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Corporate Social Responsibility (CSR) and Leadership in South Africa

Thum, Anette

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Publication date:2017

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Citation for published version (APA):Thum, A. (2017). Corporate Social Responsibility (CSR) and Leadership in South Africa: What motivates high-level business leaders in South Africa to rive CSR within their companites and beyond. S.l.: [s.n.].

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CorporateSocialResponsibility(CSR)andLeadershipinSouthAfrica:

Whatmotivateshigh-levelbusinessleadersinSouthAfricatodriveCSRwithintheircompaniesandbeyond?

ProefschriftterverkrijgingvandegraadvandoctoraanTilburgUniversity

opgezagvanderectormagnificus,prof.dr.E.H.L.Aarts,inhetopenbaarteverdedigentenoverstaanvaneen

doorhetcollegevoorpromotiesaangewezencommissieindeaulavandeUniversiteit

opwoensdag19april2017om14.00uur

door

AnnetteThum

geborenop23augustus1967teGrünstadt,Duitsland

Promotores: Prof.dr.ir.G.M.vanDijk Prof.dr.J.B.Rijsman

Overigeleden: Prof.dr.R.vanEijbergen Prof.dr.J.Wempe Prof.dr.J.Marques Prof.dr.E.Schwella

Contents 3

Contents

Contents.....................................................................................................................................3

1 Introduction.........................................................................................................................6

2 EmbracingSocialConstruction............................................................................................132.1 HowIcametoSocialConstruction...................................................................................132.2 WhatSocialConstructioncontainsforme.......................................................................142.3 AnimaginaryconversationwithamanageraboutSocialConstruction...........................152.4 WhatSocialConstructionmeansformyPhDthesis.........................................................26

3 OnaJourneyofInquiry:Stages,Topic,MethodsandResults..............................................293.1 Clarifyingwheretogo:thepreparationstage..................................................................303.2 Makingthefirststep–justgo!.........................................................................................32

3.2.1 ADefiningmoment:OralhistoryonNelsonMandela............................................333.2.2 FirstvisittoSouthAfrica:Sharpenthetopicandapproachforconversations.....353.2.3 ConversationswithCSRmanagersandselectedleaders.......................................383.2.4 ResultSummaryfromconservationswithCSRmanagers......................................423.2.5 Firstresults:Define,Discover,Dream,Design,Deliver..........................................433.2.6 ResultSummaryfromselectedleadersconversations...........................................47

3.3 Goingagain-thesecondfieldtrip....................................................................................493.4 The“Aha-Moment”–motivationandinspirationaskey.................................................543.5 PhoneInterviewsonMotivationforCSR..........................................................................55

3.5.1 Themethod–GroundedTheory............................................................................583.5.2 Resultsoftheopencodingprocess........................................................................623.5.3 Fromaxialtoselectivecoding–whatemerged?...................................................663.5.4 Sensemakingofcodingresults...............................................................................67

3.6 Thecodingresultsandtheirmeaningfortheinspirationbooklet...................................73

4 OntheconceptofCorporateSocialResponsibility..............................................................754.1 ScopeofDefinitions..........................................................................................................754.2 HistoricalDevelopmentoftheCSRconcept.....................................................................804.3 CritiqueofCSR..................................................................................................................844.4 TrendsofCSR....................................................................................................................874.5 Summary...........................................................................................................................90

Contents 4

5 CorporateSocialResponsibilityinSouthAfrica..................................................................925.1 SouthAfricacountryfacts.................................................................................................945.2 DefiningCSRinSouthAfrica.............................................................................................945.3 Thepoliticalandlegal/policycontextforCSRinpost-apartheidSouthAfrica.................975.4 Economictransitionandcompanies'CSRinvolvement..................................................1015.5 SocialandculturalinfluencesonCSRinSouthAfrica.....................................................1055.6 CSRTrendsinSouthAfricainthelast20years...............................................................1085.7 WhathelpsorhindersCSRgoingforward?....................................................................109

6 OnCSRLeadership–onlyavision,ahope?......................................................................1126.1 WhyamIconnectingCSRwithleadership?....................................................................1126.2 CSRandLeadership:Myperspective..............................................................................1136.3 MovingtowardsCSRleadershiptheories(1840-1995)...................................................1146.4 RecentleadershiptheoriesandCSR(1995-today).........................................................118

6.4.1 Myperspectiveonthedevelopmentofrecentleadershiptheories....................1186.4.2 Ethical,moral,responsibleandsustainableleadership........................................1196.4.3 Authentic,mindful,spiritualandcharismaticleadership.....................................1226.4.4 Conclusiononleadershiptheories.......................................................................123

6.5 CSRLeadership–thetermanditsmeaning...................................................................1246.5.1 Literatureoverviewanddefinition.......................................................................1246.5.2 MyquestionsforleaderstostimulateCSRleadership.........................................1256.5.3 StudiesonCSRleadershipbehaviors....................................................................126

7 OnMotivationTheoriesandCSR......................................................................................1307.1 OverviewofresearchonmotivationandCSR................................................................1307.2 Motivationalconcepts....................................................................................................133

7.2.1 Definitionsofmotivation......................................................................................1347.2.2 Intrinsicvs.extrinsicmotivation...........................................................................135

7.3 Motivationascontent.....................................................................................................1367.4 Motivationasprocess.....................................................................................................138

7.4.1 Motivationprocessmodel....................................................................................1387.4.2 Motivationprocessexitmodel.............................................................................140

7.5 Motivationandmorality.................................................................................................1417.6 Excursus:Motivation,meditationandneuroscience......................................................1427.7 MotivationandSocialConstruction................................................................................142

8 Summary..........................................................................................................................144

Contents 5

ListofFigures.........................................................................................................................154

Literature...............................................................................................................................156

Appendix................................................................................................................................172Appendix1 Reachout-Thisisme......................................................................................172Appendix2 SummaryofinterviewswithselectedCSRmanagersinSouthAfrica.............177Appendix3 Samplequestionsforexecutives.....................................................................179Appendix4 ParticipantlistofseniorexecutivesforphonecallsonCSRandmotivation...180Appendix5 Anonymousprotocolsofseniorexecutivesfromthephonecallsonmotivation

andCSR............................................................................................................181Appendix6 CSRInspiration&ActivityBookForLeaders...................................................205Appendix7 DiagnosticSchemeforMotivationfromRheinbergandVollmeyer(2012).....260Appendix8 IdeasPaperonaCSR&HRcollaborationtomaximizeBBBEEbenefits..........261Appendix9 InvitationletterfromtheGermanChamberofCommerce(GCoC)tosupport

myresearchstudy...........................................................................................267Appendix10 AttachedinformationtoinvitationletteroftheGCoC....................................268

1Introduction 6

“Optimismisastrategyformakingabetterfuture.Becauseunlessyoubelieve

thatthefuturecanbebetteryouareunlikelytostepupandtakeresponsibility

formakingitso.”

NoamChomsky

1 Introduction

This thesis and its outcome aim to promote the topic of corporate social responsibility (CSR)

amongselectedbusinessleadersinSouthAfricabecausearesponsiblebusinessworldisanessen-

tial keyplayer in creatingabetter future.MervynKing, the chairmanof theSouthAfricanKing

Report1 (which is the first SouthAfricanCorporateGovernanceConduct), encouraged company

directorsandbusinessleaders“tosetasideone’sprejudices,one’spresentneeds,andone’sown

self-interest inmakingadecision”anddescribesdecisionmaking inbusinessasan “intellectual

exercisethattakesconstantpractice”(…)andseesitas“ajourneyandnotadestination.”Thus,

promoting and living CSRwithin the businessworld can be seen as a constant and challenging

balancingact.

Inthisintroduction,IwillprovideabriefdefinitionofCSR,aswellasitshistoricalandcontempo-

rarycontext. IwillsubsequentlyexplainwhereIseeimportantandhithertounexploredconnec-

tionsbetweenthetopicofCSRandthefieldofleadershipandmotivation,aswellasexplainhowI

developedmy inquiry2question.To conclude, Iwillbrieflydescribe theoutlineof the following

chapters.

HowcanCSRbedefined?

Bynow,corporatesocialresponsibilityhasbecomeabuzzwordusedbyawiderangeofpeople,

oftenconveyingdifferentmeanings.AquiteconsolidateddefinitionforCSRwasprovidedbythe

EuropeanUnionin2011,describingCSRas"theresponsibilityofenterprisesfortheirimpactson

society"(Williamsonetal.2014,7).Despitebeingveryshort,ithelpstocutthroughthe“defini-

tion jungle” thathasbeengrowing in recent years.Nonetheless, I believe that this exponential

growthofdefinitions isnotnecessarilydetrimental totherelevanceof theCSRtopic; rather,as

1 http://www.azquotes.com/author/48212-Mervyn_King,accessedMay2016.TheKingReportisthefirstSouthAfri-

canCorporateGovernanceCodepublishedin1994–seealsochapter5.2 PleasenotethatgoingforwardIwillusethetermsinquiryinsteadofresearchtoenhancethefactofthatIamnot

followingtheclassicalresearchapproachoftestingahypothesis.

1Introduction 7

muchas this “wilderness”cancauseconfusion, italsokeepsCSR“aliveandmoving,”aswillbe

shownlateron.

WhatistheCSRcontext?

Historically,theideaofCSRdatesbacktothebeginningoftheearly19thcentury,whenindustrial-

izationwas on the rise and companies began to engage in philanthropic activities, increasingly

takingresponsibility for theirworkersandsurroundingcommunities,althoughsomeweremore

activethanothers.

Afterdecadesof remaininga topicofacademicconcern,CSRhas increasinglygainedtraction in

thebusinessworldoverthepast20years.Nowadays,itisahighlyrelevanttopicforcompanies,in

adevelopment thathasbeendrivenmainlyby three reasons (Carroll 2008;VisserandTolhurst

2010;PopeandWæraas2016):

• first:externaland internal legislationcontinuestoforcecompaniestoact incompliance

withsocialandecologicalstandards;

• second: voluntary reporting standards such as the Global Reporting Initiative have be-

comemorewidelyaccepted;and

• thirdandmostimportantly:companieshavestartedtounderstandthe(financial)benefits

ofCSR,suchasriskminimization,betterexternalreputation,higheremployeemotivation,

attractiveness, etc. Accordingly, long-term economic success is based upon leveraging

theseandotherCSRbenefits.

Over the last50years,numerousbooksandarticleshavebeenpublishedcompilingCSRdefini-

tions,concepts,developments,bestpracticesandcasestudies.Inthelast20years,anentirein-

dustry3has startedcreatingKPIsandmeasurementmodels for companies todemonstrate their

CSRsuccess.CSRhasalsobecome increasinglyconnectedto leadershiptopicsover the last two

decades,includingthemotivationalaspect.

WhyisitimportanttoconnectinsightsfromleadershipandmotivationalstudiestoCSR?

Todate,numerousbooksandarticleshavedrawnaconnectionbetweenCSRandleadership(see

chapter5). Intheseworks, it isgenerallyassumedthathigh-level leaderscanplayan important

rolemodel function regarding CSR. If executives sincerely promote responsible behaviorwithin

3 Thewebsitehttp://www.sustainablebrands.com/solutionproviders/members/83listsconsultanciesregardingCSR

topics.Toonlynameafew:BigconsultancieslikePriceWaterhouseCoopers,Accentureetc.haveintegrateditintotheirportfolioandspecialreportingfirmssuchasEMG,aDutchconsultancyfoundedin2004.

1Introduction 8

theirorganization,thechancesarehighthatpositiveoutcomesfortheenvironment,societyand

companiesthemselveswillfollow.

Agreatexampletosupport thispoint isRayAnderson, theformerCEOof Interface Inc.,oneof

theworld’s largestUS-basedcarpetmanufactures.Hecompletelyreinventedhisorganizationto

worktowardthegoalofeliminatinganynegativeimpactontheenvironment,asyoucanreview

onhiswebsite(linkedbelow).

Fig.1: RolemodelCEORayAnderson

Source:http://www.interfaceglobal.com/sustainability.aspx,accessedJanuary2014

InGermany,manyCEOsofmid-sized companies have strongly embraced theCSR topic. As the

formerBionadeCEO,PeterKowalsky–who introducedthe firstbio-softdrink inGermany– re-

flectedin2014:“Ibelievethatitispossibletoearnmoneyandbehavewithintegrity:integrityfor

nature,society,employeesandforyourself.”4OrasWayneVisser,VicePresidentofSustainability

ServicesatOmnexInc,putsit:“Thepurposeofacompanyisnevertomakeprofit,itislikesaying

thepurposeofahumanbeingistobreathe.Weneedtobreatheofcourse,itfacilitatesourlives,

but it isnevergoingtobethepurpose.Thepurposeofacompany is todelivervalue insociety

andthatincludessocialvalueandenvironmentalvalue.”5

WorkinginthefieldofLeadershipDevelopmentforthepast20years,Iwantedtobuilduponmy

personal expertise to further explore the connection between leadership, personal motivation

andCSR.Iaspiretoinspireleaderstoactresponsiblybecausearesponsiblyactingbusinessworld

willplayamajorroleinkeepingthisplanetalive.AsMichaelPorterandPeterKramerelaboratein

theirarticleonsharedvalue(PorterandKramer2011):businesscanbethesolutionandnotpart

4 http://www.forum-csr.net/News/7635/Miteinanderlernen.html,15.2.2015,accessedFebruary20155 http://www.waynevisser.com/video/csr-is-failing-how-can-we-make-it-succeed-video,accessedFebruary2015

In1994,Interface®FounderRayAndersonchallengedits

company to pursue a bold new vision: "Be the firstcompany that, by its deeds, shows the entire worldwhatsustainability is inall itsdimensions:people,pro-cess, product, place and profits - and in doing so, be-comerestorativethroughthepowerof influence".TheInterface journey toward sustainabilityhasbeenamo-mentousshiftinthewaytheyoperatebusinessandseetheworld.Movethroughtheirwebsiteforacloserlookat their progress, and find out how to get involved intheMissionZero®journey.See:http://interfaceglobal.com/Sustainability.aspx

1Introduction 9

oftheproblem–iftheywant.OrasGlobescanandSustainAbility(2012,27)demonstratethepo-

tentialandcapacityoftheprivatesectorintheirreportfrom2012:

“Businessalsobringsunparalleledcapacity,resourcesandreachtothetaskathand.

(…)Thesalesrevenuesoftheworld’slargestcompany,Wal-MartStoresInc.,are

higherthantheGDPsofallbut25countries.At2.1million,itsemployeesoutnumber

thepopulationsofalmost100nations.Theworld’slargestinvestmentmanager,a

low-profileNewYorkcompanynamedBlackRock,manages$3.5trillioninassets—

greaterthanthenationalreservesofanycountryontheplanet.Overthelastcentury,

theworld’sbiggestprivate-sectororganizationshavecometodwarfallbutthelarg-

estgovernmentsinresources,globalreach,andinfluence.”

Thisinfluenceordominancecarriesaresponsibilitythatthecorporateworldshouldactuponand

becomeaseriousplayerofCSRasMichaelHopkinsalsoelaboratesinhis2006bookonCSRand

InternationalDevelopment(MichaelHopkins2006,5ff).

HowdidIchoosemyfieldsiteanddevelopmyinquiryquestion?

IchoseSouthAfricaasa fieldsitesince IwantedtospecificallyexploretheCSR-leadershipcon-

nection in anemergingmarket. Iwas curious toascertainwhether the conflictingobjectivesof

makingmoneyandactingresponsiblymightbeparticularlydifficulttomanageinemergingmar-

kets,wheregrowthisoneoftheleadingparadigmsandconcerns.

A further reasonwhy I chose South Africawas due to existing personal connections. I lived in

SouthAfricaforsixmonthsintheearly-1990s,workingforDaimler.Stilltoday,Itravelthereona

regularbasisasaleadershipconsultant,whilegoodfriendskeepmeupdatedabouteconomicand

politicalchangesinthecountry.

Definingmy inquiryquestionwasaquitereiterativeprocess,duringwhich Ipassedthroughdif-

ferentphasesandinquirystages,whichIwillelaborateuponinchapter3.

Fornow,Iwillsimplystatetheinquiryquestionthateventuallybecamethecoreofthisthesis:

Whatmotivateshigh-levelbusinessleadersinSouthAfricatodriveCSRwithintheir

companiesandbeyond?

ThisquestionemergedrightaftermysecondfieldtriptoSouthAfricain2014.Ihadinitiallyasked

different local South African CSR stakeholders what kind of inquiry focus would add value for

themintheirdailywork,baseduponmyintenttoco-createandcontributesomethingfortheirdi-

rectuse.Thisdirectquestion,however,oftendidnotleadtoanswersbutratherpromptedques-

1Introduction 10

tionmarksandsilence.Indeed,Iwillreflectuponthisreactionmoreextensivelyinchapter3.The

ultimateinquiryquestionstatedabovewastheninitiatedthroughaconversationwithaCEOofan

automotivecompanyreflectingonCSRmotivation/inspirationinconnectionwithCSRactions.

Furtherconversationslateronintheinquiryprocessbroughttotheforethedemandforpractical

material thatwould inspire leaders to reflect and focus on CSR issues in their daily leadership

practices. Thus, the ideawas born to not only have awritten thesis as an outcome of this re-

search,buttoco-createapplicableandinspiringmaterialtogetherwithmySouthAfricanpartners

andotherinterestedcolleagues.Astheoutcomeofthisprocess,abookletforCSRmanagersand

executivesentailsacollectionof inputs, images,questions,quotes,poemsandinterventionsfor

individuals,teamsandorganizations,allaroundthetopicofresponsibleleadership.Myhopeisto

createcuriosity,informandinspireleaderstoreflectupontheissueofCSRandactaccordingly.

Thishasbeenmymainpersonalmotivationforthisinquiry,whichhaskeptmefocusedthrough-

outthedifferentphasesofthisPhDproject.

Asyoumayhavenoticedintheprecedingparagraphs,thisthesis isnotconstructedalongtradi-

tionalresearchmethods.Iamnottestingahypothesis,Iamnotstartingwithawell-definedques-

tion, Iamnotdoing researchabout something– instead Iam following theguidelinesofSocial

Constructioninquiry(seealsochapter2),whichare:Ienterthisinquiryjourneywithahopetoco-

create somethingonCSRand leadership. Iwant toengage theparticipants in joint actionsand

conversations.

Idonotseemyselfastheexpert,yetIliketojointlydefineandexplorewhatispossibleinfurther-

ingCSRintheleadershiparena.Iintendtobuildabridgebetweentheacademicandthebusiness

worldandcreatethisthesisasafeasibilitystudythathopefullyoutputsacreativecontributionto

thefieldofCSRandleadership.

Whatisthestructureofmydissertation?

Toconcludethisbriefintroduction,IwillnowprovideanoverviewonhowIstructuredthefollow-

ingdocumentandhowtoreadthembest.

In thenext chapter, chapter 2, I explainhow I came toSocial Construction,what I understand

aboutitandwhatitmeansformyPhDthesis.Ihavewrittenthischapterpartlyinaconversation-

stylewithafictitiousmanagerbecauseithelpedmetoformulatemyunderstandingofSocialCon-

structioninalanguagethatisclearanddirect.

1Introduction 11

Chapter3isthemainpartandcorechapterofthisthesis.Iwilltakeyouonmyinquiryjourney,

givingyouanoverviewofhowtheinquirystarted,evolvedandeventuallyconcluded.Thischapter

willalso includeadescriptionofthe inquirymethodsandwillshowtheresults,their limitations

andfutureimplications.Iwrotethischapterina“diarystyle,”meaningIwillsharepersonalexpe-

riences aswell asmoments and stories that touched and impressedme. Throughout this core

chapter,Iwillofferyoutojumptothefollowingchaptersforbackgroundinformation.

Thesebackgroundchapters(chapters4–7)arewritteninadescriptiveandinformation-oriented

styleprovidingyouwithmoredetailedandacademicbackgroundoneachtopic:

Inchapter4,IelaboratedeeperupontheconceptofCSR,includingitsvariousmeaningsandhis-

toricaldevelopment,aswellassheddingsomelightonexistingcritiquesoftheconcept.

Inchapter5,Idescribethecurrentresearchsituationaswellastheeconomic,culturalandpoliti-

calbackgroundofCSRinSouthAfrica.

Inchapter6,Ipresentanoverviewofvariousleadershipconceptsandconnectthemtothetopic

ofCSR.Iwillshowhowtherelevanceofamoreresponsibleformofleadershiphasbeenevolving

overthelastdecadebutstillhasroomforimprovement.

Inchapter7,Iwillfocusonmotivationtheoriesandconceptssincetheyprovidethebasisofthe

core inquiryquestion: “Whatmotivateshigh-level business leaders in SouthAfrica todriveCSR

withintheircompaniesandbeyond?”Iwillalsoshowhowthosetheoriescanpotentiallybeap-

pliedtoCSR.

Again,Iamawareofthisunusualstructure,whichdoesnotbeginthethesiswithaliteraturere-

searchandexplanationsofthekeyconceptsofCSR,CSRinSouthAfrica, leadershipandmotiva-

tion.However,therationalebehindthisstructureistofirstlyframethethesiswiththechapteron

Socialconstructionsthatclearlyinfluencedthewaytheinquirywascarriedout.Tothen–inChap-

ter3–takeyouontheinquiryjourneyandletyouparticipatein itchronologically.Chapter4–7

thenofferstheexplanationofthekeyconceptsaccompaniedbytheliteratureresearchandrele-

vantfindings.

Chapter8concludesthisthesis.Isummarizeandoutlinethemajortake-awaysfromthestudy;in

addition,IalsoreflectuponwhatIhavepersonallylearnedoverthelastthreeyears,beforeleav-

ingthereadertoconsiderasetofpotentialfurtherinquirytopics.

Theappendixconsistsofthequestionnaires,thetranscribedinterviewsandseveralmaterialsthat

wereusedandcreatedduringthe journey.Also, Iamofferingachapterwithbackground infor-

1Introduction 12

mationaboutmyself.ItprovidesyouwithabetterunderstandingofwhoIam,whatmyupbring-

ingwaslikeandhowitshapedme.Iwillalsosharehowmyprofessionalandprivatelifeevolved

overtheyearsandhowmylifebiographyinfluencesmybiasesandprinciples.Thisisnotmeantas

asimpleintroductionofmyselfbutrathermereachingouttoyou,buildingarelationshipandcre-

atinganunderstandingofhowmypersonalityhasshapedthisinquiry.Furthermore,thecontent

oftheCSRbookletmaterialformanagerswillbeintroduced.

2EmbracingSocialConstruction 13

“SocialConstructionislikeaninvitationtodance,agame,aconversationoraformoflife.”

KenGergen

2 EmbracingSocialConstruction

2.1 HowIcametoSocialConstruction

Irememberreceivingthebook“AninvitationtoSocialConstruction”(K.J.Gergen2009a)frommy

dearfriendJanePetersenin2004.IadmitthatIhavenotbeenreadingmuchsocialsciencesinceI

leftuniversity,althoughwiththisbookitwasdifferent.Fromthefirstmoment,IfeltasifIwerein

communicationwiththeauthorandreadthebookfromthefirstpagetothelast,entirelyagainst

myusualpractice.Ienjoyedreadingit,findingitinvitingandstimulating.

