often, the sources and consequences of entrepreneurial activities are neither financially nor environmentally sustainable (existing for continuing future use). Microfinance serves as a means to empower the poor, and provides a valuable tool to assist the economic development process. However, unavoidably, various barriers and obstacles limit the roles of microfinance, entrepreneurship and sustainability in reducing poverty in LDCs around the world. 1 Robinson, Marguerite S., 2002, “The Microfinance Revolution: Sustainable Finance for the Poor” Fig 1. The Vicious Cycle of Poverty In addressing this issue,...
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...Introduction The Body Shop is the second largest cosmetic franchise in the world and a global manufacturer as well as retailer of naturally inspired. It has 2,400 stores which are located in 61 countries all around the world. The registered name of The Body Shop is called The Body Shop International plc and it’s headquarter is placed in Littlehampton, West Sussex, England. The Body Shop is well known for its cosmetic products such as Body Butter, Peppermint Foot Lotion and Hemp which are manufactured by natural ingredients. The Body Shop instituted pioneering social responsibilities and ethical stances as their key branding strategy which emphasized on “Natural” and “Environmentally Friendly”. For example all their ingredients used to produce their products are not tested on animals; they give monetary donations to the communities and they had business partnership with developing countries, compared to its products. From the view on the history of Body Shop, Anita Roddick and her husband Gordon Roddick were enthused to company a beauty products store after seeing a store called ‘The Body Shop’ in Berkeley, California during their visit to United States in 1970. The shop sold cosmetics products ranging from shampoos, lotions, and body creams in small plastic containers. On the 27 March 1976, Anita and Gordon opened a copycat version at 22 Kensington Gardens, Brighton, England, also calling their new store “The Body Shop”. Besides, they also copied the green color scheme as well...
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...CASE: E308 DATE: 02/14/08 ENDEAVOR Endeavor was formed for the purpose of promoting entrepreneurs in emerging markets, beginning in Latin America. Its basic model is to link up small and midsize businesses with seasoned entrepreneurs so that little guys and gals can get the advice and contacts they need to grow their companies into bigger businesses that can employ more people—the best antipoverty program of all. —Thomas L. Friedman, from his book, The World is Flat (version 3.0) It was July 2007, and Linda Rottenberg, cofounder and CEO of Endeavor—a nonprofit dedicated to transforming the economies of emerging markets by identifying and supporting high-impact entrepreneurs—was preparing for a quarterly meeting with the global board of directors. She leafed through a copy of the 2007 Impact Report, checking over the newly published figures one more time. In its 10-year history, Endeavor had selected 272 promising entrepreneurs in eight countries, after screening 15,500 candidates, and then helped them develop and grow their businesses through ongoing mentorship and guidance. Rottenberg was proud of the organization’s accomplishments, but she also knew there was no time for complacency. With aggressive goals for international expansion, the board would definitely want to hear an update on Rottenberg’s growth strategy. The directors had also asked to discuss the recent surge in corporate partnership opportunities and long-term plans for funding Endeavor’s...
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...capita per year. BRICA Brazil, Russia, India, and China. Emerging economies term that has gradually replaced the term "developing countries" since the 1990s. Emerging markets A term that is often used interchangeably with "emerging economies." Expatriate manager A manager who works abroad, or "expat" for short. Foreign direct investment (FDI) Investment in, controlling, and managing value-added activities in other countries. Global Business Business around the globe. Globalization The close integration of countries and peoples of the world. Gross domestic product (GDP) The sum of value added by resident firms, households, and governments operating in an economy. Gross national income (GNI) GDP plus income from non-resident sources abroad. The term used by the World Bank and other international organizations to supersede the term GNP. Gross national product (GNP) GDP plus income from non-resident sources abroad Group of 20 (G-20) The group of 19 major countries plus the European Union (EU) whose leaders meet on a biannual basis to solve global economic problems. International business (IB) (1) A business (or firm) that engages in international (crossborder) economic activities and/or (2) the action of doing business abroad. International premium A significant pay raise when working overseas. Liability...
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...IMD-1-0303 INTERNATIONAL 31.03.2011 ALLIANZ: FEELING THE HEAT OF UNCERTAINTY (A) IMD Research Associate Tania Braga prepared the revision of the case under the supervision of Aileen IonescuSomers, Director of the Forum for Corporate Sustainability Management at IMD and Professor Arturo Bris, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. The original case “Feeling the Heat: Allianz and WWF pushing an industry towards climate change action” by Tania Braga, Aileen IonescuSomers and Professor Corey Billington won the Finance and Banking Award in the 2009 EFMD Case Writing Competition organized by the European Foundation for Management Development . MUNICH, GERMANY: AUGUST, 21 2007. Joachim Faber, CEO of Allianz Global Investors and member of the Allianz SE Management Board, reviewed the proposed terms for a threeyear agreement with WWF, the global NGO. He was eager to engage in this visionary initiative, aiming at pushing the financial industry action on climate change to the next level. To his knowledge, this was the first ever collaboration between an NGO and a financial services company with such a level of ambition. Looking back, he could see that Allianz had already consolidated its position as thought leader on the climate change arena and effectively contributed to raise awareness among major players of the financial industry. However, he felt that moving from thought leadership to action...
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...once seen only as profit motive institutions have been adjusting to a more demanding market and to a more conscious society over last two decades. An increasing number of banks around the world are going green by providing innovative green products that cover financial services to support the activities that are not hazardous to environment and help conserve environment. A green bank is also called an ethical bank, a socially responsible bank, or a sustainable bank. The exact meaning of all these titles may not be same however they cover a lot of common activities and perceptions. At least, all these banks- in various ways and at different times- have engaged themselves in making a better future (Merzio 2007). The approach to green banking (GB) varies from bank to bank, however, broad objectives of green banks are to use their resources with responsibility avoiding waste and giving priority to environment and society. The public concern of the state of environment has been growing significantly in the last few years, mostly due to apparently unusual weather patterns, rising greenhouse gases, declining air quality etc. and society demands that businesses also take responsibility in safeguarding the planet (Zeitlberger 2008). Banks hold a unique position in an economic system that can affect productions, businesses, and other economic activities through their financing activities. Green banks do not only improve their own standards but also affect socially responsible behaviour...
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...paper should not be attributed to the World Bank. This paper benefited greatly from the advice provided by Charles E. Di Leva, Lead Counsel, ESSD and International Law The World Bank Legal Department. 1 1 I. ABSTRACT Traditionally, environmental protection has been considered to be “in the public interest” and external to private life. Governments have assumed principal responsibility for assuring environmental management, and have focused on creating and preserving a safe environment. They have directed the private sector to adopt environmentally sound behavior through regulations, sanctions and occasionally, incentives. When environmental problems have arisen, the public sector has generally born the responsibility for mitigation of environmental damage. . In this approach, some have contended that unrestricted private sector behavior has been considered as presenting the “environmental problem”. However, the roles of sectors have been changing, with the private sector becoming an active partner in environmental protection. Many governments and businesses are now realizing that environmental protection and economic growth are not always in conflict. Since the Brundtland Report was published in 1987 as a result of World Commission on Environment work, business and management scholars have been grappling with the question of how and why corporations should incorporate...
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