ie-express yoursef-csr in ib-question g

IE-Application Tobias Lehner 1

IE Business School

Express Yourself

TOBIAS LEHNER13.12.2014


Essay Question

• H: What do you believe are the greatest challenges facing the sector or industry you would like to specialize in at IE? What role do you hope to be able to play in this sector or industry in the medium term?


Shouldering CORPORATE SOCIAL RESPONSIBILITY in the world of

International Business


Different Factors of Business

Economic forces

Cultural factors

Geographical influences

Political Policies


Numerous stakeholders are involved in International Business

Employee

Stakeholder

Customer

SocietyNature


Challanges in International Business

Ethical Diversity

Exploitation

Laws and Regulations

Language barrier

Fast changing evnironments

Additional Costs

Child labor


• Ethical divers business environment• Differing perspectives and opinions

among stakeholders• Collaborative and innovative

demands• Criticism and concerns• Incorporationg ethics in strategic

planning

Challenges in International Business-Corporate Social Responsibility across cultures


• 218 million children between 5 and 17 years old are forced to work

• Every 6th child worldwide is subject to child labour• Poor conditions– Sexual violence– Beatings– Humiliation

Challenges in International Business-Exploitation and Child Labour


• Technological changes• Fast growing markets

• Changes in customer needs and requirements

• Resource scarcity

Challenges in International Business-Paradigm Shifts


Three basic approaches to address these challenges

Local Approach

• Integration of local needs and global interests

• A solution that benefits most stakeholders

• Profit maximizing and exploitation

• Little considerations

Transnational Approach

Global Approach

• Satisfying local interests only

• Against globalization

• „back to the roots“


The Tripple Bottom Linerepresenting an integrational approach

The Tripple Bottom LineEconomic Domain

• Profit Maximization

• Maximization of share value

• Most activites are economic

12IE-Application Tobias Lehner

The Tripple Bottom LineSocial Domain

• Compliance

• Avoidance of civil litigation

• Application of human rights


The Tripple Bottom LineEnviromental Domain

• Sparingly

• „Green“ Solutions

• Thoughtful



The Tripple Bottom Line

• By Impelmenting the economical, social and environmental domain, stakeholder needs are equally served - a basis for long term sustainable growth


Responsible global leadership is the key

Therefore, I hope to become a global leader, being able to act in responsibility and in solidarity across

different ethics


Defining Responsible Leadership

Leadership transformational

authentic, ethical open-minded, focused

Responsible

Moral StandardsDecision making with

others in mind

Concern

Ethical correct


Why responsible leadership?

Building a basis for global relationships

Increases the well being of stakeholders

Responsible leaders may rebuild or enhance a companies public image and reputation

Cultivate Trust

Meet stakeholder concerns

Rebuild reputation


The Integration

RESPONSIPLE LEDERSHIP

ECONMIC

STAKEHOLDER EMPLOYEE

SOCIAL

CUSTOMER SOCIETY

ENVIRONEMNT

PLANET


References

• Buller, P. F., Kohls, J. J., & Anderson, K. S. (1991). The Challenge of Global Ethics. Journal of Business Ethics, 10(10), 767–775.

• Mendenhall, M. E. 2008. Leadership and the birth of global leadership. In M. E. Mendenhall, J. S. Osland, A. Bird, G. R. Oddou, & M. L. Maznevski, (Eds.), Global leadership: Re- search, practice, and developement: 1–17. London, New York: Routledge.

• http://www.compassion.com/child-advocacy/find-your-voice/quick-facts/child-labor-quick-facts.htm

• http://www.middlemarketcenter.org/expert-perspectives/the-affordable-care-act-rolling-with-the-regulatory-changes

ie-express yoursef-csr in ib-question g

Business

tobias lehner13

responsible global leadership

lineenviromental domain

social andenvironmental

global rel

technological changes

corporate socialresponsibility

numerous stakeholders