Tome, the book opened a new horizon. I felt that I gained 'scientific/academic permission' to

think in options, to (de)construct different worlds, different truths, none of them “right” or

“wrong”,unless I created thisdecision formyselforwith thepeople Iwas shaping“our truth”.

Untiltoday,thisapproachfeelstrulyliberating.Withitcomesagreatresponsibilityto'create'and

livemytruthanditsconnectedvaluesplusremainingopentootherviewsandperspectives.This

soundssimple,yetformeitispowerfulbecauseitmakesmydecisionscountandlikewisecreates

respectforotherideasanddecisions.Thereisno“itdoesnotmatter”:everythingcanjointlybe

created.This“mindset”tomeisuplifting:itbearschancesandrisks,yetitforemostbearsforme

thepossibilityofmovementandmotion,whichIconsiderlife-givingandenriching.

Inthischapter,IwillprovideadefinitionofSocialConstruction,explainthekeytermsandprinci-

plesoftheconceptandaddresskeythinkerswhohavebeeninfluentialinthedevelopmentofSo-

cialConstructiontheoryandmethods. Iwillalsoexplainwhydifferentcommentatorshavecriti-

cizedSocialConstruction.Conclusively,IwilldescribethewayinwhichSocialConstructionhasin-

fluencedmyinquiryandwriting.


2.2 WhatSocialConstructioncontainsforme

WhatisSocialConstruction?In“AnInvitationtoSocialConstruction”,KennethJ.Gergen(2009a,

60)makesusawarethattherelevantliteratureusesdifferenttermsthatdescribeslightlydiffer-

ent views: radical constructivism, constructivism, social constructivism, social construction-

ism/construction and sociological constructionism. Alternatively, as Andy Lock and Tom Strong

(2010,6)putit:“Thereisnotoneschoolofsocialconstruction.Ratheritisabroadchurch.There

arethoughsomeexpansivetenetsthatholdittogether”.

Inlinewiththebasictheoreticalideaofsocialconstructionism,therecannotbeasingleexhaus-

tivedefinition.Differentcommentatorsprovidedifferentdefinitions,whichusuallyhavea“famil-

iar resemblance” (Burr 2003, 2). In the fieldof psychology alone, there is a vastdistinctionbe-

tweenpositionsofdifferentthinkers.6

Soagain,whatisit?Putsimply,socialconstructionisaboutjointlygainingandcreatingknowledge

and thus reality. This is called the epistemological approach, first introduced by the Scottish

thinker James Frederick Ferrier in his 1854 work “The Theory of Knowing and Being” (Ferrier

1854).ThewayinwhichSocialConstructioncreatesknowledgeandrealityisthroughjointcom-

munication(Gergen1997,254–257).Socialconstructionistthinkersdonotseetheworldasare-

flectionormapoftheworldbutratherasaproductofjointhumaninteraction,orasGergenand

Gergen (2004, 10) statemore radically: “Everythingwe consider real is socially constructed.Or

moredramatically:nothingisrealunlesspeopleagreeitis”.

AccordingtoElder–Vass(Elder-Vass2012,7),thetermsocialconstructionwasfirstintroducedin

1966 by sociologists Peter Berger and Thomas Luckmann in their well-known book “The social

constructionof reality” (BergerandLuckmann2013).However, thehistoryof theconceptdoes

notstartnorendwiththesetwothinkers;rather, ithasbeeninfluencedbyvarioussocialscien-

tists and philosophers over time, ranging fromGiambattista Vico in the 17th century toMichel

Foucaultinthelate-20thcentury.Indeed,itisstillbeingworkedontodaybymanyacademics,in-

cludingthepsychologistsKenandMaryGergen.7

6 AmongthemKurtDanziger,DerekEdwards,KenGergen,RomHarré,JillMorawski,JonathanPotter,Edward

Sampson,JohnShotterandMargaretWetherel.Foranoverviewofdifferentpositionsandthinkersrefertothearti-cleofHenderikusStam(Stam2001)

7 Inhisbook“AnInvitationtoSocialConstruction”KenGergengivesanoverviewofimportantthinkersthathaveformedthebasicprinciplesofSocialConstruction.SeealsoAndyLockandTomStrong.2010.SocialConstructionism:SourcesandStirringsinTheoryandPractice.(CambridgeUniversityPress)andVivienBurr(2003).


2.3 AnimaginaryconversationwithamanageraboutSocialConstruction

As previouslymentioned, in the following Iwill explain key terms and principles of Social Con-

struction,presentselectedthinkerswhohadanimportantinfluenceonthedevelopmentofSocial

ConstructionandwillalsosharecritiquesofSocialConstruction.Ichosetodiscusstheseissuesin

theformofan imaginarydialoguewithamanagerwhoseems interested inthetopicbut isnot

familiarwith it.With thisapproach, Iwant toencouragemyself tobeas clearaspossible, asa

practice forme to consolidate and condense what I have learned about Social Construction. I

gained this inspirationwhile Iwas reading JohnShotter’swebsiteandblog, andparticularlyhis

briefabstractabouta“ShortmeditationonaCEO’squestion8”.

Manager:Ok,IunderstandthatSocialConstructioncanbeviewedascreatingtheworldtogether.

Iunderstandthatradicallyspeaking,theworldonlyexistswhenwearecreatingitandtherefore

thereareaninfinitewaysofdoingit.

Annette:Exactly.Youcanalsosay thatknowledgeandsense-making iscreatedtogether. It isa

socialprocess,createdthroughlanguage,behaviorandanagreedvalueofthingsthatitmayhave

to a group of people. Perhaps the following storywill help to illustrate thismechanismof 'co-

creation'ofrealityandknowledge.SomepartsofthestoryvehementlyviolatecertainSocialCon-

structionprinciples,yetIwillclarifythislater.Haveyouheardaboutthe“ape-banana-rain”story?

Thestorygoesasfollows:

“Agroupofscientistsplaced5monkeysinacageandinthemiddle,aladderwithba-

nanasonthetop.Everytimeamonkeywentuptheladder,thescientistssoakedthe

restofthemonkeyswithcoldwater.Afterawhile,everytimeamonkeywentupthe

ladder,theothersbeatuptheoneontheladder.

Aftersometime,nomonkeydaredtogouptheladderregardlessofthetemptation.

Scientiststhendecidedtosubstituteoneofthemonkeys.The1stthingthisnewmon-

keydidwastogouptheladder.Immediatelytheothermonkeysbeathimup.

Afterseveralbeatings,thenewmemberlearnednottoclimbtheladdereventhough

heneverknewwhy.A2ndmonkeywassubstitutedandthesameoccurred.The1st

monkeyparticipatedonthebeatingforthe2ndmonkey.A3rdmonkeywaschanged

andthesamewasrepeated(beating).The4thwassubstitutedandthebeatingwas

repeatedandfinallythe5thmonkeywasreplaced.Whatwasleftwasagroupof5

8 http://www.johnshotter.com/2015/03/31/a-short-meditation-on-explaining-this-dialogical-stuff-to-others/,ac-

cessed24August2015


monkeysthateventhoughneverreceivedacoldshower,continuedtobeatupany

monkeywhoattemptedtoclimbtheladder.

Ifitwaspossibletoaskthemonkeyswhytheywouldbeatupallthosewhoattempted

togouptheladder...Ibetyoutheanswerwouldbe..."Idon'tknow—that'show

thingsaredonearoundhere".(HamelandPrahalad2007,55–56)

Fig.2: TheBanana-Ape-Story

Source:Imagefromwebsitehttp://i.snag.gy/kdu77.jpgaccessedAug6,2015

Manager:Ok, I seeyourpointof co-creation–or rather “co-beating” (he smiles).But isn’t this

story implying that theway inwhich these newmonkeys behave iswrong?My understanding

fromourconversationsofaristhatSocialConstructionisopentomanywaysofdoingthingsor

givingvalue.Andthemonkeysdonotexplicitlyuse“language”either,butratherbehaviors.

Annette: Yes, that isexactly right.Youhavealreadypickedup two importantviolationsagainst

Social Construction principles. Regarding your first point: Social Construction explicitly invites a

so-called “radical pluralism”. In daily life, thiswouldmean that someone practicing Social Con-

structionshouldnotthinkoftheirowntraditionsandbeliefsasrightorevensuperior,butrather

theyshouldbeopen,curiousandrespectfulofotherviews(GergenandGergen2004,21).Social

Constructiontriestoputeverythingunderoneumbrella.Eachofus,or ifwehavegroupsofus,


weareonly“onetruthinoperation”.9ThisisalsowhyBergerandLuckmann(2013)liketopoint

outthattheoreticalandscientificknowledgerepresentsonlyonespecificformofknowledgethat

wehavebeencreating,nexttomanyotherformsofsocialknowledge.Withthat,theychallenge

thedominanceoftoday’s‘factsandtruth’orientationandratherpledgeforplurality.Iwillreturn

tothedifferentiationinSocialConstructionbetweenlanguageandbehavioralittlelater.

Manager:Okthen.YoumentionedalittleearlierthatSocialConstructionhasalongtraditionof

influentialthinkers.Whatexactlydidtheycontribute?

Annette:Ifyouaretrulyinterested,IwouldrecommendLockandStrong’s(2010)bookonSocial

ConstructionandIamhappytogiveyouabriefsummaryofthehistoricalbackgroundandsome

keyplayers:

Annette: SocialConstruction isa reaction toModernismandPositivismandachildof thePost-

modernEra.TheageofModernismandPositivism(inthe19thcentury)assertsthatallauthentic

knowledge allows verification and that all authentic knowledge assumes that the only valid

knowledgeisscientific.10Therefore,scientific,empiricaldatawasseenastheultimatetruth.First,

thiswasonlythefocusfortheclassicalphysicalsciencessuchasmath,physics,chemistry,astrol-

ogyandbiology,yetstep-by-stepthesocialscienceswerealsoincorporated.TheEndofReasonor

atleastanadditiontotheEraofReasonismarkedinliteratureinapproximately1870,whenthe

PostmodernErastartedandskepticismrevoltedondifferentfronts.Inarts,language,scienceand

architecture,postmodernisticthinkersreactedagainsttheassumedcertaintyofscientificefforts

toexplainreality.Theywerechallengingthemodernisticbeliefoffinite,totalitariananswersdriv-

enbyrationalargumentandobjectivetruth.Postmodernisticelementshaveratherincludedthe

importanceofhumanaffectionandemotionality, greater tolerance towardsplurality and room

for interpretation. Postmodernism reliesmore on concrete experience over abstract principles,

alwaysbeingawarethatone'sownexperiencewillnecessarilybequestionableandrelativerather

thandefiniteanduniversal(K.J.Gergen1999,5–61;Kriek2012;Burr2003,7–15;Weinberg2008;

Best2008).

9 “SCmakesusawarethatknowledgeisnotsomethingthatisanobservablefactbutitissomethingwecreateaccord-

ingtooursocialandculturalupbringing”(Burr2003,5)10 https://en.wikipedia.org/wiki/Positivism,accessed3September2015


Annetteshowsthetable(Fig.3)belowtothemanager:“Look,thisisahelpfulandprettycatchy

summarytocontrastModernism/PositivismandSocialConstruction.11Itexplains-admittedlyina

quitecontrastingway-whatbeliefseachschoolfavors,e.g.ModernistsandPositivistsbelievein

an objective and universal truth,whereas Positivists give credence to historically and culturally

shaped knowledge. Pleasenote, that this tabledoesnot intent to give the impression that the

twoschoolsaremutuallyexclusive.Youwillfindoverlapsandmutualacknowledgementforboth

approaches.

Fig.3: ComparisonofModernism/PositivismandSocialConstruction

Modernism/Positivism SocialConstruction

Objectiveanduniversalknowledge Historicallyandculturallyshapedknowledge

Scienceuncoversandmirrorsreality Science works with certain inquiry groups

define as valid knowledge and tries to gen-

eratesnewpossibilities

Languagedescribesreality Languagecreatesourunderstandingofreali-

ty

Separation of Observer and Observed

(Dualism)

Interconnection of Observer and Observed

(Monoism)

Neutralobservationispossible Any observation is made from a particular

pointofview

Theindividualcomesbeforetherelationship Therelationshipcomesbeforetheindividual

Clarity AmbiguityandPlurality

Focusonhowthingsare Focusonhowthingsouttobe

Valuesfacts,truthandpredictability Valuesco-creationandsocialresponsibility

Resource:AdjustedtableshowingthedifferencebetweenModernism/PositivismandSocialConstructionbasedontheworkofGitteHasleboandMajaLouaHaslebo

Manager:OK,thatwashelpfulintermsofunderstandingthehigh-levelhistoricalbackground,but

youstillhaven’tgivenmenamesofinfluentialthinkersforSC.

Annette:Hereyougo–Ihaveselectedthefollowingforyou:

YoucangobackasearlyasGiambattistaVico,whowasanItalianphilosopher(1668-1744).Inhis

philosophy,the ideaofconstructionwasalreadyevident,meaninghebelievedthatthroughthe

useoffables,eventsandthusrealityiscreated.Languagealreadyplaysanimportantrolebecause

11 IslightlyadaptedHaslebo’s(2012,42)tablecontrastingModernismandSocialConstruction.


itisessentialtothecomprehensionofeachotherandcreatingthosefables.Vicoisalsoknownfor

thesaying“Verumesseipsumfactum”,whichmeans“thetrueitselfismade”versus“trueitselfis

fact”,which Descartes had proposed a century before.With “Verum esse ipsum factum”, Vico

wasforeshadowingthegroundingSocialConstructionprinciplesofconstructedreality(Lockand

Strong2010,12–20).

Reading Vico’s quote, I was instantly reminded about a paper I once had to write during my

coachingqualification,onBowlby’sattachmenttheoryand itsconnectiontocoaching.Browsing

through the literature, I found Kaplan’s andMain’s “Adult Attachment Interview” (Kaplan and

Main1985)withitsclearmessagethatit isnotimportantiftheearlybondingchildhoodmemo-

riesofapersonaretrueornot,butratherthatthehereandnowfeelingoftheindividualplusthe

sense-makingtogetherwiththetherapistcreatehis/hercurrenttruth.

Now,movingontoEdmundHusserl(1859-1938):heusedtobeattachedtothemodern,positiv-

ist school, yet turnedaway frompositivismwhenhe founded thephenomenological approach.

Hebelievedthatknowledgeisnotonlyconstructedthroughconsciousnessbutratherthroughex-

perience.Hecoinedtheterms“Lebenswelten”and“Intentionality”.Thismeansourbehaviorsand

actionsareintentionallydirectedtowardsomebodyorsomethingintheexternalworld.(Husserl

1976). Thus, “conscious experience is [intended and] fundamentally relational” (Gergen 1999,

128).

AlfredSchütz(1899-1959),anAustrianphilosopher,buildsuponHusserl’sworkbybringinginthe

notionthatourexperiencesandmeaningsareinfluencedbydifferentworldsandcontextswithin

whichwe live (Endreß2006).Asa resultofmultiple realities, languagesmayalsobedifferent. I

remember,forexample,howastonishedIwasbeingonvacationinFinnishLaplandandlearning

thattheSami-thelocalpeople-haveasmanyas1,000wordsforreindeer,e.g.njirru=theun-

manageablefemaleorvariouswordsdescribingthereindeerfitness.Ithinkitisagreatexample

ofhowaperson’senvironmentshapeslanguage,experienceandmeaning.

TheschoolofHermeneuticshasanotherstronginfluenceinSocialConstruction.Hermeneuticsis

thetheoryof interpretationandthehermeneutictraditionstretchesallthewaybacktoancient

Greek philosophy. Hermeneutics is one of the core issues in Social Construction, because it is

abouthowweinterpretthingsandthushowwecreaterealitiestogetherthroughinterpretation.

MartinHeidegger(1889-1976)andhisclosefollowerHansGeorgGadamer(1900-2002)aretwo

recentfamousrepresenters.

HeideggerisconnectedtoSocialConstructionthroughhisconceptof“Being”(Heidegger2006)or

whatiscalledthe“Dasein”inGerman.“Dasein”meanswearethrownliterallywithourphysical


bodyintotheworld,whetherwelikeitornot.Withthisconcept,hebringsinafacetthatisim-

portant to Social Construction: the notion that next to language, “being” and communicating

throughthephysicalbodyisvitalandcreatesdialogueandreality.12BergerandLuckmann(2013,

53–54)statethatwehumans“arebody”and“haveabody”,whichshowshowinextricablylinked

wehumanbeingsaretoourbody.GergenandGergen(2004,40)alsostatethatitisnotonlylan-

guagethatisanimportantcomponentinteractions,butratherthatourbodylanguageisalsovital

tothewayinwhichthewordswillfunction.

GadamerthenaddsanothernotionsomehowconnectedtoSchütz.Inhisbook“TruthandMeth-

od” (Gadamer 2004), he argues that we always have a pre-understanding, a preconception of

truth depending on theworld inwhichwe live (Lock and Strong 2010). Thus,we interpret the

worldwithpre-judgmentandbias.Intentionallydone,thisremindsmenowadaysofthepriming

conceptthatvariousmarketingconceptsusetoinfluenceandbiasus(consciouslyorunconscious-

ly) towards the purchase of a product. This pre-understanding and bias also has an influence

whenweareenteringaconversation.AsGadamer(2004)advocates,sodoesSocialConstruction;

namely,whenweenter theconversationwithanopenmindandapersonalwillingness to sus-

pendthe“owntruth”,weallownewmeaningtobemade.Theleastwouldbetohaveorcreate

anawarenessofthebiases(oftheownandtheother),andperhapsevenuncoveringthemjointly

duringtheconversation.Inthisway,wepotentiallyunderstandtheotherpersonbetterorasKen

Gergen(2014,4)-quotingPeterWinch-argues:“[…]understandingsometimesinvolvesunder-

standingthecontradiction[…]”.

MikhailBakhtin(1895-1975)isaRussianliterarytheoristwhomIwantedtomentionheredueto

hisdeepconcernofasingleauthoritymonopolizingmeaningas“Monologue”(Gergen1999,130).

Nexttootherconcepts,heintroducestheconceptof“heteroglossia”,whichisthepossiblemulti-

meaningness of a word or symbol during its use (Lock and Strong 2010, 85–100). This multi-

meaningnesscancomefromdifferentculturalbackgrounds-asmentionedearlierwithSchütz–

althoughitcanalsodependonthetimingoftheutterance.Bakhtinthusintroducesachronologi-

cal aspect in dialogue that may influence the conversational “performance”. This can also be

found inanSCprincipleofpositioningawordat the right time,e.g. “goodevening”onlyhasa

conversationalmeaningwhenpositionedatthe“right”time:weonlymakemeaning if it iscon-

ventionallycorrectlypositionedandnotsaid,e.g. inthemorning,perhapsduringaconversation

atthebreakfasttableorthemeaningcanbecomeintentionally ironicdependingonthetimeof

theutterance.

12Heidegger’sphilosophyexplainedinavideobytheSchoolofLife,

https://www.youtube.com/watch?v=Br1sGrA7XTU,accessed3September2015


MichelFoucault(1926–1984):IampositioninghimrightafterBakhtinbecausetheybothshare

the concern and interest in knowledge creation andpower (Foucault 1980). Foucault, a French

philosopher,grewup inanuppermiddleclass family inFranceandexperienced first-handhow

the leadingclasscreatedknowledgeandrealityandwhatpowerthisknowledgehas.Duringhis

time,itwasnotsomuchthepowerofkingsandqueens,butmorethepowerofvariousintellec-

tualelites,whocreatedrealitiesandhefeltadeepresistancetowardsthis. Inthemedicalfield,

forexample,newcategoriesofillnesswerecreatedandallofasuddenmentaldisorderbeganto

flourish. From a Social Construction view, the group of medical experts created new clusters.

What is healthy,what is ill? Andwhodecides? The ones in power? Regardless ofwho decides

abouttheclusters,itisimportanttobeawareinwhichcategorieswearethinkingandtoremain

somewhatopenand critical towards those created categories.As anexampleofnewly created

clusters, IrememberfacilitatingaleadershipclassinKenyaduringwhichwespokeaboutstress,

and Iusedtheterm‘burn-out’,onlyreceivingblank looks.When Iasked if theyknewwhatthis

means,theyhadneverheardthiswordanditsconnotationbeforeandtheywerealsonotquite

sure what to do with it. For me, this is an interesting demonstration of Social Construction,

wherebytherealityofburn-outhadnotyetbeencreatedamongsttheseAfricanmanagers.For

Germanmanagers, this categoryhasbecomea reality towhich theyoften refer.One lastword

regardingFoucault:thedebatablesideofFoucault’sphilosophicalapproachisthatheaggressively

“rejectedallkindsofordering,insteadofadoptingapostureofdifferentiatingappraisal”(Gergen

1999,41).Yet, it is throughbeingappreciativeandcuriousabouttheotheropinionthatwepo-

tentiallyfindnewcommonways;thus,fromaSocialConstructionviewrejectionisapotentialop-

tiontoreact,butperhapsnota“helpful”onetofosterthecreationofnewmeaning.

Manager:Aha…

Annette:Areyoustillok,shouldIgoon?

Manager:Yes,yes,itisfine,Iamjusttryingtodigest:itisalotatonce!

Annette:ThenletmeshareafewmorewordsaboutWittgensteinandKuhn,whobelongnextto

FoucaultamongthemorecontemporaryphilosophersinfluencingSocialConstruction.13

LudwigWittgenstein (1889-1951) is oneof the key figuresof Social ConstructionHis first book

“Logisch-philosophischeAbhandlung”(Wittgenstein2006)isstillbaseduponthemodernandpos-

itivistic view. Later inhis life,hecommented thatmany severeerrors canbe found inhisearly

thinking(Wittgenstein2003,8).ThemostimportantconceptforSocialConstructionthatWittgen-

13 KenGergentalksaboutSocialConstructionistideas,theoryandpracticeinavideoaccessibleonyoutube:

https://www.youtube.com/watch?v=-AsKFFX9Ib0,accessed3September2015.


steinintroducesis“Sprachspiele”,the“languagegames”,whichinessencemeansthatawordis

likeachessfigure(ibid.section108). It ispartofa largergamethatpeoplewhoplay ithaveto

understandandcreatewhile theyplay it.Wittgenstein (ibid.) argues thataworddoesnotgain

meaningthroughdescriptionbutratherthroughthegame,namelytheexchangebetweenpeople.

I remember as a school kid,we had a fantastic ethics teacher and he once played a ‘language

game’withus.Oneofushadtousethelanguageoftheyouth,theotherofascientist,thenextof

alawyerandwethenhadtotalktoeachother.Sometimesweevenhadtorepeatwhatwehad

heardin“our”language.Singlewords/metaphorsgaineddifferentmeaningsduetothelanguages

inwhichtheywereused.Therefore,duringthe“languagegames”,thereisahighriskofconfusion

andmisunderstanding.Sometimes it canalsooccur that if someone ispartofa languagegame

that isforeigntohimorher,heorshewillnotunderstandmuch,eventhoughthesinglewords

areunderstood.Soagain,thereferencetoSocialConstructionis:relationshipsbringsemanticsto

acertainlifeandmeaning(and/orconfusion);otherwise,wordswouldonlybepassive,emptyand

simplysounds(Gergen1997,52ff.).

ThelastphilosopherIwouldliketomentionisThomasKuhn(1922-1996).Heisthepersonwho

createdtheword“paradigmshift.”IunderstoodthathisimportanceforSocialConstructionisas

follows:Kuhn states thatevenmajor scientificparadigmshiftsdonotdependsomuchonhow

much“objective,scientific”datawehave,butratherifandhowmanypeoplebelieveinthisdata

andthencreateanewrealityoutofit.Taketheparadigmofthe“theworldisflat”.Forthelong-

est time, this ideahadbeen the created realitydespitemanyother convincing “facts” anddia-

logues.Onlywhenincreasinglymorepeople“believed”inthe“facts”andenteredadifferentdis-

coursedidtherealityandparadigmofthe“worldisround”comeintoexistence.

Manager:Thanks,thatwasaquickrideandgavemesomebackground.However,itstillisdifficult

formetosummarizethebasicassumptions,termsandprinciplesofSC.Perhapsyoucouldrepeat

themforme?

Annette:Letmetry:

• Social Constructionbelieves thatwe createmeaning in relationships and thuswe con-

structtheworld(s)togetherorasGergen(Gergen2014,2)putsit:“therelationsbetween

worldandwordisnegotiable.”

• Thisunderstandingofco-creationandnegotiationbringsaboutan“endlessinvitationof

innovation” and opportunities. It is a resource to invite creativity (Gergen and Gergen

2004,14).


• InSocialConstruction,meaningiscreatedthrough language,“lifeastext”asVivienBurr

(2003,66)putsit.Itishelpfultohaveawarenessofwhat‘languages’wearespeaking.Itis

importantbecauseitwillinfluencehowwethink,actandlive.Forexample,ifwespeaka

moreaffirmative language, formulatingsentencespositively, thisusuallycreatesamore

upliftingfeeling.

• Meaning in Social Construction is not only constructed through languages, but also

through collective actions, altogether called performances (Gergen and Gergen 2004,

40).Overtime,SocialConstructionhasnotonlycreatedasolidtheoreticalframeworkbut

has also brought forward an array of applied practices, such as Appreciative Inquiry

(Cooperrider,Whitney, and Stavros 2008) or theCoordinatedManagement ofMeaning

(CMM),with itsDaisyor LUUUTTModel,whichwasdeveloped in themid-1970sbyW.

BarnettPearceandVernonE.CronenorDialogue,theArtofThinkingtogetherbyWilliam

Isaacs (Isaacs1999).At thispoint, it is importanttoreiteratethatwordsuttered inper-

formance are first of all a combination of letters. However, themeaning of thewords

comesalivewhenweare inconversation,e.g. forsome, thecombinationof lettersand

wordsareperceivedasa joke,whereas forothersperhapsas an insult (seePotter and

Wetherell1987,63).

• Actionscanalsobestoriesthatwetelleachother,wherebyanarrayofstoriesiswhatSo-

cialConstructioncallsadiscourse(Epston,David;White,MichaelandMurray,Kevin2005,

97ff.). I rememberyearsagoduringapersonalityworkshop in LosAngeles thatwehad

the task of sharing our life in a ‘victim’ and ‘winner’ narrative. Itwas amazing to even

physicallyfeelthedifferencesofthedifferentnarrativesandconnectedlanguages.Stories

canbeself-fulfillingprophecies,againthustheawarenessofthelanguage,thenarratives

wetellothersandourselvesislife-shaping.

• SocialConstructionencouragesusing(self)-reflectiontocreateawarenessinwhatkindof

categorieswearethinking.Thisalsohelpstoenterintodialoguewithothers.

• ValidityinSocialConstructiondiffersfromvalidityinregularscience:SocialConstruction

validityisabout“whatnewpossibilitiesdoesmyinquirycreate?”and“whatdoesmyin-

quiry bring forward?” versus “is the inquiry describing the right facts and theories?”

(Gergen2014,13-14)14.

• SocialConstructionremindsustobeawareofourownlimitations:weare“onetruthin

operation”15,nomoreandnoless.

14 IelaboratedthispointaswellinconversationwithJohnRijsmaninJanuary201515 TaosconferencePhDseminarwithMaryandKenGergen,May2013


• Thus,SocialConstructionenjoysthinkinginboth/andratherthaneither/or(Gergenand

Gergen2004,20)orputtingitinamorerelationalperspective:“Selfversusotherswould

becomeselfthroughothers”!(ibid.40).

Annette:Ihopethatthissummaryhashelpedtoclarify.

Manager:Yes, it iscomingtogetherbut I canalreadyhearcriticalvoicesaskingmesomeques-

tions(GergenandGergen2004,91–102;Gergen1999,220–239):

• DoesthismeanthatSocialConstructionbelievesthat“nothing isreal”butratherevery-

thingisonlyastoryandwecan’trelyonanyfactsatall?16

• Doesthismeanthatnothingmatters?17

• Doesthismeanthate.g.thebody,themind,theindividualpersonisonlyinvented?18

Annette:SocialConstructiondoesnotdenythattherearetrees,thattherearesuccessfulmedical

treatments,thatthereiswarincertainregionoftheworld,etc.SocialConstructionisnotsaying

thatthingsdonotexistordonothavevalueorimportance;rather,SocialConstructionwantsto

emphasize thatwe createandoperateon so-called truth claimsborn fromcertain cultural and

historicalcontexts.Thesetruthclaimscreaterealityandarehelpfulandnecessaryforustofunc-

tion.Theygiveusguidanceanddirection.Yet,sincetheyare‘local’truthclaimsdependingona

certaincontext,weshouldbeawaretherearemanyofthem.SocialConstructionwantstoinvitea

narrativebetweenthem,toprovideanumbrellaunderwhichtheycancreatepotentiallynewand

helpfulnarrativestogether.

IrememberwatchingafilmoftheRamallahConcert19withtheconductorDanielBarenboimand

theensembleoftheWest-EasternDivanOrchestra.Barenboimandhisclosefriend,thePalestini-

anintellectualEdwardSaid,foundedthisyouthorchestrain1998.ItconsistsofmusiciansfromIs-

raelandArabcountriesasasignforpeaceandpossiblecollaboration(amongstlocaltruthclaims).

During the concert in August 2005 in Ramallah, Barenboim gives a verymoving input that de-

scribesinmyeyessomeofthebasicprinciplesofSocialConstructiontocreateenrichedrealities

together:

“…ThisorchestrathatEdwardSaidandIbroughttolivehasbeensometimesde-

scribedinaveryflatteringwayforus-asanOrchestraforpeace,asanOrchestra

thatwillbringthisandthatotherfeeling.LadiesandGentlemen,letmetellyou

16 CriticismthatSCisnihilistic17 CriticismthatSCispromotingrelativism18 CriticismthatSCisdisrespectingrealism/individualism19 Seemovie“TheRamallahConcert-KnowledgeistheBeginning”TVMovie2005,Director&WriterPaulSmaczny


something.Thisorchestrawillnotbringpeaceandyouknowthat.Thefactthatthese

wonderfulpeopleplaytogetherherewillnotbringpeace.Whatitcanbringisunder-

standing,patienceandthecourageandcuriositytolistentothenarrativeoftheoth-

er.Thisiswhatthisisabout.Inthiscontexteverybodyhasthechancetoexpresshim-

selffreelyandperhapsjustasimportanttoheartheversionoftheother.Thisiswhy

wecometoyouheretoday;wecomewiththemessageofhumanity,notapolitical

message,butwithamessageofhumanity,amessageofsolidarity.(…)Andthatitis

ourduty,allofus,thatwefindawaytolivetogether,becauseeitherweallkilleach

otherorwelearntosharewhatthereistoshare.Itiswiththismessagethatwehave

cometoyoutoday.”

ElaboratingonBarenboim`smessage,SocialConstructionwouldneverarguethatawardoesnot

exist,itisnotnihilistic,itratherstatesthatashumanbeingswehaveanoptionhowtogoabout

things.Weareinfluencedbyourhistory,ourcultureandourpast,butwearenotdeterminedby

it.We can create a new future together: we can be “rulemakers” instead of “rule followers”

(ShotterandNewson1982,45)andremainconsciousthatitisjustourjointlycreatedrule.

SocialConstructionalsodoesnotargueagainsthavingvaluesorcertainmoralbelieves;rather,it

believesthatmeaningmattersandSocialConstructiondoesnotstopconversationswithan‘it is

allrelative’attitudeandthusitisbesttojustgiveupordonothing.SocialConstructionhasanin-

terestininquiringthedifferentvalues,inunderstandingandpotentiallyconnectingthemeaning

ofmultipleandcompetingrealities.ThisisalsowhytheaforementionedpracticesofAppreciative

Inquiry,Dialogue,etc.havebeenbroughttolife.Itisabout“relationalresponsibilityandnotrela-

tivism”!(Gergen2009b,351–370).

Lastbutnotleast,SocialConstructiondoesnotsaythatthereisnotanindividualbodyormind.

SocialConstruction’sintentionistoconstructivelychallengetheconceptoftheself-containedin-

dividual.Writingself-contained,Irememberahumoroussituationmorethan30yearsagowhena

class-mateofmineatschooldrewacowthatdrankfromitsownudderandcaresseditselfwithits

tail.Heshowedhispaintingaround,sayingthatitwouldbecooltobesoindependentandacon-

versationstartedatthattimewhyhewouldsaythat,giventhat itmayalsobeabit lonely,etc.

Again,inmyunderstanding,SocialConstructiondoesnotdenytheindividual,thebody,theemo-

tion;rather,itdebatestheincreasedsociety’sunderlyingindividualisticattitudeanditspotential

consequence of isolation, competition and distrust. Social Construction has been interested in

creatinganewconceptionofselfthatmovesawayfrom“simple”co-existenceandtowardscom-

munity(Gergen2009b,366–370;Gergen1999,115–117).


2.4 WhatSocialConstructionmeansformyPhDthesis

SocialConstructionprincipleshaveaffectedmyinquiry invariousways.Bydescribingtheprinci-

plesofSocialConstructionfirstandsubsequentlyexplainingtheimplications,itwillhopefullybe-

comeclearhowtheyinfluencedthewritingofthisthesis.20

• Co-createmeaning:Mygoalwiththisinquiryistogeneratesomethingtogetherwiththe

people inSouthAfricaandother leadership colleagues thatbrings the topicofCSR for-

ward.Ididnotwanttobetheoutside,distantresearcheronlydescribingwhatIobserved.

Therefore,myfirstapproachwastoaskCSRresponsiblesaswellas linemanagerswhat

topic theymight findmost beneficial to them to conductmy approach accordingly. All

along,mymotivationwas togenerate something that canbeusedandapplied like the

bookletwithsuggestionsandinspirationforCSR-interestedmanagers,whichyoucanfind

intheappendix.

• Beculturallysensitive:BylocatingmyinquiryquestiontoSouthAfrica,Iknew–despite

having lived in the country for awhile – that Iwould enter a very foreign culturewith

rulesthatIhadnoideaabout.“IdidnotevenknowwhatIdidnotknow”,asoneofmy

colleaguesshareda fewyearsagowithmewhenweweretalkingaboutworking in for-

eign cultures. Being in such a different cultural environment compared to my own, I

neededtobeclearaboutmyownbiasesandremainsensitivetothoseofothers,topo-

tentially understand the “languagegame”better.Gerda vanDijk,my co-corrector, cau-

tionedmeoncetobeawareofmyownbiasesandexpectationsandnottocarrytheflag

ofa‘missionary’oratleastbeawareaboutitanditsimplications.Therefore,inaseparate

chapter,IhavelaidouthowIseemyupbringinganditsconnectedbiases.

• Practiceself-reflection:Theconversationwithothersandwithmyinquiryjournalbecame

crucial,becauseithelpedmetoreflectonaregularbasisanddiscoverre-occurringpat-

terns of mine and their meanings. It also helped me to change course when needed.

Therewillbeparts in this thesiswhere I insert thesereflections toremainawareofmy

ownwritingprogress,includingpotentiallystuckstatesandahamoments,andwhatthey

didtomyinquiry.

• Createajoyfulandengagingread:DespitedemonstratingthatIhaddonetheacademic

research diving21 into existing relating literature as well as showing how this topic has

beendealtwithinthepast,howitdifferentiatesitself,whatmethodshavebeenusedto

20 ThelistedprinciplesarereflectingprinciplestakenfromM.GergenandGergen2011;Lincoln2001;Hoskingand

McNamee2006.21 Pleaseseeallthebackgroundchapters–chapters4-7.


exploreitandwhatitslimitationsare,Iwantedthistobeajoyfulreadusingvariousways

andapproachestotellmyjourney.

• Comefromaplaceofnotknowing:Iwantedtofeelmorecomfortablenotknowingand

use thismindset as the starting place for curiosity and as little judgment as possible. I

wantedto insert ‘facts’,yetnotbeoverpoweredbythem.ThiswasmoredifficultthanI

assumed,becauseInoticedhowmuchIgrewupinasocialsystemwhereinformationand

factsareimportant.Istruggledprovidingtherightamountof‘facts’andatthesametime

allowingmyself to sharemypersonal experiences, emotions and stories aswell. Some-

timesnotusingstructureandnumbers-e.g.whenIusedanopenformofinterviewing-I

wasworriedthatIamnotscientificandacademicatall.Eventhoughinmanypartsofthis

inquiryjourneyIconsciouslydecidedtochoosethisroute,itstillfeltodd.Ithasbeenan

interesting process to observe my internal struggle between one part in me that felt

obligedtodelivermorenumbersandfacts,etc.andanotherpartthatwasopenforsto-

ries,poemsandnarrative.

• Beawarethatlanguagecreatesconsciousnessandmeaning:Myawarenessofwhatlan-

guageIamspeakingbecameclearertome.IknowthatIamabullet-pointperson,often

far too short and too implicit with explanation and stories. The risk is that I simplify a

complexknow-howareatoomuchduetomylanguage.Miriam,whohelpedmetoproof-

readthetexts,oftentoldme:“this is tooshort, Iamnotgettingwhatyouaretryingto

say”. I then shared it verbally with her and she replied: “well, then write it down like

that”.Partially, I learnedtoadapt, tobemoreexplicitandusepotentiallymoreelegant

language.However,itwasalsoimportantthatIlearnedtoappreciateandacceptmyown

styleas “ok”andnot judge it aswrong,bad,a ‘mistake’,but rather simplyasawriting

stylethatIprefer,eventhoughitmaynotfit100%intotheclassicalscholarlywriting.

• “Do”emotions:IwasmoreopenforstoriesthatIheardandthefeelingsthattheycreat-

edwithinme.AsKenGergensaidduringthePhDSeminarinTaosinApril2013–“wedo

emotions”together.Theseemotionalsituationswereoftenmy“ahamoments”,thetrue

initiatorstomovemeforwardwithmyinquiryandmotivateme,as,forexamplemyinspi-

rationalphonecallwithoneoftheexecutivesproved–seechapter3.4.

• “Only one truth”: My viewpoint of CSR as being something helpful and crucial for a

‘healthy’economyandsocietyisonlyonetruth.Ioftenneededtoremindmyselfaboutit

andnotbecome too ‘missionary’ andadamant. I always tried to remainopen for com-

mentsandcriticismthatchallengetheneedforCSRinorganization.Ifeltthatgettinginto

adeeperdialoguewithcritiqueshelpedmetogainclarityformyownapproach,aswellas

forpotentialopportunitiesthatcouldbecreatedtogether.Isimplywanttobelieveinthe


possibilityofushumanbeingscreatingaworldtogetherthatismorehealingthanhurting,

thatlearnstohandleourdifferentviewsandinterestthroughcuriouslistening,clearmes-

sagesandrespectfuldialogue,alwayskeepinginmindthattherearemanytruths.

Toclosethischapter,IwanttoshareapoembyAlgernonD.Black,aformerseniorleaderofthe

NewYorkSocietyforEthicalCulture.ThepoemwasoftenquotedintheaftermathsofHurricane

Katrina. Iamfullyawareof itsdelicacy in formulating thegoodversus theevil,anot-so-helpful

paradigmintheeyesofSocialConstructionandtomaintainingadialogue.Nonetheless,Ichoseit

duetothehopethatthispoemcarriesforme:thehopeandencouragementofbringingpeopleto

communion,believingthattolerantandjointactioncanbringlightwhenwefeelitisdarkaround

us.

“Thisisacalltotheliving,

Tothosewhorefusetomakepeacewithevil,

Withthesufferingandthewasteoftheworld.

Thisisacalltothehuman,nottheperfect,

Tothosewhoknowtheirownprejudices,

Whohavenointentionofbecomingprisonersoftheirownlimitations.

Thisisacalltothosewhorememberthedreamsoftheiryouth,

Whoknowwhatitmeanstosharefoodandshelter,

Thecareofchildrenandthosewhoaretroubled,

Toreachbeyondbarriersofthepast

Bringingpeopletocommunion.

Thisisacalltotheneverendingspirit

Ofthecommonman,hisessentialdecencyandintegrity,

Hisunendingcapacitytosufferandendure,

Tofacedeathanddestructionandtoriseagain

Andbuildfromtheruinsoflife.

Thisisthegreatestcallofall”

Thecalltoafaithinpeople.”

(AlgernonD.Black)

3OnaJourneyofInquiry:Stages,Topic,MethodsandResults 29

Learningisexperiencing.EverythingelseisjustInformation.

AlbertEinstein

3 OnaJourneyofInquiry:Stages,Topic,Methods

andResults

MyPhD journeyof learningandexperiencing started inSeptember2012.At first, itwasanun-

known,windy,mostlyenjoyableandsometimesbumpyroadwithadestinationthatonlybecame

clearer the further I traveled. In thebeginning, Iwasopenwith regard to the inquiry topicand

meandered around. Various conversations, diverse reading, and an ongoing passion for the

broaderthemeandregionthatItravelledin(leadershipandAfrica)keptmegoing.Narrowingthe

topicandgoalalongthewayaswellascleardecision-makingatcertainstagesfinallyhelpedme

toarriveatmydestination.Ioftenlookedataquotethathungrightabovemydesktokeepme

going:

Whenmakingdecisions,youmustleavebehindthebillowycloudsofvisionandcon-

frontthepracticallimitationsofspace,time,energy,andmatter.Inotherwords,you

havetomakeyourvisionsworkforyouintheworldinwhichyoulive.Inthisworld,

youcan'tdoallthingsatonce:youcan'tbeallthingstoallpeople.Youhaveto

choosewhatyouareaboutasanindividualandestablishtheprioritiesofyourlife.

Recognizethatwhenyoudecidetofocusonaparticularvision,youmayhavetolet

goofoneorseveralothers,atleastforatime.Youhavetomakeachoice.Theim-

portantthingisthatyoumakethebestchoicepossibleforyouatthistime.Ifitisnot

yourultimatechoice,don'tbeconcerned.Youwillhaveplentyofopportunitiestore-

fineandreconsideryourcourse,onceyouhavebegunit.Theimportantthingisto

begin(andtocontinue).Theworstchoiceisnochoice.Thebestchoiceischoosing

whatyoulovethebest.Choosingyourprioritiesandvaluesmakesthestrongestpos-

siblestatementaboutwhoyouareinthislife.(Boldt1999,242)

Andwhen I doubtedmyself as to whethermy work was “scientific enough” in the traditional

sense,I letmyselfbeencouragedbyKenGergen’snote“Howmuchresearchdoweneed”from

November2013.Inthearticle,hestates:“Weshouldnotabandonallresearchpractices,butwe

shouldearnestlyexplorethepotentialsofreplacingourconcernwith‘whatisthecase,’to‘what


could we achieve together?’”22 This reminder helped me to appreciate both ways of inquiry:

sometimes themoredatadrivenone,whereempiricaldataandclarity indescription ishelpful;

sometimes the more narrative one, where personal stories, reflection and generative inquir-

ing/writingareneeded.

Thischapterwillshareinanarrativewaythedifferentphasesofmyinquiryjourney.

3.1 Clarifyingwheretogo:thepreparationstage

Duringthepreparationstage,thefocuswasindefiningwhereandhowIwantedtotravel–touse

thejourneymetaphoragain.Ideasrangedfromdoinginquiryabouttherolemodelingfunctionof

young,influentialleadersrunningmoresustainablebusinessesinAfricatoconflictsettlementap-

proachesofseniorleadersinfast-growingAfricancountriessuchasNigeriaorGhana.Throughdif-

ferentencountersaswellasduetopracticalconsiderations,itwasmid2013thatIsettledonthe

topicandregionthatIwantedtotravelin–meaningIdecidedon“CSRandLeadershipinSouth

Africa.”

Iwasawarethatthistopicwasstillbroadandwouldrequiremorerefinement. Iwascuriousto

learnmuchmoreabout theacademicandapplied researchaboutCSRandCSR inSouthAfrica,

bothofwhichwererathernewtomyprofessionalportfolio.23Inbrief,CSRmeanstheresponsibil-

ityofenterprisesfortheir impactsonsocietyandenvironment(Williamsonetal.2014,7).Upto

thatpoint,Ihadonlyhadpracticalexperienceasanexecutivemyselfandasanengagedemploy-

eewiththeconsultingfirmMercer,helpingtobuildtheirprobonoactivities,butIhadneverap-

proachedthetopicinamorestructuredway.

For themost current regional information, I resumed contactwith former colleagues frommy

timeworkingatMercedesinEastLondon,SouthAfricain2000andreaddetailsaboutthelatest

developments in thecountry. Inaddition, I approached friendsandcolleagueswhostill lived in

JohannesburgorCapeTowntoheartheirperceptionsabouttheeconomic,socialandpoliticalsit-

uationinSouthAfrica,askingthemabouttheiropinionregardingCSRinSouthAfricaaswell.

With thehelpofDr.Nicolas vonRosty, at that time theCorporateVicePresident forExecutive

DevelopmentforSiemens,IwasabletogetthenameofacontactatSiemensinSouthAfrica.The

22 ThequotecanbefoundontheTaosWebsiteinanotebyKenGergenfromNovember2013:

http://www.taosinstitute.net/Websites/taos/images/DegreeStudentResources/Gergen,_Ken_-_Mirroring_to_World-Making_2014.pdfaccessedagainSeptember2015.Itintroducedatthattimeaworkingpaper.Theofficiallyreleasedandawardedarticleisnowcalled„FromMirroringtoWorld-Making:ResearchasFutureForm-ing“byKenGergen,Taos,2014andcanbefoundontheTaosWebsiteaswell.

23 FordetailsonCSRandCSRinSouthAfrica,pleaseseechapter4and5.


contactpersonwastheHRBoardpersonforSiemensSouthAfrica,CliffordKlaas–whowasalso

responsibleforCSR.WehadseveralphoneconversationsinOctober2013priortomyflightandI

rememberbeingexcitedandcautious.

IwasexcitedbecauseIfeltthatmylearningjourneywasabouttobeginandwegotonwellinour

conversations.ButIfeltcautioustoo,becauseIrealizedthateventhoughwebothcamefroma

corporatebackground,wewereverydifferent–inourculturalupbringing,ourwayofspeaking,

ourideasregardingmyjourneytopic,etc.Thus,Ibecameawareofthefactearlyon,howbiased

anduniqueallmyexperiencesareandhowimportantitwouldbetoalwaysremaincuriousand

openmindedandtrytounderstandfirstbeforebeingunderstood.

MyplanwastofocusonlyonGermancorporations,becauseIassumeditwouldbeeasierforme

tobuildconnections. Ialsoassumeditwouldbehelpfultohaveonevariablethat I“knew,”as I

wassomewhatawareofalltheonesIdidnotknow.Thus,IalsomadecontactwiththeGerman

ChamberofCommercebeforeItravelledtoSouthAfrica. I learnedthat in2012theyhadestab-

lishedaCSRCompetenceCenterandin2009haddoneastudywithaGermandevelopmentagen-

cytoanalyzetheCSRactivitiesofGermanfirmsinSouthAfrica(SouthernAfrican-GermanCham-

berofCommerceandIndustry2010).

IalsobegantoreaddifferentliteratureregardingSocialConstruction(seechapter2)andIwanted

to find out what research methods fit best to Social Construction principles. Therefore, I also

startedtolearnaboutvariousresearchmethods.

Creswell(1998),forexample,givesagoodoverviewofqualitativeresearch.Hedifferentiatesthe

biographical approach versus the phenomenological study versus the grounded theory study,

ethnographyandthecasestudy.Inanycase,thestartingpointconsistsoftwoquestions:whatdo

youwant to findout?What researchmethodwould fit best your inquiry? Yet, at that point in

timemyinquiryquestionwasstilltoounspecifictobeabletosettleonamethod.

AfurtherinquiryapproachstatedbyPeterReasonalsoresonatedwithmealot.Hestatesthefol-

lowing:“…the simplest descriptionof co-creative inquiry is awayof doing research inwhichall

thoseinvolvedcontributebothtothecreativethinkingthatgoesintotheenterprise–decidingon

whatistobelookedat,themethodsofinquiry,andthemakingsenseofwhatisfoundout–and

alsocontributetotheactionwhichisthesubjectoftheresearch.”(Reason1988,1)

Thisapproachwasanappealingonetomesinceitemphasizesaconcerted,collaborativeeffort–

focusingagainnotonthe“inquiryabout”but“inquirywith”attitude.Equally,NicholasMaxwell

(1987,47–48)describes theaimof inquiry“is tohelppromotehumanwelfareandhelppeople


realizewhat is of value to them in life.” This also resonated stronglywithmeandmy inherent

wishtocontribute.

IkeptbrowsingthroughtheliteratureandalsofoundanarticlebyJohnRowan(1981),that–asI

noticedlater–gaveagooddescriptionofwhatmyPhDjourneyultimatelylookedlike:Inthebe-

ginning,Icamefrom“restinginmyownexperience”(Phase1=Being),onlyreadingsomepapers

abouttheinquirytopic,makingupfrontconnections,butsoonrealizingthatyetanothernetwork-

ingattempt,or readinganotherarticlewouldnothelp. Ineededtobecomemoreconcreteand

planthefirstfieldtriptoSouthAfrica(Phase2=Project).Theactualtrips24toJohannesburgmeet-

ingpeople,exploringtheenvironment,conductinginterviews,etc.wereexcitingandstimulating

andhelpedtogettothecoreinquiryonmotivationforCSR(Phase3=Encounter).Atsomepoint,

however I needed to consolidate the learning and share it with people in the field (Phase 4 =

communication). Inmycase, this is sharing the inspirationbooklet forCSRmanagerandexecu-

tiveswhohelpedmeintheveryfirstplace.

3.2 Makingthefirststep–justgo!

InOctober2013, IbookedaflighttoJohannesburgforJanuaryandFebruary2014. Iwouldstay

withmyfriendHeidrunandherfamilywhohadlivedinthecountryforovereightyears.Themain

purposeof this first tripwas to furtherdefineandnarrowmy inquiry topic. Iknew Iwanted to

learnandwriteaboutCSRandLeadership inSouthAfricaandhowleadersdriveand liveCSR in

theirorganizations,yetthetopicwasstillfuzzy.Anadditionalpurposewastore-familiarizemyself

withthecountry,tofeelit,tomakeconnections,tomeetpeopleandtopotentiallyseechanges

comparedtotheyear2000whenIlivedthere.

IlaternoticedhowmuchimplicitknowledgeIhadgainedbystayingwithmyfriends.Ourbreak-

fastconversationsinthemorning,pickingupmagazinesandnewspapersaboutthecountrylying

around in the living room or the various dinner conversations with friends, locals and expats

helpedmetogainabetterunderstandingof thedifferentculture.Heidrunshowingmeandex-

plaining everything that she had learned as a German in South Africa over the years helped a

greatdealwhenapproachingthedifferentinterviewpartners.Italsohelpedtomanagemyexpec-

tationsandcalibratefrustratingsituationsusingwhat I learnedfromtheexperiencesshetalked

about.

24 ThefirsttripwasfromJan.-Feb.2014,asecondtriptookplaceinMay2014


Iwas certainly aware that I had no idea aboutwhat I did not know about the country – even

thoughIlivedforawhileinEastLondonandhadworkedalotinSub-SaharanAfricaandSouthAf-

ricaoverthelastthreeyearsasaconsultant.IalsoknewthatIwouldneverbeableto“learn”the

SouthAfricanmentalityinafewmonths.Thus,nomatterhowmuchIprepared,itwouldnotget

me “ready.” Andwhat does “ready”mean to beginwith?When is someone ready to explore?

Probablyatanymoment–ifyoukeepanopenmindandremainconsciousofyourbiasesandare

willingtoreflect.

Inthefollowing,Iwouldliketoshareaneventwithyouthatdeeplytouchedmeandoccurredin

thefirstweekofmystayinSouthAfricainJanuary2014.

3.2.1 ADefiningmoment:OralhistoryonNelsonMandela

Ichosetoputthisearlyexperienceupfrontbecauseithelpedmetoremembertwothingsgoing

forwardwithmyPhDstudy(andwithmylife)–oneisthatchangeispossible,andthesecondis

thatfaithinhumankindisworthwhile.

Notesfrommydiary:

OnJanuary17,earlyinthemorningHeidruntookmetoabreakfastmeetingatMel-

roseArchShoppingCentre.EveryfirstFridayofthemonth,anon-profitorganization

organizesaninspirationalspeakertodiscussatopicofsocietalconcern.OnFriday

January17,theformersecuritychiefofNelsonMandela,RorySteyn,spokeabouthis

timewithMr.Mandela.Asmallcoffeeshopwasthelocation,whichseatedmaybe20

people.Mostlywhitepeopleattendedthistalk.Onlyoneblackwomanwassittingin

thegroupaswell.Irememberthatitmademefeelabituncomfortableandmaybe

disappointedbecauseIthought,“Hmm,nowonderMelroseArchShoppingCenteris

moreforwhitepeopletobeginwithandhowsadthatwedonothaveabettermixof

therainbownationintheroom.”

Rorywasquiteopeninhisinputandconversationalstyle.Hesharedthatbefore

apartheidhadendedhealsolivedtheapartheidideologyandtrulybelievedthatthis

wasright.Admittingthisinfrontofeveryoneintheroomwastouchingbecausehe

broughtitacrosswithsuchbrutalhonesty,notwantingtocoverupbutshowingthat

learningandchangeispossible.

Afterhehadspokenabouthimselfabitandhowhegrewupduringapartheid,he

sharedthatin1996hetookoverthesecurityservicesforMr.Mandela.Hesharedin


particularoneencounterthathadimpressedhimutterlyandwouldremaininhis

mindaslongashelives.

Mr.Mandelawasknownforhisspontaneity,somethingthatdrovehissecuritycrazy,

becausetheyneverreallyknewwhattoexpect.ThiswasthecaseonMay10,in1994.

ItwasthedayMandelawaselectedpresidentinthemorninginPretoriaand,inthe

afternoon,heflewwithahelicoptertoJohannesburgtogreettheSouthAfricansoc-

certeam,whowereplayingagainstZambiainhonorofMr.Mandela.Itwasim-

portantforMandelatogreettheteams,eventhoughabout100high-levelinterna-

tionalpoliticiansandbusinesspeoplewereexpectinghimforaneveningevent.Thus,

timewastight.

Rorysharedthattheywereabouttogetbackinthehelicopterandthecarwasready

togethimthere.Mandelaallofasuddentoldthedrivertostop.NearbyMandela

hadseenanolder,high-rankingwhitepoliceman–mostlikelyacolonel-andwithout

askinganddespitethesurpriseandangerofthesecuritywhowerewatchingthe

time,hegotoutofthecartogreetthisman.

Thiscolonel,whomostlikelyservedtheapartheidregimeformostofhislife,must

havestaredatMandelarealizingwhowasapproachinghim.WhenMandelahad

reachedthecolonel,hesaidwithhisvoicethatcreatestrustwithinseconds:“Colonel,

Iwouldliketosay,nowthatIampresidentofthiscountry,thereisnoyouandwean-

ymoreandthatyouarenowOURpolice.Thankyouforallyoursupport!”holdinghis

handupforahandshake.

Steynsaidthatthecolonelwassomovedthathecouldnotholdbackthetears.And

forSteyn,itwasoneofthemanymomentshehadsharedwithMr.Mandelawhere

momentsoflivingforgivenessandhealingtookplace.Forhim,hesaiditwasalsoa

momentwherehefeltthatyes,hewouldgivehislifeforhim.

Irememberthesilenceandtheenergyinthecoffeeshopatthatmoment.Iremember

theblackwomanstandingupandsaying,“Ithankyouforyourhonestyandforkeep-

ingMadiba’sspiritalive.”Iremembermytearsandbeingsomovedandenergizedat

thesametimetonevergiveuptoliveforconnectednessandhealing.

WhyamIputtingthisstoryatthebeginningofthischapter?Inasense,thestoryshowedmea

truecomingtolifeoftheAfricanword“Ubuntu,”whichisaNguniBantutermthatroughlytrans-


latesas"humankindness”or,inthelargersense,means"thebeliefinauniversalbondofsharing

that connects all humanity."Andat thismomentUbuntuwasalive in Steyn’s story and forme

equallyas strong, ifnot stronger in thecommentof theblack ladywhostoodupand spoke to

Steyn.

IhaveembodiedthismomentandfeelingandIclearlynoticeitwritingitdownjustnow.Itisrevi-

talizingformewhenmyenergy is lowanduplifting,whendoubtsthreatentoconsumeme.Re-

connectingwith thismomentand the feelingbringsback theenergy toALWAYSkeepgoing for

whatIbelieveinandtobeopentootheropinionsatthesametime.Andtonevergiveuptoen-

courageforgivenessandhealingandthehopethatpeoplecanliveinpeace.Iwanttodothiswith

theutmostpossiblecompassion,strengthandkindness.

OnthisFridaymorning,IalsonoticedsomethingthatcamebackmorethanoncewhileinSouth

Africa. I feltsoalive,not justbecauseof the intenseemotionbutalsobecause I somehow“felt

historytakingplace,”meaningthathistoryisaliveandmoving.Everythingwedomakesadiffer-

encebecauseeverythingisstillveryfluidandformable.IrememberthisinmyGermanupbringing

onlyduringthedayswhentheBerlinwallfell.Irememberthismomentofinstabilityandcreative

destruction.Tome,theSouthAfricancountryisnotasstableandconsolidated,yet.Itisstillinthe

processofbringingtherainbownationalive.

Fig.4: HandprintofNelsonMandelaaswellasapaintingofhisviewfromhiscell

Source:LegacymagazinesUK,editionDecember2014,page44/46

3.2.2 FirstvisittoSouthAfrica:Sharpenthetopicandapproach

forconversations

AfterIhadarrivedinSouthAfrica,myplanwastofirstmeetwithalltheCSRmanagersofselected

GermancompaniesinSouthAfrica(Mercedes,Bayer,Siemens,VW,BMW)tobetterunderstand


theirsurroundings,activitiesanddailyhurdlesaswellastoalsoco-definewiththem,whatkindof

inquirysubjectwouldbemostbeneficialtothemandtheirwork.

Inasecondstep, Ihopedthat theywouldconnectmewithselected leaders in theircompanies

whomIcouldinterviewaswell.

MyapproachfortheconversationwiththeCSRmanagerswastouseasemi-structuredinterview

questionnaire.AfteroneofthemanyhelpfulconversationswithJohnRijsman,Idecidedtobase

thequestionsontheprinciplesof‘appreciativeinquiry’(Fig.5)andthestepsofdefinition,discov-

er,dream,design,deliveraccordingtoCooperrider,WhitneyandStavros2008:

Fig.5: PrinciplesofAppreciativeInquiry

Source:AnnetteThumbasedon(Cooperrider,WhitneyandStavros2008)

Iwantedtheinterviewtobestrengths-basedandenergizing.Iwantedtofocusonco-creatingfu-

ture imagesofCSRhelpingtoovercomethehurdles that theremaybe. Iwantedto learnwhat

SouthAfricancompaniesweredoingwellinthesphereofCSR,whatwasworkingforthem,what

energizedthem,whatgavehopeandwhattheysawasapromisingfutureforCSR.OftenCSRis

associatedwithgloomyfactsandstories(CollinsandAyantunji2011;Speth2008),whicharelikely

toelicitapessimisticmood.Therefore,Iwantedtofocusparticularlyonthepositivecoreanden-

ergythathelpstomoveCSRforward.MyquestionsfortheCSRmanagersarelistedbelow(Fig.6)

andweresupposedtoserveasaguidelinefortheconversation.However,beforeIreachedoutto


them, Iwanted toconnectwithCordeliaSiegert25who runs theCSRCompetenceCenterof the

GermanChamberofCommerceandseekheradvice.

Fig.6: InterviewQuestionsforCSRManagers

No Question AI

1 What do you associate with Corporate Social Responsibility (CSR) when

youheartheterm?WhatisyourdefinitionofCSR?

Define

2 WhenwasthefirsttimeyouencounteredCSR?Inwhatway? Discover

3 WhatmadeyouchooseCSRasyourprofession? Discover

4 Towhatextentwouldyousayisyourcompany’sCSRapproachstrategic? Discover

5 WhatoneortwoCSRexamplesandcasesareyouproudoffromyouror-

ganizations?

Discover

6 Whatcouldyoudo/areyoudoingtopromoteCSRintheorganization? Dream

7 What are leadership characteristics/behaviors that support a CSR ap-

proach?

Dream

8 WhatdoyouthinkispossiblewhenitcomestoCSRinyourorganization,

whatcouldbeanidealfuture,whatbestpracticeswouldyouwanttosee

implemented?

Design

9 Whatcouldgetinthewayofrealizingthisvision? Deliver

10 Howcouldyouovercomethesehurdles? Deliver

(11) IfyouwouldhavetorateyourorganizationonitsCSRperformanceover-

all,howwouldyourateit?(scalefrom1-10,10beingthebest)

N.A.

Source:AnnetteThum

25 ImetwithCordeliaafewtimesduringmyfirstfieldtripinJanuary/February2014.Wealsostayedincontactpriorto

myreturninMay2014.Herdown-to-earthapproachwasalwaysagreatcalibration.


3.2.3 ConversationswithCSRmanagersandselectedleaders

OnJanuary15,2014,myfirstconversationwithCordeliaSiegerttookplace.Ipreparedforitwith

abrainstormlistofquestionsbutmainlywantedtolistenandlearnfromherexperience.Someof

myquestionsincludedthefollowing:

• WhatisyourexperiencesofarwiththeCSRCompetenceCenter?

• WhatisyourfuturehopeforCSR–whatdevelopmentsdoyouforesee?

• WhatCSRdoyou/theGermanChamberofCommercehavethatyouneedresearchon?What

couldbeworthwhiletopics?

• WherewouldIfindthebestliteratureonCSRinSouthAfricaaswellaskeydata?

• WhatSouthAfricanuniversityismostprominentforCSRresearch?Oranyotherorganization,

e.g.,NBI?

• HowdoyouseeBBBEEhelpingorhindering?

• HowdoyouworktogetherwiththeCSRrepresentativesinGermancompanies?Howcouldyou

helpmecontactthem?IwouldlovetorunaworkshopwiththeCSRrepresentatives–inwhat

waycouldwecooperate?

• Doyouknowexecutiveswhoarewillingtoparticipateinastudy?

• Anyotheradvice,anytacitknowledgethatmaybeuseful?

Heranswerswereextremelyfrank.Shealsomademyexpectationsmorerealisticasfaraswhatto

expectfromtheCSRCompetenceCenter.First,shetoldmethatsheonlystartedthejobaboutsix

monthsagoandhadnotyetimmersedherselfintheCSRsubject.Shealsoexplainedtomethat

theChamber is not putting toomuch focus on theCSRCenter, becauseother things aremore

pressing, such as certain legislation changes that are influencing the business environment for

Germancompanies.

SinceCordeliaisbyeducationalawyer,shewasassignedtoworkonmanyotherprojectstaking

herfocusawayfromtheCSRsubject.Nonetheless,shehadbuiltagoodrelationshipwiththeCSR

manager communityby conductingquarterlymeetings.Weestablisheda verynice relationship

thatcontinuedtobuildovertimeand,thankstoher,IwasabletocontactselectedCSRmanagers

inaneasy,informalway.

AftertheconversationwithCordelia,IdecidedtofirstsendtheCSRmanagersaninformalemail

(Fig.7)ratherthantheinterviewquestionnaire–afterCordeliahadsentanintroductionofmeto

them.


Fig.7: InformalemailtoCSRManagers(2014)

Dearxy,

CordeliaSiegertfromtheCSRCompetenceCenterwassokindtogivemeyourcontactdata-thank

youCordelia!

Allowmeintroducemyselfbriefly:

MynameisAnnetteThumand,inadditiontomyregularjob,IamwritingaPhDonCorporateSo-

cialResponsibilityinSouthAfrica(ForyourinformationIhaveattachedabriefbio).

ThePhDprogramiswiththeUniversityofTilburgintheNetherlandsandtheTaosInstituteinNew

Mexico,US.ItisaPhDdesignedforpeoplewhohavealotofworkexperienceanditshouldservea

practicalpurposeinadditiontomeetingacademicrequirements.Currently,IaminSouthAfricafor

aboutfourweekstotalktoCSRexpertsinthefieldandidentifyexactlywhatresearchtopicscould

beofvaluetopractitionersinthatarea.

ThisisalsowhyIamreachingouttoyou.

IwouldbedelightedtomeetwithyouforlunchoratyourofficetotalkaboutyourCSRactivities

andinterests.

Intheeventthatyouhavetimeandinterest,Iamquiteflexiblewithmyschedule.

ThankyouinadvanceandIlookforwardtohearingfromyou.

Kindregards,

AnnetteThum

Source:AnnetteThum

Thiswasagooddecision,becauseInoticedearlyonhowimportanttrustandconnectionisinthis

strained post-apartheid country. In retrospect, I think I would have “scared” or overburdened

someconversationpartners.Itcouldhavebeenperceivedas“formal”and“interrogation-like”,as

toochallengingortoomuchtopreparefor–knowingthequestionsupfront.Inretrospect,Ican

say that if I had chosen themore formalway, fewerCSRmanagerswouldhavebeenwilling to

meetupwithme.

InallmyinterviewswiththeCSRmanagers,Inoticedaninitialskepticismandcautiousness.AsI

knowfromtheGestaltapproach,itisallaboutcontactandconnectionandnotonlyinthebegin-


ning!Ortousesocialconstructionlanguage,it isnotinquiryaboutsomeonebutwithsomeone.

ThisiswhyIdidnottapetheconversationsandalsotriednottowritemuchduringtheconversa-

tionbuttotrulystayfocusedontheperson.Intheend,Ialsoaskedmyquestionsnotinanyor-

der, yet in away that fit the conversation and allowedmore trust and relation-building rather

thandatacollection.Ialsoskippedsomeofmyquestionscompletelyandalwaysaddedonemore

byaskingmyselfwhatinquirytopictheycouldmostbenefitfrom.

Inthenextfiveweeks,fromJanuary13throughFebruary9,2014,IhadmeetingswithCSRman-

agersfromvariousGermancompaniesasFig.8lists:

Fig.8: InterviewlistforCSRManagersworkingatGermancompaniesinSouthAfrica

Name,Function,Company,InterviewDate

BeautyJack,CSRCoordinatoratMercedes,January27,2014

EsterLange,CSRManageratBMW,January28,2014

TasnienPatel,CommunicationandCSRManageratBayer,February6,2014

EmilyMolefe,CSRManageratSiemens,February7,2014

NobuntuLange,CSRManageratVolkswagen,February7,2014

Source:AnnetteThum

Inaddition,ImeteightotherlocalexpertsandleadersinJohannesburgandCapeTown(Fig9).I

wantedpeoplefromdifferentbackgroundsandfieldsinordertoobtainadiverseandbroadover-

view–amongthemwereuniversityprofessors,foundationheads,consultants,legalandHRpeo-

pleandafewexecutives.


Fig.9: Overviewoflocalexpertconversationsconductedformyinquiryjourney

Person Company Day ConversationTopic

RolfWeber,Executive

(German)

MunichRe,Johannesburg January20,

2014

WhatdoesCSRmeanfora

lineleader?

RalfFranke,GeneralMana-

ger(German)

Kühne&Nagel,Johannesburg January21,

2014

WhatdoesCSRmeanfora

lineleader?

AmrikaAbrahams,Legal

Counselor(SouthAfrican)

Avanade,aMicrosoftundAc-

centurespinoff,Johannesburg

January24,

2014

BBBEErulesanditseffecton

CSR

JochenLuckscheiter,Inter-

nationalPoliticsProgram

Manager(German)

HeinrichBöllFoundation,

CapeTown

January30,

2014

CSRinSouthAfrica–focus

onCSRInvestment

Prof.ArnoldSmith(South

African)

UniversityofStellenbosch January31,

2014

Researchstatusregarding

CSRinSouthAfricaandRe-

searchsupportattheuniver-

sitylibraryatStellenbosch

RentiaMüll,CEO

(SouthAfrican)

ScientrixConsultancy,Johan-

nesburg

February4,

2014

TheintersectionbetweenHR

andCSR

ClaudiaMummenthey,

ManagingDirector(Ger-

man)

MCMSkillsConsulting,Johan-

nesburg

February7,

2014

SkillsDevelopmentandCSR

SteveBluen,HeadofBusi-

nessSchool(SouthAfrican)

HeadofWitsBusinessSchool,

Johannesburg

February7,

2014

CSRandLeadership

Source:AnnetteThum

Thepurposeofthisfirstroundofmeetingswasthefollowing:

a) ToexplorethecurrentCSRlandscapeinSouthAfricawithitsspecificities,needsandpoten-

tialsforthefuture

b) To identifyabeneficial inquiry topic thatCSRmanagerscouldbenefit fromandco-create

with

While IhadapproachedtheCSRmanager interviews(particularly inthebeginning)withamore

structuredinterviewapproach,Iconductedtheinterviewswiththeotherconversationpartnerin

anopenandunstructuredinterviewapproach.26MytriptoCapeTownwashelpfulaswell,noton-

lybecauseIhadthechancetomeetProf.ArnoldSmittherewhoisoneofthemajorSouthAfrican

26 Ihadstartedalsowithalistof18interviewquestions,butletgoofthem,becausetheconversationsjustneeded

more„freedom“.


academiccontributors intheCSRfield,butalsobecause Inoticedthat littleof theCSRmaterial

thatIfoundatStellenboschisavailableonlineandwantedtocheckouttheliteratureonsite.The

locallibrarianwaswonderful–beingsosupportiveandhelpingmetofindthelittletherewas.27

IamverygratefulforalltheencountersIhad(someofthemarenotlisted,becausetheywerenot

extendedconversations),becauseeachconversationandconnectionhelpedtoenrichmyunder-

standingofCSRinSouthAfrica,theconclusionsofwhichareprovidedinchapter5.

3.2.4 ResultSummaryfromconservationswithCSRmanagers

IfeltalltheCSRmanagersImetweredeeplycommittedandgenuinelywishedtomakeadiffer-

ence,despitetheircautiousness.SometimesIcouldhearabitoffrustrationinbetweenthelines,

becausetheyfelttheycouldnotcreatetheimpacttheywouldliketomakeandarenotinaposi-

tionofauthoritytodecide,yethavetorelyontheir influencingskillsandthegoodwillofsenior

executivedecisions. Sometimes they said theywished theyhadabitmore trainingandprofes-

sionalexchangeonCSRthemesforthemselvesaswell.28

Inoticedthatall theCSRmanagers Ispokewithwerefemale,allblackorcoloredandall inbe-

tween30-45yearsold.TheCSRmanagementpositionseemedtometobeoneofthoseclassical

positions inaSouthAfricanorganization tobestaffedwithblack females–maybetoserve the

BBBEEratio?

WhenspeakingtotheCSRmanagers,Ialsosensedacautiousnessanddeliberateattempttofol-

lowcompanyprocedureandjargon.Mostofthemavoidedbringingintheirownopinion.Icanon-

lyguesswherethiscautiousnessoriginates.Maybeitistriggeredfromtheclassicalbigcorporate

“follow rules and procedures” mentality; maybe it is a “left-over product” from the apartheid

times,ormaybeitwassimplythefactthatwedidnothavetimetoreallybuildatrustingrelation-

ship.Oneladywasanobviousexception,withamoreseniorbackgroundandalongcompanyhis-

tory.Shecameacrossasdirectandoutspokenandwasobviouslyextremelyintrinsicallymotivat-

edforCSR–thusalsohadastrongopinionandalotofideasanddreamsaboutit.

27 IfoundmainlyMasterThesesontheCSRtopicandmanyofthemratherbasicandfromtheearly2000s.28 TalkingtotheCSRmanagerandrememberingmyownworkingexperienceinEastLondon,Ioftenbecameaware

howdifferentourmentalmodelsare.


3.2.5 Firstresults:Define,Discover,Dream,Design,Deliver

WhatdidIlearnfromtheseone-hourface-to-faceinterviewswiththeCSRmanagersbasedonthe

appreciativeinquiryapproach?Iwillstructuremylearningfollowingthestepsofdefine,discover,

dream,designanddeliverandbrieflysummarizethefindings29.

Define:

RegardingthedefinitionofCSR,itbecameobviousthattheterm

CSR in all the conversations carried thenotionof givingback to

society,ofcontributingtothebettermentofthe localcommuni-

tiesthroughvariousprojectsinhealth,education,economics,etc.

Alltheintervieweesclearlygaveamoreexternallyorienteddefi-

nitionofCSR,whichaccordswiththefindingsfromtheliterature

aboutCSRandSouthAfricawhereCSR is seenas the“ArtofGiving.”30The internalCSRview–

meaningwhatacompanycoulddotooptimizetheirownvaluechain–washardlymentioned.In

termsoftheCSRmaturitylevel(seechapter4.1),thecompaniesrankmoreonlevelone,whichis

thephilanthropicfocus.

IalsonoticedthatthetermCSRwasnotusedconsistently;someCSRplayerspreferCSI–because

it is about the external investmentof a company to “makepeople’s life better” as Ester Lange

fromBMWquotesANC.SheseesCSRasmoreinwardfocused,whereasothersCSRmanagerdid

notdifferentiatebetweenCSRandCSIatall.

Discover:

The next questions focused on “discovering,” meaning what

giveslifetoCSR?Itwasveryobviousintheconversationsthat

allthe intervieweesfeltproudandprivilegedtowork inthese

jobs.Somewhowerenotonly leadingCSRbutalsocommuni-

cationsdidnotseemtohavesuchastrongattachmenttothe

CSRtopic;maybetheysimplyneededtodividetheirbusinessattentiontovariousfields.Almost

alltheCSRmanagersmentionededucationprojectsastheonestheyfeltmostconnectedto.Nel-

sonMandelahadalwaysemphasizededucationasa focus.AndeventhoughSouthAfricaranks

29 ForamoredetailedsummaryoftheCSRmanagersinterviewspleaseseeappendix.30 FormoredetailsonCSRdefinitions,pleasereadchapter4.1onCSRandchapter5specificallyonCSRinAfrica.


numberthreeamongsttheAfricancountrieswithaliteracyrateof86%,31thereisstillalottodo

intermsofhigherlevelsofeducation.Intheinterviews,thisneedforabettereducationcreated

obvious energy and enthusiasm among the CSRmanagers. One lady also said that she ismost

proudoftheprojectsthatsheismostinvolvedinandconnectedto–andaswewillseelaterin

thischapter–connectivitycountsasthestrongestmotivationaldriver.

Dream:

When I posed the questions about what they could do or

leaderscoulddotodriveCSR,Imainlyreceivedthereplyto

the first focussaying that theycouldsupport themthrough

awareness increase, personal connections and training. It

was interesting to see later that all the leaders’ “desirable

behaviors”thatwerementionedbytheCSRintervieweesarealsodescribedintheacademicliter-

atureaspresentedinchapter6onLeadershipandCSR.

ThefollowingarethecommentsbyCSRmanagersregardingdesirablebehaviorofleaderstodrive

CSRintheorganization:

• Seeitasastrategicbusinesstopicandnotjustanaddon/nicetohave

• EncouragedialogueaboutCSRamongemployees,e.g., instaffmeetings(motivatethem

topursueCSRaccordingtotheirindividualinterests)

• Beinvolved(throughvolunteerism)

• Becaring

• Begoodatchangemanagement

• Coachandguide

• Befairandcourageous

• Sharecompanyvalues

• ShowcontinuousengagementforCSR

MakingCSRastrategicbusinesstopicwasmentionedmostoften;onewomanevensaidthatshe

wantshercompanytobeknownfortwostrategiccorebusinesses:a) forproducingworldclass

carsandb)forproducingworldclassCSR.

31 SouthAfricaranksnumberthreebehindZimbabwe(90%)andEquatorialGuinea(87%)–Overviewpublishedin2013

–seewebsitehttp://theafricaneconomist.com/ranking-of-african-countries-by-literacy-rate-zimbabwe-no-1/#.Vn6uBGAXTPQaccessedDecember2015


Design/Deliver:

During the interviews, Inoticed that thequestionon the ideal

future and best practices (design) somehow blendedwith the

“deliver” questions concerning hurdles for CSR and how to

overcome them (vision for CSR). Thus, I combined them. The

answerstothequestiononhurdleswerethefollowing:

• Selfishnessofindividuals

• SeeingprofitasmoreimportantthanCSR

• DisinterestinCSR,seeingitastickingthebox

• Notfollowingthestated(CSR)vision

• NothavingadedicatedCSRdepartment

• Poorsupportfrommanydifferentsides,e.g.topmanagement

• ToofewCSRresources(staff,money,etc.)

• PoortonocommunicationaboutCSR

Andwhatcanbedonetoovercomethesehurdles?Whatistheirvision?Whatactionscanbetak-

entomakeCSRmoresuccessful?Thatwasmyfollowupquestion,andtheiranswerswere:

• Fosterstrongerexecutivecommitteeinvolvement

• BuildamorestrategicconnectionbetweenCSRtopicsandbusinesstopics

• FocusonmeasuringCSRimpact

• HaveCSRmaterialfortraining,somethinginspiringthatliftsleadersup

• Focusonruralcommunitiestokeepkidsoutofthecities

• HaveadedicatedCSRcommitteemadeupoflinemanagers

• Carryoutfewerprojectsbutwithmoreimpact

• Offermorevolunteeringprojectsforleaders

• Buildmore connections fromCSRDepartment toother functions, e.g.HumanResource

Department

• Supportandcollaboratewithlocalchampions

• SeeanduseBBBEEasa(legal)framework

Readingthroughthissummary,Iamnotsurprisedtosaythatallthesepointscanbefoundinthe

academicresearchonCSRaswell(seeChapter4onCSR).Theseconversationsstronglyconfirmed

thegeneralresearchfindingsonbenefits,hurdles,bestpractices,andhelpfulleadershipbehavior

forCSR.TheyalsorelateandoverlapwithresearchfindingsonCSRinSouthAfrica(seechapter5


onCSRinSouthAfrica)inspecific,e.g.,thatBBBEE(Broad-BasedBlackEconomicEmpowerment–

alegal,yetnon-bindingframework)alwaysplaysatleastanimplicitroleasaCSRdriver.Theyalso

confirmthatcreatingaCSRstrategyandmeasuringimpacthasreceivedmoreattentioninthelast

fiveyears,eventhoughCSRinSouthAfricaisstillmoreaboutspendingmoneyandinitiatingpro-

jectsthatsupportlocalcommunities.

Reflections:

AlltheconversationswiththeCSRmanagersgeneratedanoverview,adeeperknowledge,asense

andfeelingfortheCSRsurroundingandthelandscapeIwasfocusingonindoingmyPhD.Ialso

realizedlaterthatallbooks,papersandarticlesonCSR(inSouthAfrica)becamemoremeaningful

and real formebecause Ihadheard theacademic findings “live”before, connectedwithemo-

tionsandfirsthandexamples.Thus,formetheseinterviewswerereallyhelpfultoimmersemy-

selfintheSouthAfricanCSRlandscape.

However, Idonot think that theseconversationschangedmuch formy interviewpartners.We

metonlyonceortwice,whichisnotenoughtoactuallymakeadifference(together).Iremember

makingacloserconnectionwithtwowomenwhowereinspiredtoknowmoreaboutCSRbeyond

theirdailyoperativeprojectmanagement,butbecauseofpracticalcircumstances,Ifailedtostay

intouchwiththemonamoreregularbasis.

Thus, Iam looking forwardtosendingallof themthe final“Inspirationbooklet”asa thankyou

andinvitationtoadd,changeandcontribute.Itwillseemlikealongtimeforthem–2.5yearsaf-

terourconversationstookplace.Butthisishowlongmyjourneytook.Eventually,Imightflyto

JohannesburgagaintocreateaclosingworkshopwiththeCSRmanagers.CordeliaSiegerthasal-

readyofferedthattheCSRCompetenceCenteroftheGermanChamberofCommercewouldded-

icateoneoftheirquarterly“CSRManagerGetTogethers”toreviewtheresultsjointlyandfurther

optimizethebookletmaterial.IamconsideringthistripinJune2016–theresultshowever,will

notbepartofthisthesis.


3.2.6 ResultSummaryfromselectedleaders’conversations

Fortheconversationwiththeothereight interviewpartnersIkept–asalreadymentioned–an

openinterviewstructure,nottapingorscribblingnotesthroughouttheconversation,butsimply

beingpresentandcurious,notingwhatIlearnedrightafterwehadspoken.

Fig.10: LearningSnippetsfromleaders’interviews-

CommentsenrichingmyunderstandingforCSRinSouthAfrica(SA)

Source:AnnetteThum

HR#and#CSR#should#work#together#much#closer#together;#they%could%win%more%BBBEE,%together%they%could%go%for%up%skilling%their%own%employees,%together%they%would%be%much%more%efficient.%Currently%both%of%those%func<ons%are%quite%underdeveloped%in%South%Africa.%I%say%that%as%a%South%African%who%lived%in%the%German%corporate%world%for%a%while,%thus%knowing%enough%to%compare.% What#is#the#ROI#of#CSR#–%show%me!%

We%s<ll%have%high#unemployment#rate#par<cularly%%among%young%people%that%is%scary.%

Talent#recrui?ng#is#important#for#CSR#–%we%need%to%invest%in%young%and%talented%people%to%keep%them%in%the%country%–%this%is%how%we%ensure%growth%

CRS,#äähhh#Corporate#what….,#CSR,#äähhh#–#what#to#you#mean…?!?!#

We%had%and%have%a#well#organized#finance#ministry#–%and%the%leading%minister%(Nhlanhla%Musa%Nene%was%at%that%<me%the%finance%minister)%is%the%only%one%who%is%holding%back%against%Zuma.%

Money#makes#the#work#go#round#here#–%business%comes%first,%if%you%like%it%or%not.%CSR%is%something%that%you%do,%when%you%are%economically%stable.%

BBBEE#is#not#helping#but#hindering#–%a%few%get%really%rich,%but%the%poor%do%not%get%richer.%The%BBBEE%quota%brings%uneducated%people%into%leading%posi<ons%being%totally%overstrained%and%taking%bad%management%decisions.%Fron<ng%is%a%consequence%–%you%hire%black%people%but%let%white%people%do%the%work%in%the%background.%

Here#in#South#Africa#only#the#first#squad#of#leaders#aOer#apartheid#showed#true#leadership#and#had#integrity,%now%it’s%gone%and%you%see%the%country%loosing….%(Note&Dec&2015:&Just&recently&President&Zuma&had&released&two&Finance&minister&within&two&weeks&without&solid&explanaAon,&which&caused&massive&turbulences&in&the&(stock)&markets.&(there&is&the&twiGer&account&“Zuma&must&fall”&–&certainly&biased&but&clearly&proposing:&South&Africa&has&a&leadership&lack...)&

One#CSR#ac?vity#could#be#to#introduce#the#“Duale#Bildungssystem”,%so%that%young%people%do%have%an%alterna<ve%to%university.%Currently,%either%you%study%or%you%do%not%have%a%qualified%degree.%Why%not%offer%an%appren<ceship%path?%%

The%skill#level#here%in%South%Africa%is%to%say%the%least%basic.%Leadership%training%is%also%not%yet%well%spread%out,%so%if%you%thinking%about%CSR%training%for%leaders%you%are%so%far%out%–%I%would%say%too%far%out….%

South%Africa%is%s<ll%ruled%from%tribes,%not#enough#incen?ves#for#investors!#

BBBEEE#forces#companies#to#invest#into#training#and#skills#development%–%that%is%great.%We,%e.g.%need%to%invest%3%%%of%our%revenue%into%skills%development%if%we%want%to%get%our%BBBEE%points%and%be%disadvantaged%businesswise.%%

If#you#really#want#to#change#leadership#behavior#in#favor#of#CSR#then#you#need#to#introduce#incen?ve#that#support#CSR#KPIs.#This#is#when#you#show#as#a#firm#that#you#are#serious#about#it.#

The#essence#from#8#interviews#adding#to#the#

economic#picture#of#SA#and#the#picture#of#CSR#


Thesummaryoftheaboveisasfollows:• InSouthAfrica,moneymakestheworldgoround!

• TheeconomyinSouthAfricaisnotdoingverywellrightnow.

• ThelegalregulationBBBEEishelpingandhinderinggrowth.

• SouthAfricahascurrentlyalackofleadership.

• HRandCSRdepartmentsneedtoworkbettertogethertosolvetalentissues,skillsissues

andeducationissuesingeneral–theycanearnmoreBBBEEiftheydoso.32

• LineleadersoftendonotknowwhattheacronymCSRstandsfor.

• CSRwillonlybemoremeaningfulforleadersifitisconnectedtoincentives.

Since the above-listed quotes are partly one-off comments from individuals, I did not want to

evaluateorjudgethemorsortthemintofurthercategoriessuchaseconomicaldimension,orpo-

liticaldimensionetc.Themainbenefitwasthattheyallhelped–asdidthecommentsfromthe

CSRmanagers–toaddtomyunderstandingofSouthAfricaandCSR,whichIdescribeinmorede-

tailandvariousdimensionsinchapter5.

Thus,onepurposeofthisfieldtrip–toexplorethecurrentCSRlandscapeinSouthAfricawithits

specificities,needsandpotentialsforthefuture–Ifeltwassuccessfullyachieved.Ihadreceiveda

greatoverviewoftheCSRsituationinthecountryandhadbeenabletobuildconnections.

Thesecondpurpose,however,toidentifyabeneficialinquirytopicthatCSRmanagersandleaders

couldbenefitfrom–andco-createwith–hadnotbeenachievedatall.Iassumethereasonsfor

thiswerethefollowing:Firstly,someinterviewpartnerssimplysharedthattheyhadnoidea;sec-

ondlysomesharedtopicsIclearlywasnotabletohandlewithoutlivinginthecountryforamini-

mumofoneyear(e.g.,impactmeasuringofcertainCSRprojects);thirdly,someofthetopicsof-

fereddidnotpiquemyinterest,e.g.,simplycreatingabenchmarklistofsuccessfulCSRprojects

acrossSouthAfrica.AndIknewIneededtobeexcitedandenergizedaboutatopicaswelltofin-

ishthePhDthesis.So,IwasawarethatinmysecondfieldtriptoSouthAfricaIneededtobealot

more focused and approach my interview partners with a specific inquiry question that I still

neededtofind.

32 Thisphenomenonbecameobviousaftermanyconversations.Thus,Iputasuggestiontogetheronhowacollabora-

tionprojectbetweenHRandCSRcouldlookliketomaximizeBBBEEEpointsandserveCSCRandHRatthesametime.IpresentedittodifferentCSRmanagerswhohadanexplicitinterestintheidea.Myhopewasthatthisideacouldbecomeagoodresearchproject,yetitnevertookoff.Therefore,Iamnotgoingtodescribeitindetail,butjustadditasappendix8foryourinformation.


Reflections:

Lookingback,IthinkstartingtheinquirywiththeCSRmanagersincludedprosandcons:thepros

werethatIgotapicturefromthegroundandgrassrootsCSRwork.Iwasabletohearwhatthe

dailyoperative struggleswereand thus Ihadadifferentandmore realisticperspective reading

theacademicliteratureonCSRinSouthAfrica.TheconswerethatIfeltIhadmaneuveredmyself

intoaveryformalcorporateprocess,nowhavingtogetofficialpermissionfromtheCSRmanag-

ersforpotentialfurtherexecutiveinterviews.

Ialsounderestimatedthetrustbuildingtimeaswellassomeculturespecificdifferences,suchas

theSouthAfrica“outofsightoutofmind”mentality;promisestopeopleyouarenotcloselycon-

nectedwithdonotmeanmuch.Thus,afterIwasgone,itwashardtogetresponsesbackandto

seriouslyprepareforthesecondtripasIhadplannedto.

Ialso remember that Ihad todealwithmyown frustration rightaftermyreturn fromthe first

trip,becauseIhadnotcomeasfarasIwantedtocome–meaningIwasstillunclearwhatabene-

ficialinquirytopiccouldbe.Thus,IknewthatIhadtocomebacksoontonotlosemomentumand

startplanningthereturninMay2014.

3.3 Goingagain-thesecondfieldtrip

Inbetweenthefirstandthesecondfieldtrip,Ifocusedalotoncontinuingtheliteratureresearch,

particularlyinthefieldofCSRinSouthAfrica.IalsocontinuedtoworkinmyconsultantjobwhileI

stayed in touchwithCordeliaSiegert fromtheGermanChamberofCommerce.Wehadagreed

thatformysecondvisitIwouldapproachtheCEOsofthemajorGermanfirmsinSouthAfricaand

theGermanChamberofCommercewoulduse theirnetwork to connectme–keeping theCSR

managersintheloop.Thus,Ipreparedanoverviewofmyinquiryinterestandthequestionnaire

andsenditofftoCordeliabyApril2014,soshecouldforwardittotheCEOs.33

Before I tookoff inMay2014, Ihad tried to reachCordeliaa few times, yetwealwaysmissed

eachother.Myemailsalsodidnotseemtoreachher.SinceIhadbookedmyattendanceatthe

mostimportantSouthAfricanCSRconferenceonJune3and4th2014,IwasgoingtogotoJohan-

nesburganyways,nomatterifweconnectedbeforehandornot.Ihopedthatshehadsentoffthe

CEOinformationupfrontbutwasnotsure.

33 Seedocumentinappendix9.


WeconnectedaweekbeforeIleftandshepromisedtosendtheletters.Wealsoarrangedafirst

meetingonMay27toupdateeachother.Duringthismeeting, I learnedthat IshouldmeetMr.

Boddenberg, theDirectorof theGermanChamberofCommerce, so thathe couldapprove the

lettersthathadtobesentoff.

MymeetingwithMr.BoddenbergonlytookplaceonJune2ndandIknewalreadythatmostlikelyI

wouldseenoneoftheCEOspersonally–sinceIhadtoflybackJune6th.Phonecalls–thatwould

havetodoit!

Iused thesecond field trip to revisit twoof theCSRmanagers fromSiemensandBMW, just to

stay in contact. In addition, I met with the foundation head of the Konrad Adenauer Stiftung

(KAS),HolgerDix.TheKASisapoliticalfoundationcloselyassociatedwiththeChristianDemocrat-

icUnionofGermany(CDU).Freedom,justiceandsolidarityarethebasicprinciplesunderlyingthe

workof theKAS.Next to the implementationand furtherdevelopmentof SouthAfrica'smulti-

partydemocracy,KASistryingtoenhancetheparliament'scontrolfunction,thesupportoffeder-

alstructures,thefosteringandmonitoringofregionalintegrationprocessesandthepromotionof

civilsociety.34Thus,IwascurioustohearfromHolgerabouthisimpressionsofCSRinSouthAfrica

andhowtheGermancompanieswerehandlingitfromhispointofview.

Duringourconversation, itbecameclearthatCSRwasnothismainfocus,yetherecommended

twointerestingcontactpartners,MariliseSmurthwaite,aProfessorforEthicsandBusinessatthe

Department of Applied Ethics andPeace Studies at theAugustine College in Johannesburg and

Gerhard Papenfuss, the Chief Executive of the National Employers’ Association of South Africa

(NEASA).Mariliseand I connectedabit later toenjoya livelydiscussiononBusinessandEthics

and I learned that her conviction is that CSR should be conductedwithout any benefit for the

companyinmind.

IalsometwithUlliNeuhoff,theheadofthebiggestGermanpublicTVstations,ARD(Arbeitsge-

meinschaftderöffentlich-rechtlichenRundfunkanstaltenderBundesrepublikDeutschland–Con-

sortiumofpublicbroadcasters inGermany) inSouthAfrica. I foundourconversationinteresting

because I learnedthatARDdoesnothaveanymandatetopromoteor reportaboutCSR inany

way.UlliNeuhoffsaidtheonlythingthathedoeswithhisveryfewinternationalandlocalpeople

istoensurethathisleadershipstyleisasfair,open,appreciativeandtolerantaspossible.Other-

wise,allhisorganizationisfocusingonistheproductionofTVformatsforSub-SaharanAfrica.

34 SeeKonradAdenauerWebsiteforSouthAfrica.http://www.kas.de/suedafrika/en/about/accessedDecember2015.


Lastly, I connectedwith ChristopherMcCreanorwho runs the training at the Customer Service

andDevelopmentCenterforAmazoninCapeTown.DuringmyliteraturescanIhadlearnedthat

heisintheprocessofwritinghisPhDattheUniversityofAmsterdamaboutCSRpractitionersand

weexchangedourexperiencesoverthephoneonhowchallengingit istogetintouchwithCSR

expertsandgetthemengagedtosharetheirthinking.He,beingaSouthAfrican,hadtriedtodo

onlineresearchon“AcurriculumframeworktowardstheeducationaldevelopmentofCorporate

Social Responsible (CSR) practitioners in South Africa” encounteringmajor response problems,

whichgavemeagoodsanitycheckabouthowdifficultitistoengagepeople.Healsostatedthat

inhispointofviewSouthAfricaistenyearsbehindtheCSRstrategyofUSandEuropetryingto

catchup.

So here Iwas in themiddle ofmy second field trip thatwas designed to carry outmy second

roundof interviewswithexecutives,butnothinghappened. June3and4, 2014 cameand I at-

tendedtheTrialogueconference(seehttp://trialogue.co.za),themostwell-knownmeetingplat-

formforCSRinSouthAfrica.Beingthereboostedmyenergyandmotivationbeforereturningto

Germany.AfewhighlightsfromtheconferencehelptounderstandwhythetopicofCSRinSouth

Africaissorelevant.

Iwasimpressedwiththesizeandthediverseaudienceoftheconference.NexttoNGOsandgov-

ernmentalplayers,manySouthAfricanandinternationalcorporateplayersmadeuptheapprox-

imately500representativesattheconference.Tomeitwasachancetonetwork,eventhoughwe

wereallquitebusyrunningfromonemeetingtothenext.ThefiveworkstreamsonEngagement,

Vision,Diversity,EconomicFreedomandResponsibilityofferedmanydifferenttopics.

Onehighlight formewas theworkshopon “Sharedvalue.” Iwas curioushowMichaelPorter’s

conceptwasdiscussed in SouthAfrica. Thepaneldiscussions showedmehownewand foreign

thisconceptstill is–most likelynotonly inSouthAfrica,yetparticularly there,becausephilan-

thropicgiving isstill intheforeground.Thesessionsummaryconcludedthat it isoktocontinue

withphilanthropicapproachesforcircumstancesthatcannotbedealtwithasapartofthecom-

pany’sbusiness.Butthatbusinessesshouldstillbelookingatwaystoturntheirexpertisetothe

benefitofsociety,whichthenwasunderstoodasCorporateSharedValue(CSV).Notbelievingin

“either/or,”Ithinkthisisvalidapproach.However,Idobelievewearefarawayfromasituation

wherecompaniesreallypracticeCSV.Thus,inmyopinionalotoffocusneedstobeputona)re-

definingvalueforbusinessesandthenb)toactaccordingly.


Another highlight formewas the keynote session on Day 2 entitled “Let’s Start aMovement”

from Shaka Sisulu. He explained how he started his project Cheesekids,35 an NGO inspiring a

movementforloveasheputsit.Reflectinglateronwhathappenedinthose45minuteshespoke,

I realized itwasnotsomuchwhathesaid,becausemuchwasknowntomefromchangeman-

agement,butitwashisenthusiasm,hisenergy,hishumorandauthenticitythatmadeusconnect

withoneanotherintheroom,madeusfollowhim,e.g.,togetupanddancewithhim,etc.Iwas

notsurprisedthathismovement issosuccessfuland itdemonstratedsovividlyagainhowcon-

nectioncanbringideastolifeandmovethingsforward.

Itooksomephotostogiveanimpressionoftheconferenceandincludedtheagendaaswell:

35 CheesekidsforHumanity(“Cheesekids”)isayouthvolunteermovementinSouthAfricafoundedin2007.Sisulu

startedwith8membersandnowhasover20,000volunteeringwithhum.Regularmembers(alsoreferredtoasCheesekids)volunteertheirtime,labor,andcreativitytowardsvariousneedsidentifiedinlocaltownships,informalsettlementsandotherdepressedareasinneedofsupport.Sisulusaysitisaboutactivatingtheinactiveintermsof"time,resources,skills,mobilization,andadvocacy."Inhisexperience,onceyouareinvolvedthemoreyoucontrib-ute."Forexample,anaccountantgivesupaSaturdaymorningtopainthouses.Eventuallyhe/shedecidestheyarenotmaximizingtheircontributionsotheysayletmedoyourbooksforyou.Beforelong,theyareencouragingtheirnetworkofaccountantstoassist.Thisistermedmobilizing."Sisulusayspeoplemakeacontributionanditisthroughthisthatloveisshown–thereforehecallsitthemovementforlove.


Fig.11: PhotographiestakenattheTrialogueConference2014

Source:AnnetteThum


Fig.12: AgendaoftheTwo-DayTrialogueConferenceonCSRinSouthAfrica

Source:Trialoguewebsite-http://trialogue.co.za

Overall,theconferencedidfurtherenrichmyunderstandingofCSRinSouthAfricaandhelpedme

tobuildfurtherconnections.Itdid,however,notbringmeanyclosertoaspecificinquirytopic.I

feltIwasdivergingevenmore,insteadofconvergingtowardsmorespecificity.Atthattime,Idid

notknowthatthiswasabouttochangesoon.

3.4 The“Aha-Moment”–motivationandinspirationaskey

BackinGermany,IwashopingtohearfromtheCEOsandotherhigh-levelexecutiveswhomthe

GermanChamberofCommercehadapproachedforme.36Theresponserate,however,wasquite

disappointing;thus,IwasexcitedtohearbackfromVWCEO,DavidPowels,whowasopenfora

phonecallonJune20,2014.Mr.PowelsatthatpointintimehadbeenCEOforVWSouthAfrica

for sevenyears, leading6,000people.He,aSouthAfrican,hada financebackgroundanda20-

yearhistorywithVW.37

Our phone conversation38 took longer than expected and he shared his opinion on CSR quite

openly;onlyatcertainmoments,Ididnoticehewasbeingpoliticallycorrect.Mostofthetime,I

perceivedhimhavinganattentivepresenceandgreathonestyand,inadditiontothecontentof

theconversation, this interviewmarkeda turningpoint formy inquiry.My“ahamoment”hap-

penedattheendofourexchange,afterIhadaskedhimwhateffectthese1.5hoursmayhaveon

36 Seeinvitationletterinappendix9.37DavidPowelsmovedinJanuary2015asCEOtoVWBrazil.Hewastheonlyonewhoreactedtotheemailsentout.38 Forthetranscriptofthisinterview–pleasecontactAnnetteThum.


him.Hepausedtoreflectandthensaid:“Itdidinspiremetotakemoretimeforthetopicagain

andtotryoutsomenewideasandbehaviorsthatwehavediscussed.”Hesaidthisinsuchagenu-

inewaythatsuddenlyitclickedforme.Icannotquitedescribemyexcitement,butIphysicallyfelt

thisaha-momentofnowIknowwhattodo.Afterthatcall,IwasclearastowhatIwantedmyin-

quirytofocuson:Iwantedtofindoutwhatmotivatesandinspireshigh-levelleaderstodriveCSR

intheirorganizationandbeyond.Andbasedontheanswers,IthenwantedtocreateaCSRinspi-

rationbookletforleaders.

Reflection:

Irealizedalongtheway,thatthefactthatIwasdoingthisinquiryandthatIspokewiththevari-

ouspeoplecouldandinsomecasesdidchangealreadytheirmotivationforCSR.Itfirstofallcre-

atedanawarenessforthetopicfollowedbyanappetitetogetmoreinvolvedinCSRbehaviorand

activities.

3.5 PhoneInterviewsonMotivationforCSR

Theabove-mentionedphonecallwasdefinitelyaturningpointinmyinquiryjourney.Itprovided

anunexpectedclarityformeastowhattofocusongoingforward.Aftergoingindifferentdirec-

tionsforthelongesttime,Ifeltreadytoconvergeandfocus.Thisdecisiondidnotchange.What

changedwas the timing.Due toprivate circumstances, Ihad to takea two-semester sabbatical

beforeIcontinuedwithmythesis.Inbetween,Icontinuedreadingandwritingoncertaintopics

suchasCSRandLeadership,CSRinSouthAfricaetc.,buttheactualphonecallsonmotivationfor

CSRdidnotstartbeforeSeptember2015.

InitiatedthroughtheinspirationalphonecallwithDavidPowels,Ioftenwonderedaboutthefol-

lowing:MostoftheconversationswithSouthAfricanleadersaboutCSRshowedmethattheydo

see the need and necessity for CSR activities. Thus, I was askingmyself, if everyone seems to

agreetoCSRas“commonsense”whyisitnot“commonpractice”?


Ihadtwoassumptionsforit:

The firstassumption is that the interviewed leaderwouldconsciouslyor subconsciously tellme

one thing, e.g., “I believe that CSR is necessary.”On theother hand, theywould actually think

somethingdifferent:e.g.,“Ohhh,whatever,CSRjustisnotmypriority,maybeitisanicetohave

suchathing,butintheend,thenumberscount…..”

The secondassumption is that theultimatemotivation todriveCSR is simplynothighenough,

particularlysincemanyCSRpracticescanbeconflictingwithotherbusinessgoalsoritsimplycost

personalenergythatsomeoneisnotwillingtoinvest.39

Therefore,Iwasaskingmyselfa)whatarethemainpersonalmotivationaldriversandb)howcan

Ihelptoinitiatethem?Idecidedtoapproacheighthigh-levelbusinessleadersfromGermancom-

paniesandaskthemabouttheirpersonalmotivationforCSR.Thelistofleaderscanbefoundin

appendix2.Having learned from the frustrating returnquotawhen I attempted toaddress the

executivesthroughthemoreofficialchanneloftheGermanChamberofCommerce,Idecidedthis

timetousemyinformalconnectionsanditworkedsmoothly.

Inthefollowing,Iwilldescribetheset-upofthefinalroundofphonecalls.Iwillfocusonthese-

lectionoftheinterviewpartner,ontheinquiryquestionsforthecallsaswellastheapproachand

method.Iwillalsotouchuponethicalconsiderationsandlimitationsofthisinquiry.

InterviewPartner:

• Ichoseeightinterviewpartnersfromthecorporateworld.IfocusedonGerman-speaking

companiesbasedinSouthAfricatoreduceculturalcomplexity.

• All interview partners were high-level executives from different industries (automotive

manufacturer,energy,insurance,logistics).

• FourofthemwerewhiteGerman/Swissexpats,threeareSouthAfricans(oneblack,one

white,oneIndiandescent)–allpossessuniversitydegrees,50%comingfromatechnical

background.

• Allwereinleadershippositions–upto1,300employees.

• Allweremale,betweentheirlate30sandearly50s.

Theconnection–asIstatedearlier–wasbyreferralandpersonalcontact.Theformalinvitation

experiencefromthefirstroundobviouslydidnotprovetobehelpful.Thistimepeopleresponded

39MotivationalaspectsinconnectionwithCSRarealsodiscussedlateroninthebackgroundchapter7.


veryquicklyandappearedtobemoreopenandrelaxedandhonestwiththeiranswers.Thiswas

important,particularlysincetheinquiryquestionwasquitepersonal.

InquiryQuestion:

My formal inquiryquestionwas this:Whatmotivateshigh-level leaders in SouthAfrica todrive

CSRintheircompaniesandbeyond?Iknewthatitwouldbedifficulttosimplyasksomeoneabout

hisorhermotivationforCSR;theriskofgettinga“desired”answerwashigh(LauringandThom-

sen2009;ChungandMonroe2003;ZerbeandPaulhus1987),so Ineededtoaskfromdifferent

perspectives.Therefore,Iraisedasetofquestions:

• Myfirstquestionwasstillthedirectone:“WhatmotivatesyoutodriveCSRinyourdaily

leadership practice”? This was followed immediately by, “Or what do you think other

leaders should or aremotivated by to drive CSR in their daily leadership practice”? By

making this a split question (reference to themselves and toothers)myhopewas that

theywouldthinkbroaderandcomeupwithmoreideasandpotentiallyalso“critical”re-

marks.

• Mysecondquestionwas,“Howdoyou/couldyoumotivateyourteam&othersforCSR?

Byhavingthemexplainhowtheymotivatesomeone,thisoftentellsalotabouttheirown

motives.

• My third question was, “How could your companymotivate you to pursue CSR?” This

questionputsthematthereceivingend(e.g.decision,frameworks,structurefromhead-

quarters inGermanyor their local CEO),meaning it also revealswhat theypreferences

aretogetinspired.

• Andlastly,Ialwaysaskedwhattheywouldliketoseeinan“InspirationalCSRbookletfor

leaders.”

ApproachandMethod:

Forthestructureoftheinterview,Ichoseanopenonesimplywiththemainfocusonmotivation

forCSRposingthesethreequestionsatsomepointintime.Thephoneinterviewslastedapproxi-

matelyonehourandallwererecordedandtranscribed.IchosetheGroundedTheoryApproach,

whichIwilldescribethereasonsforinmoredetailinthefollowingparagraphs.Theshortversion

isthatGroundedTheoryallowsthedatainformyouandthenuseswhatiscalledopencoding,ax-

ial coding and selective coding to come up with a theory. “Memoing,” a form of capturing

thoughts along inquirymoments, is used before, during and after the interviews to enrich the

process.


EthicalConsiderations:

PriortostartingtheinterviewsIalwaysinformedtheparticipantsabouttheprocess,useandcon-

fidentiallyofthedataandresults(Kvale1996,110ff.).Imadeitclearthatquotes,unlessspecific

permissionwasgiven,wouldremainanonymous,aswouldthetranscripts.

Limitations:

Iamawarethatmyinquiryisnotrepresentativeduetothequalitativeapproach.Eightpeopleisa

smallsampleandthesamplehasagenderbiasaswell–allparticipantsweremale.Inaddition,I

hadnochancetocompareifwhattheleaderssaidiscongruenttohowtheywalkthetalk.Ican-

notseethemwalking,soitis“immobile”asKvale(1996,292)wouldsay.

Inthebeginning,Ithoughtthatthephonesetupcouldpotentiallybealimitationfortheresults.

Inretrospect, Inoticedthatthesomewhatdistantsettingthroughthephonesetupopenedthe

interview partner up evenmore – as if the distance created openness. The transcribed/proto-

colledandanonymizedinterviewscanbefoundinappendix5.

Inthefollowing,IfirstwillexplainGroundedTheoryinmoredetailandthendiscusstheresultsby

showingtheopencodingsfromallinterviewsaswellasthe“axialcoding”andtheselectivecod-

ing,”whichthenleadstomytheoreticalsummary.

3.5.1 Themethod–GroundedTheory

GroundedTheoryisoftencalledamethodofdiscovery–ofdataandoftheory–thelattereven-

tually emerging through the relationship between data to be defined in categories (Charmaz

2011, 371). Grounded Theory can be based on qualitative and quantitative data and can be

viewedandcarriedoutmorefromapositivistperspectiveorfromaconstructiveperspective.40I

will take–notsurprisingly– themore theconstructive route,whichmeans the following: Iwill

lookatthedifferentstepsincodingandamcuriouswhatthedatawillbringforward.Inthecon-

structiveGroundedTheoryapproach,itisvaluabletoreflectonwhatthedatatellsmeintermsof

whatIamtryingtogenerate.IchosetheGroundedTheoryapproachbecauseIwasnotverifying

anyhypothesisortestinganyexpectedanswers. Iwascuriousaboutwhatwouldemergeand if

thosefindingswouldpotentiallyhelpmefurtherwiththecreationoftheinspirationbooklet.

40 Charmaz(2011,129-132)haselaboratedonthedifferencesinmoredetail.


OverallGroundedTheorydemandsfrom“theresearcherthreeimportantcharacteristics:anabil-

ity toconceptualizedata,anability totoleratesomeconfusion,andanability totolerateconfu-

sion’sattendantregression.Theseattributesarenecessarybecausetheyenabletheresearcherto

waitfortheconceptualsensemakingtoemergefromthedata”(Glaser1999,838).

BarneyG.Glaser–oneofthefoundingfathersnexttoAnselmStrauss–says,“GroundedTheory

tellsuswhatis,notwhatshould,couldoroughttobe”(Glaser1999,840)andthereforegivesus

freedomandempowersustofirst lookatwhat isgoingon, insteadofcomingupwithaprede-

finedhypothesisthatmaylimitourthinkingandpossibilities.41Glaserevenstatesthattostayreal-

lyopentothedata,oneshoulddotheliteratureresearchonlyaftertheresearchisdone.42Taping

and transcribing is also not necessarily needed. Often this is seen as counterproductive and a

wasteoftimeinGroundedTheory.

OftenresearcherscombinetheGroundedTheorymethodwithothermethodssuchasnarrative

orthematicanalysis,yettheprocessstepstakenbyGroundedTheoryareveryuniqueandshould

notbeconfusedwith“simple”clustering.

Over the years, the methodological steps of Grounded Theory have been slightly develop-

ing/adapting.Ralph,BirksandChapmann(2015,2)haveattemptedtoproduceanoverview(Fig.

13)onhowithaschangedovertheyears.

Fig.13: EssentialMethodsofGroundedTheory

Source:(Ralph,Birks,andChapman2015)

41 Seealsohttp://www.groundedtheoryonline.com/what-is-grounded-theory/classic-grounded-theory42 BarneyGlaserinTheLiteratureReviewinGroundedTheoryonhttps://www.youtube.com/watch?v=7S1kJ0k3yHk

accessedSeptember2015


Themainstepsofalltheseessentialmethods,however,arefairlysimilarasIattempttodescribe

inthefollowing:

Step1:OpenCoding:Lookingatdatawithanopenmind

Onestartswithidentifyingthefirstbig ideasintheinterview(opencoding).Forthisfirstcoding

phaseitishelpfultolookatthedata“withanopenmind–notanemptyhead”(Dey2011,176).It

isimportanttostickclosetothedatainthisphaseanditishelpfultousethegerundstodetect

processesandaskquestions(Charmaz2011,49).Throughconstantcomparisonandrereadingof

theinterviewanswers,categoriesappear.43

Step2:AxialCoding:Findingrelationshipsintheopencodes

The next step, called axial coding, consists of identifying relationships among the open codes.

StraussandCorbin(2008)dothisinaveryformalandstrictprocess.Overtheyears,howeverthis

stephasbeenadaptedandsometimesneglectedaswell.Theimportantthingtonoticeisthatthis

stephelpstoclarifywhattheconnectionsareamongtheopencodes.

Step3:SelectiveCoding:Findingthecore

Then lastly, the third step, selective coding44discerns the core that includesall of thedataand

provides the basis for the theory. During selective coding, previously identified categories and

phenomenacanbe furtherdefined,developed,andrefinedandthenbrought together to tella

larger story. The results of selective coding can range broadly froman explanation of the phe-

nomenatothecreationofbroadtheoreticalabstractions.Inmycase,Iwasnotattemptingtocre-

ateanewtheory,yetmymaingoalwastoidentifywhatthemainmotivesforCSR“behavior”are

andhowIcanpotentiallyusetheresulttobuildamoresolidinspirationbookletforCSRleaders.

Reflections:

Mynatural inclinationfromthebeginningwastostartaninterviewjustwithonemainquestion

andanopenmind.IwantedtostayawayfromaformalQ&Asettingandattemptedtheconversa-

tiontobecasualandpersonal,asCharmaz(2006,25)quotesLoflandandLofland:“Aninterviewis

adirectedconversation…()…ofaparticulartopicwithapersonwhohastherelevantexperience.”

Followingthisapproach,Inoticedtwothingsaboutmyself:

43“Tocomeupwiththecategories,onefeelsatsomepointacertainsaturation.Sometimesthecategories(e.g.watch-

ing)arealsoconnectedwithproperties(thefrequency,perspective,theintensityofwatching…)”(Charmaz2006,47)44 SeeadviceonselectivecodingfromtheSAGEresearchmethodpage.https://srmo.sagepub.com/view/encyc-of-

case-study-research/n56.xml,accessedNovember2015


Firstly,inconversationsIlovetostepintotheunknownandletthingsemerge.Thisservesmycu-

riosityandmylong-standingHRexperience, interviewingexecutivesetc.Mycoachingeducation

aswellasmyGestalteducationbackgroundhelpsmetobeelegantwiththisapproachandtoal-

wayscomebacktotheinquiryfocusincasewedeviatefromthetopics.Afterthefirstinterviews,

Ialsofeltthattheunstructuredwayprovidedthemostusefulandrichdata,becauseIcouldfol-

lowmyinstinctsandtheenergyoftheconversation,whichmadetheconversationcontact-and

resourceful(CorbinandStrauss2008).

Nonetheless,IfeltagainIwasnotbeing“scientific”enough,notstructuredenoughandIthereby

didnoticehowstrongmyclassicalresearchbackgroundstillkicksin.Ialsofeltthatsomeofthein-

terviewpartnerswereirritatedbytheopenapproach.Mostofthemwereengineers,workingina

moretechnicalenvironment;theyarecertainlyusedtoamorestructuredandnumbersoriented

approach.However,talkingaboutthereasonformychoiceupfronthelpedtoeradicatethecon-

fusionandirritation.

Duringthewholeanalysisworkandduringtheinterviewsthemselvestheprocessofmemowrit-

ingwasahelpfulone.Memowritingmeansbefore I amactually summarizingmy findings I do

writelittlebitsandpiecestogetherofwhatInotice,feel,think,observe.Lateron,thesememos–

Ihaveoftencalledthemmy“intermediatelearningsnippets”–havebeenenriching,withthelast

stepthesortingandcreatingasummary.


3.5.2 Resultsoftheopencodingprocess

Thefollowingprovidestheopencodingresultsforthedifferentquestions:

Question1:MotivesforCSRintheleaders’leadershippractice

Whatmotivatesyou todriveCSR inyourdaily leadershippractice?Orwhatdoyou thinkother

leadersshouldoraremotivatedbytodriveCSRintheirdailyleadershippractice?

Fig.14: Question1OpenCoding

Opencode Wordsbyinterviewpartner

Havingfun Spass

Doingsomethingphysical,real

DoingBusiness GeschäftlicheMotive

financialincentives

Betterforcompanyintheend

CSRinmeinenZielenstehenzuhaben

Followingrules,regulations NotwendigkeitdurchRegularien

LegalFrameworkBBEE

BBBEE,wasersehrkritischsieht

BBBEE,reducingrisk

Buildingrelation Vertrauenschaffenwollen

SichnichtalsInselbegreifen,sondernkollaborieren

Createscamaraderie(TN),acommonpurpose/feel

BeingandlookingforRolemodels Otherinspiringrolemodels,e.g.Schrempp

Vorbilderkennen

Nevergivinguphope Dreams,hopes

Iwanttocreateanopportunityforsomeoneelses‘dream(Kids)

Makingtheimpossiblepossible–seeMadiba

Loving Love&appreciationforthecountry,identificationwiththecountry

EinMenschenfreundsein(MG),jungeMenscheninArbeitverhelfen

Beingreligious ChristlicherGlaube

Beingpartofanelite,feelinghonored TeilhabeanexklusivenKreisen,dieCSRtreiben(Ehre)

Servingadeeperpurpose TiefererSinn

Leadershiphastohaveabiggerpicture,weneedtocreatetheworldasa

betterplace

InNothelfen–Bangladeshexample

Wenn keine extrinsische Motivation, dann entweder tieferes Interesse

fürdasThemaoderdenMenschen

Contributiontotheenvironment/society

Feelingempathy EigeneEmpfindlichkeit,zuweichherzig



Followingvalues Istwerteabhängig

BelievethatCSRtherightthing

Myvaluesystem–itisaboutgivingback

BeingFair Schwarzes Unternehmertum schaffen – als Gerechtigkeit für vorher

„disadvantaged”people

Weneed tomake the gap smaller betweenpoor and rich for our own

sustainability

JederhatdasRechtaufeinbesseresLeben

Helpinganunderdevelopedsupplier

Beingcuriousandexperimental Neugier,Experimentierfreude

DabeispannendeMenschentreffenundinteressanteGesprächeführen

Beingfearless Ichhabnichts zu verlieren, ich kannVeränderungenohneSorgevoran-

treiben

Healthyself-interest(Memeetswe) IchmachvielCSRmitSport,wofürichmichinteressiere

Feelinganinnerduty NotwendigkeitdurchinnerePflicht

Feelingpride ShowingCSRresultstoothers–tomyfamily

Followingfamilytraditions Myfatherwasengaged,Iamengagedandloyal

Seeingprogress HilfezurSelbsthilfe

EinFortkommen

EinAufbauen,Wachstumzusehen

Jemandenwachsensehen

Focusforimpact,don‘tdotoomanyproject

Talentaufbau

Ich kann kein Heftpflasterkleben mehr sehen, ich brauche eine

longtermvision

Beingthankful SchonausDankbarkeitheraus,dassesDirselbstbessergeht

Source:AnnetteThum


Question2:Howdoyou/couldyoumotivateyourteam&othersforCSR?



Informingpeople Takepeoplefromanignoranttoaninformedposition(factsexampleonAIDSrates

etc.)

Allowingtime GivingtimeforCSR–allowingtimeforCSR

Empowering people /giving

experiences

Believinginmy/theirownpowerandtobewillingtoberesponsibleforotherpeople

Teilhabenlassen,z.B.alsMentorfürCSRThemenfungieren

Don‘tpreachthem,butshareCSRexamplesinManagementmeetings

CSRisnotpossible MiddleManagersindunterWasser–dashatkeinePrio

Ichbinüberrascht,wievieledaskomplettohneSchuldbewusstseinmachen(Ölindie

Kanälelaufenlassen)

Punishing, drawing conse-

quences

Verstössenichtdulden

Being an inspiration, con-

nectingfunwithCSR

Actinspirational,helppeopletoovercomefears

ShowtheexcitementandfunofCSR

MeineBegeisterungzeigen

OfferingpracticalSupport Helpingthemtostart

Helpthemtostaycalmtothinkbetter

PräsentationzuLändern/Themen,GeschenkeausdenLändern

PrioritizeCSR,putitincalendar,havededicatedteamslotsforit

Showingtheimpact HavethemreflecttheirdecisionontheirimpactforCSR

Sharingthevalueandvision Showthemthevalue&visionofCSR

Beingarolemodel Selbsteinfachvornestehenundesleben

Leadbyexample

Vorleben,günstigeHotels,nichtdenMotzMollymachen,kleineDingesindwichtig

Beingacustodian

Showing the relevance for

them

ContextualizeCSRtotheirenvironmentandsituation

Source:AnnetteThum


Question3:HowcouldyourcompanymotivateyouforCSR?



Givingfreedom Freiräumelassen

Beingarolemodel MakingEXCOMpeopletoCSRsponsors

UsingCSRforteambuilding Createcamaraderie

Explainingthebiggerpicture ConnectCSRtobiggertopics,e.g.tonationbuilding,SAicon

MakingCSRapriority Putthetopicontopoftheagenda

CSRneedtobeinthegoalsanditneedstobeincentivized

CSRzumTeilderArbeitmachen

WenndieFirmaCSRzumTeilmeinerArbeitmacht,wennesinmeinen

Zielensteht

Thefirmneedstomakeitaprinciple–thatisthejumpcardnexttoall

theBBBEE

MakingCSRtangible Volunteer,sustainabilityday–makesCSRrealandtangible

Creatingaconnectionbetweenmeandtherealityvolunteerprograms

CreatingaCSRStrategy CreateatruestrategicplanforCSR

Involvingyoungerstakeholders Reachoutforyoungergeneration

GivingCSRresources GivemoreresourcestoCSRinthewarforresources...

Tocontinuetoshowmethatmoneyisnotanissue,thatwestaygen-

erous

Source:AnnetteThum

Theopencodingwasanenjoyableprocessforme.Itwasfunandeasytoreadthroughthedocu-

mentsagainandlistentothetapes.Thetoneofvoiceoftenbroughtbackalotofmemoriescon-

nectedwithacallandthushelpedwiththesortingthatsometimescandependonnuances.Iwas

surprisedthat Igot intosuchaneasyflowtofindcategories/opencodessortingtheanswersof

theexecutives.


3.5.3 Fromaxialtoselectivecoding–whatemerged?

Lookingattheopencodesandlookingforconnectionsamongthem,onegetstoaxialcoding(in-

terrelatednessoftheopencodes)–andfromthereonegetstoselectivecoding,meaningsome

high-level cluster laying thebasis for the“theory.” Iword this carefully,because I couldnotbe

moreawareofthemarginalrelevanceofthefindingsduetothelimitednumberofpeople.None-

theless, lookingat the interviews in retrospect, I amstill surprised,howobvious theclustersof

motivationaldriversshowedup intheaxialcoding–see intablebelow–andthattheselective

code“motivationmeansbeingconnectedtoCSR”becamesoapparent.

Fig.17: OpenCoding/AxialCoding/SelectiveCodingacrossallquestions

Opencode=Categories AxialCode=phenomena Selectivecode=(Making sense out of the

phenomena)HavingfunBeing an inspiration, connecting fun with

CSRBeingcuriousandexperimentalBeingfearlessShowingtherelevanceforthemMakingCSRtangibleforthem

MotivationforCSR–Givingenergy for the individu-

al

“Motivation means being

connectedtoCSR”.

DoingbusinessFollowingrulesandregulationBeingpartofanelite,feelinghonoredInformingpeoplePunishing,drawingconsequences

MotivationforCSR–Driven by external rules and

numbers,honors

BuildingrelationsInvolvingyoungstakeholders

UsingCSRforteambuildingBeingandlookingforrolemodelsEmpoweringpeopleandgivingexperiences

MotivationforCSR–Feelingconnectedtoothers

NevergivinguphopeLovingFeelingempathyBeingreligiousServingadeeperpurpose

MotivationforCSR–Being connected to a higher

sense

FeelinganinnerdutyBeingfairFollowinginnervaluesFollowingfamilytradition

MotivationforCSR–Followinganinnerdiscipline


Opencode=Categories AxialCode=phenomena Selectivecode=(Making sense out of the

phenomena)Seeingandbeinginvolvedinprogress MotivationforCSR–

Seeing and being involved in

progress45SharingthevaluesandvisionofCSRShowingtheimpactofCSRCreatingaCSRStrategyMakingCSRapriorityExplainingthebiggerpicture

MotivationforCSR–Showing and knowing the im-

portanceofCSR

AllowingtimeOfferingpracticalsupportGivingresourcestoCSRExcomservingassponsorsGivingFreedom

MotivationforCSR–Gettingdowntoearth,makeit

happen, just do it, free to

move

CSRisnotpossible MotivationforCSR–CSRisnot/hardlypossible

Source:AnnetteThum

Inthefollowing,Iwillanalyzethemeaningthatthecodesproducedandexplorewhattheresults

couldtellmegoingforward.

3.5.4 Sensemakingofcodingresults

First,Iwilllookintothephenomenafromtheopencoding,seewhattheyareandmakeconnec-

tionstomotivational theoriesthatexist.Then Iwill focusontheselectivecodeandwhat itcan

helpgenerate.

45 Ileftthiscategoryandphenomena“seeingprogress”byitself,becausealotofrawdataexamplesweregivenbyfive

differentpeople–soitdoesseemtobeastrongmotivator.


Axialcodingphenomenaandtheirconnectiontomotivationaltheories46

Movingfromtherawdatathroughtheopencodingcategoriestoaxialcodingphenomena,Ican

saythebelowlistedphenomenaarethemainmotivationaldriversthatshowedinmyinquiry:

Fig.18: MotivationaldriversofselectedexecutivesinSA

Motivationfrom: MotivationaldriversofselectedexecutivesinSA

Extrinsicsources • Drivenbyexternalrulesandnumbers

Intrinsicsources

• Givingenergyfortheindividual

• Followinganinnerdiscipline

• Feelingconnectedtoothers

• Beingconnectedtoahighersense

• Seeingandbeinginvolvedinprogress

• ShowingandknowingtheimportanceofCSR

• Gettingdowntoearth,makingithappen,justtodo,freetomove

Notapplicable • CSRisnot/hardlypossible

Source:AnnetteThum

Icolor-codedthemdifferently,becauseitwasobviousthattheycanbedifferentiatedinto

a) Motivationneedstobe/isextrinsic(orange)

b) Motivationneedstobe/isintrinsic(green)

c) Motivationisnotpossible,becauseCSRisnot/hardlypossibleinabusinessenvironment

(blue)

All interviewpartnersmentioned that itwould be helpful if the companywould offer extrinsic

motivationoratleasthaveCSRgoalsintheleaders’goalportfolioandgetmeasuredbyit.

Tomeitwasinterestingtoseethattheintrinsicmotivationaldriversweremoreoftenmentioned

andingreaterdifferentiationthantheextrinsicones.Itcouldmeandifferentthings,e.g.,thein-

trinsiccategorieswereobservedmoreoften(withinoneselforwithothers)orwereseenasmore

powerful orwerewished formore often as an ideal situation. I, however,would be careful to

evaluatethiswithoutverifyingittogetherwiththeinterviewees.

46 FormotivationaltheoriesandCSRpleasereadchapter7.


Ididleavethecategory“CSRisnot/hardlypossible”asacategorybyitself,becauseitoftenwas

indirectlymentioned.Onepersonstateditevenexplicitly–hementionedthathehaslosthisbe-

liefinabetterworld.Fivemorepeoplealludedtothecategoryindirectlybysayinghowdifficultit

is to live CSR in the business world (“in the end the numbers dominate”) or they shared that

“withoutrules,regulation–internalandexternalones–thingswillnotchangefundamentally.”In

theseinterviews,Ididnotaskthequestionwhattheyseeashurdlesorwhatholdsthembackto

becomee.g.astronger“rulecreator”withinthecompany.Becauseintheend-theyarethehigh-

levelleadersoftheirfirms,theycouldsetthestandards!47

Additionally,onecouldtrytorefertheidentifiedmotivationaldrivertothedifferentmotivational

content theories. The different content theories are shown below in Fig. 19 as a reminder.

Fig.20thentriestoshowapossiblematch.

Fig.19: Differentmotivationalcontenttheoriesandtheirmainclusters

Source:AnnetteThum(Colorsarerandomlychoosentodifferentiatetheauthors)

47 Ihadonlythisquestion“Whyareyounotsettingthestandards”inthefirstandsecondfieldtrip,butnotinthe

phoneinterviewsandtheanswersthatIreceivedrevealedmoreexternalreasons(notingoalagreements,notinstrategy,notimegiven,numberscomefirst….).Onlyafewreferredtotheirresponsibilityandmentioned“Ijustdon’tmakeitenoughofapriority,Iamnotdisciplinedenoughtotakethetime,Iwouldlovetodomorebutotherthingscomeinbetween…-sotheintrinsicmotivationissimplynotstrongenoughtobalanceoutthemissingexter-nal“pressure”orstructures.

Mo#va#on'

Hygiene'

Self'Actualiza#on'

Esteem'

Social'

Safety'

Physiological'

Growth'

Relatedness'

Existence'

Herzberg' Maslow' Alderfer'McClelland'

Achievement'

Affilia#on'

Power'

Comparison*of*Mo-va-onal*Theories*

Source:'AnneDe'Thum''


Fig.20: MotivationaldriversofselectedexecutivesinSAmatchedtothecontentmotivationmodels

Motivationaldriversofselectedexecutives Contentmotivationmodels

Drivenbyexternalrulesandnumbers

McClelland(Achievement,Power)Herzberg(Hygiene)Maslow(Safety)Alderfer(Existence)

Givingenergyfortheindividual

McClelland(Affiliation)Herzberg(Motivation)Maslow(Self-actualizationandEsteem)Alderfer(Growth)

Followinganinnerdiscipline

McClelland(Achievement)Herzberg(Motivation)Maslow(Self-actualizationandEsteem)Alderfer(Growth)

Feelingconnectedtoothers

McClelland(Affiliation)Herzberg(Motivation)Maslow(Social)Alderfer(Relatedness)

Beingconnectedtoahighersense

McClelland(Affiliation)Herzberg(Motivation)Maslow(Self-actualizationandRelatedness)Alderfer(Growth)

Seeingandbeinginvolvedinprogress

McClelland(Achievement)Herzberg(Motivation)Maslow(Self-ActualizationandEsteem)Alderfer(GrowthandExistence)

ShowingandknowingtheimportanceofCSR

McClelland(Power)Herzberg(Motivation)Maslow(SocialandEsteem)Alderfer(RelatednessandGrowth)

Gettingdowntoearth,makingithappen,justtodo,freetomove

McClelland(Achievement,Power)Herzberg(Motivation)Maslow(Self-ActualizationandEsteem)Alderfer(GrowthandExistence)

CSRisnot/hardlypossible Notapplicable

Allofthefoundmotivationaldriversaresomehowleadingbacktothewell-researchedmotivation

content theories, often evenwith similar language. Herzberg’s differentiation, however, of hy-

gienefactorsversusmotivationalfactorswasneverexplicitlymentioned.Noneoftheinterview-

eesexplicitlystatedCSRasahygienefactor.Whenexisting, itmotivatesthembutwhenabsent

makesthemnotfeeltoodiscontentorfrustratedenoughtopotentiallychangecompanies.

Reading through the interviews repeatedly, elements of the dynamic/process-orientedmotiva-

tionaltheorieswereonlysubtlyandindirectlymentioned.Ididnotice,forexample,thatthemore

extrinsically motivated leaders for CSR also had as their intrinsic motives seeing and being in-

volvedinprogressorsomekindofaproofthatsituationswillgetbetterinthelongrunthrougha


CSRfocus.Soheretheconsequencesneededtoberewardingenough.Otherwise,theywouldget

frustratedmoreeasily.

Oneleaderforexamplesharedafrustration:alocalbakerywasbuilttogetherwithcompanyre-

sources and the time and effort of the village people. Yet, when the company involved in the

building left the scene, the interiorof thebakerywasgone/stolenafter6months, thewooden

shelveshadbeenusedasfirewoodandnoonewasusingthebakeryanymore.Onecanspeculate

whythathappenedandwhattheunderlyingreasonswereforthistotakeplace.Mypoint,how-

ever,isthattheleaderofthecompanysupportingthevillage,showedmajorfrustrationanddis-

appointment. For the processmotivation cycle thatmeans in his assessing phase or evaluating

phasehelosestractionandmaynotevenstart(assessingphase)oractCSRconformagain(evalu-

atingphase)–pleaseseechapter7.4.1.

Theselectivecodeanditsmeaningformegoingforward

Whatdoesthisallmeanfortheselectivecode?Meaningwhatismycorefindingtomy“motiva-

tion for CSR” questions? I concluded thatmy overall selective code is this: “Motivation comes

frombeing connected to CSR.” That connection can obviously be stimulated through different

ways-throughexternalnumbersandpressure,KPIs,otherpeople,ahigherpurpose,abiggervi-

sion,specificpragmaticactions,aninnerdisciplineetc.Inanycase,themotivationcomesthrough

connectionandinvolvement.Listeningtothetapesagain,thisalsobecameapparentinthetone

ofvoice,meaningthemomenttheleadersgaveananswerthatseemedmeaningfultothem,that

theyseemconnectedto,theirvoicesgotmoreexcitedandadamant.

If this ismy“observational truth,”whatcanbemy“committedtruth,”as JohnRijsmanputs it?

Theobservationaltruthshowsthe“asis,”astatusquo,asnapshotintime.Yet,itdoesnotoffer

ideasaboutwhatcanbedonewith theobservational findings.Thecommitted truth shouldask

“whatcanbegeneratedduetothefindings,howdoI/wecreateconnectionforleaderstoCSRgo-

ingforward,whatpossibilitiescanbeopenedupandhowdoIpersonallycontinuetocreatecon-

nectiontoCSRformyself?”

Thefollowingideascometomind:

• Tocontinue toengageother leadershipdevelopmentcolleagues forCSR: I remember

talkingtoacolleagueofminewhofiveyearsagowastryingtosetupasustainablecon-

sulting practice. I asked him for his ideas regarding the inspiration booklet. After an

houronthephone,itwasgreattohearandsensehowexcitedhebecameagainwith

theCSRtopic,afterhehad letgoof it twoyears–duetofrustrationabout littlepro-


gressandsuccess.Whenweclosedourphonecall,hesaidtome:“Iwanttogetback

into this CSR topic, I guesswith a differentmindset, yes, but stillwith the hope and

drivethatIseemtohavelost.”WearestillincontactandIamcuriouswhatwewillde-

veloptogetherinthenextyears.

• To come up with joint CSR program ideas to integrate into leadership development

programs.Iwanttoinspireotherleadershipdevelopmentcolleaguestothinkaboutdif-

ferentCSRformatsandCSRIntellectualProperty.

• Toget inspiredbyCSRmagazines,suchas“Enorm”and lookforsuccessstoriesthat I

canspread.

• To encourage internal company debate between CSR promoters and opponents, e.g.

withthehelpofasetofspecificquestions(Kvale1996,178–179)

• Tofinishtheinspirationbookletandofferitasfreee-bookonline,incorporateintothe

book:humor, fun,numbers& facts, reflectivequestions, successstories forexecutive

toconnectwithCSRetc.

• Tolookforsignificantmultipliers,suchasDukeexecutiveeducationinLondonorCCLin

Brusselstooffertheleadershipmaterialfortheiruseinexecutiveeducationprogram

• ToreachouttoTrialogueinSouthAfricaandthemagazine“Enorm”inGermanytoof-

fertheCSRbooklettothemandhavethemmakeevenmorecountryspecific

• ToconnecttoFredKiel’sresearchon“ReturnonCharacter”andtoRalfThurmconsul-

tancy“Thrivability”tostayclosetothenumberssideofCSRactivitiesaswell

• TocreateBuddynetworksonCSRwithinanorganization;e.g.InoticedwhenIspoketo

thethreeMercedesexecutiveswithinoneweekinterviewingthemontheirmotivation

forCSR,theyhadstartedtospeakamongsteachotherabouttheCSRtopic,reflecting

and exchanging thoughts and ideas.With the interviews, I seemed to have started a

smallinternaldynamic-ideallyasnowballrollingthroughthecompanies’hallways.

• Tocreatespaceinbusinessforprideandemotions.EmotionssuchasLaurentFabius48

hasshownduringtheannouncementofthesignedclimatetreatyinDecember2015in

Parisarerare.Emotionalmoments,momentswhenpeopleshowtheyaretouchedand

movedarestillrareinbusinessandyetthisiswhatoftenconnecteduswithoneanoth-

erothersanditshowsandstrengthensone’sownconnectiontothetopicaswell.

• Toallowtimeforexecutivestomovefromaneutral/distantpositionforCSRtoanin-

volvedone.Toremembertonevergiveuponthattopic,evenwhenhopesare low–

keepconnectingandrememberhowlongsomethingstake–Mandelanevergaveup

48 See:http://www.lemonde.fr/cop21/video/2015/12/12/cop21-fabius-presente-un-texte-ambitieux-et-

equilibre_4830567_4527432.htmlaccessedDecember2015


hope.Formeasaconsultantor foran internalCSRmanager thatmeans:bepatient,

believeinonestepatatimeandkeepgoing.

3.6 Thecodingresultsandtheirmeaningfor

theinspirationbooklet

Having been inspired through the conversationwith David Powels to create a “CSR Inspiration

bookletforleaders”Iwillnowstartreflectingonhowtheinquiryresultsmayshapeandinfluence

thecontentofthebooklet.ForthisIwillusethecodingresultsaswellastheexplicitstatements

thattheinterviewpartnerssharedwithmewhenIaskedthemintheinterviewwhattheywould

liketoseeinthatkindofbooklet.Thebelowlist(Fig.21)showsthephenomenafromthecoding

processandmyconclusionandideasforthebooklet.

Fig.21: Phenomenafromtheinterviewsleadingtoideasforthebooklet

Phenomenafromtheinterviews Conclusionforthebooklet

Havingfun includehumor,stories,jokesetc.

Doingbusiness show thebusiness sideofCSR, includehard factnum-bersandhowCSRserves thecompany in the long run(benefits)

Buildingrelation share an example where the camaraderie createdthrough CSR shines through, show good ideas on howtoinvolvepeople

Being/lookingforrolemodels list at least two or three role models for CSR(male/female)

Nevergiveuphope/servingadeeperpurpose

includeupliftingpoemsorquotes

Loving includetouching,engagingstories,e.g.Madibastory

Followingvalues,beingfair includeabriefdebateonethicsandvalues

Beingcurious&experimental includefunCSRgamesand/orriddles

Seeingprogress/impact sharingsuccessstories

Informingpeople givehardfactinformationonCSR

Offeringpracticalsupport givepracticaltipsonhowtoincludeCSRbehaviorsintothedailybusiness

Sharingvalueandvision sharewhatispossibleinCSR–showbigvision

MakingCSRapriority givethemimportantquestionstoreflectupon

CreatingaCSRstrategy createachecklistonhowtodothisSource:AnnetteThum


Theaboveidealistcanserveasabasisforthebookasdoesthedirectfeedbackoftheleaders.In

thefollowing,Ihavelistedtheiranswerstomyexplicitquestion:“Whatwouldyouliketoreadin

abookletonCSRandleadership?”

• ExplainthatCSRismorethancharity

• OffervariousCSR-themesthatleaderscanfocuson

• ShowwhatCSRmeansintheSouthAfricanCulture

• Demonstratetheimportance&benefitsofCSR

• GivesuccessfulexamplesandrolemodelsforCSR

• ExplainhowtoinvolvepeopleintoCSRtopics

• ListCSRTips-“therealisticandpragmaticonesthatIcanintegrateintomydailybusiness”

• ListCSRcontactpartner

Myideaofthebookletrightnowisthat itwillhavetostrikeabalancebetweenbeingeasyand

funready,presentedindigestibleandquicktoreadsegmentsprovidingenoughinformationand

practicalexamples.IsometimesalsothoughtaboutcreatingaCSRCalendarwith356pages/days

or52weekactivities.Iamcuriousmyselfwhatitwilllooklikeintheend.

Intheappendixofthisthesis,youwillfindafirstdraftofthecurrentmaterial.ThemomentIhad

found“the idea”ofan inspiringandmotivationalmaterial/bookletonCSR, Iknewand felt that

this ismymotivationaldriver.Throughout thisyear Iwill fine-tuneandaddnew ideaswith the

helpofselectedCSRexpertandleadershipcolleaguestothenshareitbacktothem.

Fig.22: Samplepagesfromthebooklet

4OntheconceptofCorporateSocialResponsibility 75

Twofriendsatabillionaire'sparty-onesays:Thisguyhaseverything.

Hisfriendreplies:Ihavewhathe'llneverhave:enough.

Anonymous

4 OntheconceptofCorporateSocial

Responsibility

Inthischapter IwillprovideabriefoverviewonthescopeandchallengesofdefiningCSR. Iwill

explainthehistoricdevelopmentofCSR,as ithelpstounderstandtheevolutionoftheconcept,

comingupwithaworkingdefinitionforthis thesis. Inaddition, Iwill lookatthecritiqueonthe

CSRconcept(s)andthensummarizefutureoutlooksandtrends.

4.1 ScopeofDefinitions

Readingthroughthevastamountof literatureonCSR, itbecameobviousthatnumerousdefini-

tionsandrelatedtermsonCSRhavebeencreatedoverthelastdecades.49Theintensivedebates

between academics, international organizations, consultants and corporate executives brought

forwardnumerousvariationsandnotionsof theterm.Thesimpleconclusionis this:there isno

definitedefinitionofCSR.Rather,CSRmeansdifferent things todifferentpeopledependingon

thecontext.Iwillelaborateonthispointlater,butbeforethatIwilldiscussthe–frommyview-

point–mostimportantormaindefinitions.

MaindefinitionsofCSR:

TogetafirstideaandoverviewonhowCSRcanbedefined,IbeginwithArchieB.Carroll’sregu-

larlycitedandwell-knownCSRpyramid(Carroll1991).Becauseofmyfocusoncompanyleaders,I

willthendiscussthemorebusiness-orienteddefinitionsfromtheUN,theEUandfromEklington,

a businessman himself (2002). At this point, I purposely do not focus on exclusively political-

economics (Crifo and Forge 2012), ethical (Goodpaster 2012; Eabrasu 2012), legal (Pitts 2009;

Whitehouse 2005) or philantrophical (Butler and McChesney 2010) CSR definitions to reduce

complexity,butwillrefertothemonthechallengesofdefiningCSRlaterinthischapter.

49Fortheliteraturesearch,IdecidedtostayonlywiththetermCSR,eventhoughrelatedtermspoppedup(seeFig24).


ArchieB.Carroll’sPyramid

ThemostreferredtodefinitionofCSRisArchieB.Carroll’s(1991,42)CSRpyramid.Carrollwas

thefirstonetorankvariousaspectswithintheCSRconceptintoapyramid.Theoriginalpyramid

from1991wasbasedonanormativeapproachandhaseconomicresponsibilitiesatthebottom

(“Beprofitable”), followedby legalresponsibilities (“Obeythe law”),withethicalresponsibilities

abovethat(“Beethical”)andatthetipofthepyramidshowingphilanthropicresponsibilities(“Be

agoodcorporatecitizen”).

InCarroll(2016),theauthorupdatedhisoriginalpyramidversion,retainingthefourresponsibili-

tiesbutstressingamoreholisticapproach.Henowseesthefourresponsibilitiesmoreasanequa-

tion, addingup to a “Total Responsibility”without focusingon the sequence. Ethics permeates

thewholepyramidandpointstotensionsandtrade-offsbetweenthefourclusters.50Onecould

debatewhyCarroll retainedthepyramid to illustrate thesechanges insteadofusing,e.g.,apie

chart or focusing more clearly on his newly introduced element of permeating ethics and

tradeoffs.Inanycase,Carrollhasincludedinhisoriginal(aswellasinhislatestdefinition)thedif-

ferentdimensionmadethedefinitionforthelongesttimethemostcomprehensiveone.

Fig.23: CSRPyramidbyCarroll(2016)

Source:Carroll2016

50 InterestingresearchonCarroll’spyramidwasconductedbyDeniseBaden(2016).ShetookCarroll’snormativepyr-

amidwithitsinternalrankingofresponsibilitiesandchallengeditfromanempiricalanddescriptiveway,asking400participants(173businesspeople)onhowtheywouldassessthefourresponsibilityareastoday.Herresultscon-cludeadifferentorder:ethicalasthebase,followedbylegal,followedbyeconomicandthenphilanthropic.


Giventhatmythesisinquiryisconcernedwithcompanyleaders,IwillalsochooseCSRdefinitions

fromtheUnitedNationsandtheEuropeanUnionaswellas thetriplebottomlinedefinitionby

Elkington(2002),whichoffermorebusiness-orienteddefinitionsofCSR:

• TheUnitedNationsdefinesCSR in theUNGlobalCompact51 from2000as theirmission

“to create a sustainable and inclusive global economy that delivers lasting benefits to

people,communitiesandmarkets.”Readingtheirdescription,Iwouldsaythatitismuch

morethanadefinition;rather,itisaglobalcall.TheGlobalCompact"askscompaniesto

embrace,supportandenact,withintheirsphereofinfluence,asetofcorevaluesinthe

areas of human rights, labor standards, the environment and anti-corruption. "52With

over12,000corporateparticipantsandotherstakeholdersfromover145countries, it is

thelargestvoluntarycorporateresponsibilityinitiativeintheworld.

• TheEuropeanCommissiondefinesCSRas"theresponsibilityofenterprisesfortheir im-

pactsonsociety"(Williamsonetal.2014,7).TheCommissionencouragesthat"enterpris-

esshouldhaveinplaceaprocesstointegratesocial,environmental,ethicalhumanrights

andconsumerconcernsintotheirbusinessoperationsandcorestrategyinclosecollabo-

rationwiththeirstakeholders."

• WhendefiningCSR,themorebusiness-orientedtriplebottomlinedefinition(abbreviat-

ed as TBL or 3 BL) iswell established. It is an accounting framework coined by John T.

Elkington(2002)andreferstocorporateactivitiesinthreeareas,namelysocial,environ-

mentandfinancial,or–putinamorecatchymanner–people,planet,profit.

51 Seehttps://www.unglobalcompact.org/what-is-gc/missionaccessedagaininJanuary2015.Whenintheyear2000

theUnitedNationalGlobalCompactwaslaunched,theUNSecretaryGeneralKofiAnancalledtobusinessleaderstoworkwiththeUNto“initiateaglobalcompactofsharedvaluesandprincipleswhichwillgiveahumanfacetotheglobalmarket.”44companieshadsignedin2000by2013therewereover7000participants.In2011theUNinitiat-edthesocalledGlobalCompactLEADwhichwasanelectronicplatform/processtoprovidecollaborativespacetogenerateandimplementadvancedcorporatesustainabilityandtoreviewfor2years(from2011–2013)howcom-panieshadimplementedtheGlobalCompactandiftheplatformwouldbeofhelptodoso.55firmsparticipated,onlinesurveysandinterviewswerecarriedoutwiththeresultthattheplatformexistsuntiltodayconnectingfirmsworldwidetobetterimplementtheirsustainabilityandCSRpractices.(see:ReviewofUnitedGlobalCompactLEADPilotPhase–January2011-December2014,ExecutiveSummaryhttp://www.abis-global.org/content/documents/2014/un-global-compact-lead-pilot-phase-review-final.pdf,accessedinJanuary2014)

52 SeetheTenPrinciplesoftheUnitedNationsGlobalCompacthttp://www.valeo.com/cwscontent/www.valeo.com/medias/fichiers/engagements/en/sustainable_development/The_Ten_principles.pdf,accessedJanuary2014


ThechallengewithageneralCSRdefinition

Asmentionedabove,thecomplexityofperspectivesindefiningCSRisalsooftenreferredtoinac-

ademic discussions. Already in 1973, Votaw and Sethi (1973, 22) described the term social re-

sponsibilityas“…abrilliantone–itissomething,butnotalwaysthesamething,toeverybody.”

Over time, numerous authors such as Carroll (1999), Göbbels (2002), Marrewijk (2003) and

Sheehy (2015)haveattempted togiveanoverviewon thegrowingdefinition jungleofCSR, al-

ways coming to the conclusion that thereare far toomanydifferent angles andapproaches to

settleononefinitedefinition.

Hamidu,Haron,Amran(2015)aswellasDahlsrud(2008)attemptedtoclusterthevariousdefini-

tions intocategories.Dahlsrud, forexample, identified37definitions from27academicauthors

mainlyfromtheUSandEurope,coveringthetimeframefrom1989-2003.Heclusteredthedefini-

tionsintofivedimensions:thestakeholder,thesocial,theeconomic,thevoluntariness/(ethical),

andtheenvironmentaldimension.

MattenandMoon(2004)offerthreereasonsforwhyCSRisnoteasytodefine.First,theyseeCSR

asacomplexandopenconceptthatfollowsnosimple,applicablerules.Moreover,CSRoverlaps

withmanyother similar conceptsand terms (from“CorporateGovernment” to“Sustainability,”

seeFig.24:).Thirdly,CSRisalwaysadynamicprocessanddependsuponthenationalcontext.

Aftertheaboveanalysesofthevariousdefinitions, Iwould liketosuggestthatthedefinitionof

CSRcanbebetterdeterminedwiththesupportofCicero’srhetoricconceptofquestionsonatop-

ic,the"who,when,where,whyandwhat”(Copeland1995,66ff.).Thesequestionshelptobetter

understandandputintoperspectivethecontextofdifferingCSRdefinitions:

• Whoisdefiningit?Isitaresearcherinthefieldofeconomy,agreentechnologyactivist,aCSR

managerfromacompany,etc.?Doesthedefiningpersoncomefromtheschoolofnaturalsci-

ences,economy,philosophy,etc.?Dependingonthepersonalbackgroundoftheauthor,one

willmostlikelyreceiveadifferentlybiaseddefinition.Sheehy(2015)referstothevariousan-

gles, complexities and complicationswith their respective academic origins and assesses for

theabove“Who”aspectalonefivedifferentfoci.53

53 Sheehy(2015)mentionsthefollowingfivefoci:-Economicswiththeaspectsoffirmtheory,ofagencytheoryand

marketfailure,-ManagementorBusinesswiththeaspectsofmoralobligation/ethics,sustainability,licensetooper-ateandreputation,-LegalfocusingmainlyonCSRbeyondcompliance,-Politicalsciencewiththeanalysisofcorpo-ratecitizenship,privatepowerandcritiqueofCSR,-Institutionalismwiththefocusonregulations,reportingandhigherholisticpoliticalcontexts.


• Whenwasthedefinitiongiven?Inthe19thcentury,thetermCSRdidnotevenexist,whilein

the20thcenturyitunderwentseveralfundamentalchangesdependingonthedecade(seelat-

eronin4.2HistoricalDevelopment)

• Wherearewelookingat?TheUSdefinitionofCSRmaybeslightlydifferentthanaEuropean

orAfricanone,althoughitseemsthatanexplicit(South)Africandefinitioncurrentlydoesnot

exist–seechapter5.

• WhyandforwhatpurposeisthedefinitionofCSRmade?Isittoengagepeople,toacademi-

callydefineit,tomakeiteconomicallymeasurable?Isitcreatedtosetstandards(normative)

orisitdescriptive?Thedefinitionwillvarydependingonthepurpose.

• WhatdimensionistheCSRdefinitionusedfor?Isitusedtofocusonsocialelementsortode-

scribeenvironmentaltopics?Isitaboutstakeholderworkorethicstraining?Therangeoftop-

icssubsumedunderthetermCSRishugeasi.e.theCSRwire.compageshows.

LookingatCSRthroughaSocialConstructionLense

Visser54oncestatedthatCSRisaratheroutdatedtermanditshouldbecalledCollaborativeSus-

tainableResponsibility,whichnicelylinksbacktoSocialConstructionandtoKenGergen’sremark

on“productivecollaboration”for“relationalwell-being”(Gergen2009b,402-403).

LookingattheCSRdefinitionjunglethroughsocialconstructioneyes,Ionlyfoundonedefinition,

whichisfromBasuandPalazzo(2008,130),anddescribesCSRas“theprocessbywhichmanagers

withinanorganizationthinkaboutanddiscussrelationshipstostakeholdersaswellastheirroles

inrelationtothecommongood,alongwiththeirbehavioraldispositionwithrespect tothe ful-

fillmentandachievementofthese.”Withthisdefinition,astrongfocusisputonco-creation,joint

sensemakingandprocessratherthanonaspecificCSRcontent.

Applying the social construction concept of “multi-being” (Gergen 2009, 134-150), CSR can be

perceivedordescribedasfollows:Throughoutourlives,someofushumanbeingshavehaddif-

ferentrelationshipswiththetopicofCSR.Thus, the individualhasand isabundleof“CSRrela-

tionships.”TheolderwebecomethemorewemighthaverelatedtoCSR.Forexample,asakid

welearnedtokeepnaturecleanorCSRmeantthataschoolwasbuiltforus.Inourteenageyears,

wemayhaveprotestedformorehumaneworkingconditions,and/orasaparentwetaughtabout

itor livedupto itasrolemodels forourchildren.Soweareaddingdifferenttruthswithinour-

54WayneVisserinhispresentationtotheMVOVlaanderenforuminGhent,Belgiumin2014,accessedSept.2015.

http://www.waynevisser.com/video/csr-is-failing-how-can-we-make-it-succeed-video


selves andwhenwemeet other people with other experiences to CSR, we jointly create new

truthsaroundtheCSRtopic.

Inshort,itmeansmanydifferenttruthshavebeencreatedandareconstantlycreatedaroundthe

topicofCSR.Ifindthisapositiveevolution,becauseitmeansthatthereismovementaroundthis

topic; it shows thatmanypeople arebusy researching, co-creating andultimately bringingCSR

forward,whichisgoodnewsregardlessofhowexactlyCSRisdefined.

GoingforwardwiththisPhDthesis,however,Iwillchoosetherathersimpledefinitionfromthe

EU(Williamsonetal.2014,7),whichstatesthat“CSRistheresponsibilityofenterprisesfortheir

impactsonsocietyandenvironment”andadd“economics”toitbecauseIamconvincedthatthe

triplebottomlineapproachisverypowerful.IselectedtheEUdefinitionformyinquiry(withthe

slightadaptation),becauseitsbrevitybringsouttheessenceoftheCSRconceptandatthesame

time–givenitsbroadness–allowsittofunctionasanumbrellaforotherdefinitions.

4.2 HistoricalDevelopmentoftheCSRconcept

Besidesthemaindefinitionsdiscussedbefore,avarietyofdefinitionsandideasexistaroundthe

conceptofCSR.Thischapterwillofferanoverviewofthehistorytoshowhowthisvarietyhasde-

velopedoverrecentdecades.Theoverviewisbasedupontheresearchofvariousauthors(Carroll

2008;Frederick2006;SchmidpeterandPalz2008;Goodpaster1983)andcan’tbebyanymeans

comprehensive,yetshowsthehistoricaldevelopmentoftheCSRconceptinacondensedway.

Priorto1950

Intheearly20thcentury,twoimportantprecursorstoCSRemerged,oneofwhichwascreatedby

theindustrialrevolution,becausebusinesseswanted“better”–namelymoreproductive–work-

ers.Thus,companiesstartedtooffertheirworkersbenefitssuchasbathhouses,lunchroomsand

profit sharing. This approach was more internally focused (Wren 2005, 269–270). The second

streamthatemergedcouldbecalled“individual”philanthropy,becauseintheearly20thcenturyit

wasoftenindividualslikeVanderbilt,RockefellerorPullmanratherthanactualcorporationswho

investedmoney into society. Pullmanwasevenbuildinga rolemodel city aroundhis facility to

showcaseatownwithamoderninfrastructure,greenparks,greathousing,etc.,notonlytogive

somethingbacktosocietybutalsotoattractandretaingoodworkers(Carroll2008).Overall,one

couldsaythatpriortothe1950s,therewasmainlyphilanthropyhappening,withindividualsand

companiesdonatingmoneyforachosencause.Whilethisapproachcontinuestobevitaltoday,it

isincreasinglyaccompaniedbystrategicCSRapproaches.


The1950s

Theformalbirthofsocialresponsibilitiesofcorporationstookplaceinthe1950s.Inhis1953book

“SocialResponsibilityoftheBusinessman”,HowardBowen(2013,6)offersanearlydefinitionof

companies’socialresponsibility(SR):“SRreferstotheobligationofbusinessmentopursuethose

policies,tomakethosedecision,tofollowthoselinesofactionwhicharedesirableintermsofthe

objectivesandvalueofoursociety”(ibid.).Bowenisoftenmentionedasthe“fatherofCSR”and

startedinthe1950sthedecadeofCSRawarenesscreation,whichmeansthe1950srepresentra-

therthe“talkingaboutCSRera”thanthe“takingCSRactionsera”.

The1960s

Inthe1960s,morescholarsbecameinterestedinthephenomenonofCSR,includingcontributors

such as Keith Davis (1960),William Frederick (1988 [1968]) and ClarenceWalton (1967). They

addedanimportantelementtothediscussionsaroundCSR,namelythatresourcesshouldnoton-

ly serve companiesorprivatepersons, but alsobroad social ends. Thesenewcontributors also

drew attention to the closely intertwined relationship between society and corporations. The

conceptofvoluntarism-thephenomenonwherebypeopleoffertheirpersonaltime,energyand

resources foracertaincauseatnocost -wasalso introduced (Walton,1967).Forexample, the

PeaceCorpsintheUSwerefoundedin1961,yetitwasnotincorporatedintocompanies’CSRap-

proaches.Thus,philanthropy-whichlargelymeantcompaniesspendingmoneytocharities-ul-

timatelyremainedthepredominantapproach.

The1970s

The1970sbroughtthecallforamanagerialapproachtoCSR,wherebyastrongerlinkofsocialis-

sues to business processeswas demanded.Managerswere asked to apply traditionalmanage-

mentmethods to CSR, such as planning and forecasting, providing the right internal structure,

measuringperformanceandmonitoring.SandraHolmes(1976)ranabroadinterview-basedstudy

toascertainwhathigh-levelexecutivesconsideredasimportantCSRtopicsatthetime.According

toCarroll (2008, 29) theCommittee for EconomicDevelopment (CED)made a ground-breaking

contributiontotheemergingconceptofCSRbylistingthreeconcentriccirclesofsocialresponsi-

bility fora company: the innercircleof clear cutprofit responsibility, the intermediatecircleof

complyingwiththeprofitdemand–albeitwithasensitivityforCSR,andfinallytheoutercircle,

whichentailsanewresponsibilityofactivelyimprovingsociety.PrestonandPost(1975,102)even

suggestedreplacingthewordsocialwithpublic“tostressmoretheimportanceofthepublicpoli-

cyprocessratherthanindividualopinionandconscience”.


Theacademicworld introducednew ideasandconcepts to thediscussionaroundCSR,and -as

statedinthepreviouschapter-atruedefinitionjungleemerged.Forexample,Carroll(1979)pro-

posedthatcompaniesshouldembedsocialresponsibilityintheirstrategyandperformancemod-

els.HedemandedeachfirmtohaveacleardefinitionofCSRandmeasurementtools.However,

there was not much sizable action among the companies themselves, although governments

startedtoplacelegislativepressureuponcompanieswithrespecttoCSRissues.

Overall,the1970swasclearlyadecadeinwhichacademiastartedtodemandthatbusinessesin-

tegratedCSRintotheirentirecompanystructureandstrategy.

The1980s

In the1980s,businessesslowlybegantorespondtothecall to integrateCSR intotheir internal

processesanddevelopedanalyticalframeworkstooperationalizeandfacilitateCSR.Profitwasno

longer theonlybenchmarkandmanagers started tobeevaluatednotonlyonbusiness results,

butalsoaccordingtohowtheyachievedthoseveryresults(Jones1980).

Thesedevelopmentswerealsospurredbythefactthatthe1980sisoftenreferredtoasthedec-

adeofgreed.Forexample,the1984UnionCarbideBhopalexplosioninIndia-killingthousandsof

people-showedthatcompaniesdidnotinvestenoughinsafetymeasures.Furthermore,thecon-

troversiesoverdoingbusinesswiththeApartheidregimeinSouthAfricacreateadividebetween

moreorlessresponsiblecountriesandcompanies.

Inresponsetothesedevelopments,itisunsurprisingthatstakeholdertheorystartedtoperceive

communitiesasrelevantstakeholdersandtheoriesofbusinessethicsemerged.

The1990s

Inthe1990s,bigplayersliketheBodyShop,Nike,UBSandPatagoniastartedtotrulyembracethe

CSRtopic,addingCSRdepartmentsandmanagerstotheirorganizationalcharts, introducingkey

performanceindicatorstomeasureCSRoutcomes.ItwasincreasinglyunderstoodthatCSRcanbe

beneficialtoacompany’sreputation.Whilepreviousdecadessawbasicacademicresearchonthe

ideologies,facetsandstreamsofCSR,the1990sweredominatedbyempiricalresearchoncom-

panies’newbusinesspracticesinthefieldofCSR(Carroll2008).

Movingintothe2000s

Moving into the 2000s, empirical research continued to be in the focus and CSR also became

stronglytiedtootherbusinesstopics.Forexample,employerattractiveness(GreeningandTurban

2000)isconnectedtoCSR,asaremarketingaspects(MaignanandFerrell2004)anddiversityis-


sues (Hansen2014), just tomention a few. CSRbest practices andmeasures are collected and

publishedandthefinancialbenefitsofsuchpracticesarecontinuouslyemphasized.Withtherise

andfalloftheInterneteconomyandthebankingcrisisin2008,legalandethicalcompliancehas

becomeanessentialandevenmandatorytopicinmostcompanies.CSRumbrellaorganizationsas

wellasconsultancieshavebeenfoundedanduniversitieshavestartedtoadopttheCSRtopicinto

theircurriculum.Atpresent,CSRisatrueglobalphenomenon.WiththeestablishmentoftheUN

GlobalCompactin2000,ithasbecomeatopicontheglobalagendaforgovernments,industries

andNGOsaroundtheworld.

Summary

Lookingatthehistoricaldevelopment,itseemsthattheresponsibility–oratleasttheawareness

for the responsibility – of enterprises concerning their impacts on society and environment is

growing.Ofcourse,legislationispartlyforcingthem,yetcompaniesseemtoincreasinglyacceptit

notasaburdenbutratherasanecessityandevenabenefit. Italsobecameobviousthatmany

differentstakeholdergroupsfrombusiness,politics, legalorsocietyhadandhavean interest in

theCSRsubjectwhichaddstothecontinuing livelydebatearoundthesubjectandexplainsalso

themanyrelatedtermstoCSR.

Manyof these related termswerealreadyexistingorevolving inparallelorwerederived from

CSR. The terms range from “business ethics” to “sustainability”, from “corporate social perfor-

mance” to “corporate volunteering” to “corporate social investment”, etc. Various authors at-

tempted to differentiate the terms (Carroll 1999; Crane, Andrew et al. 2008; Schneider and

Schmidpeter2012;BennandBolton2011;vanMarrewijk2003)55.Idecidedtonotdivedeeperin-

tothedetaileddifferentiationanddefinitionofit,foritdidnotseemtoaddvalueforthepurpos-

esofmythesis.Yet,Fig.24isanapproach–certainlynotcomplete-toshowthespreadofCSR

relatedwordsandconcepts.

55 -Carroll(1999)providesaninsightfuloverviewarticle.

- Craneet.al.(2008)offerintheir600pagesstrongbookasolidoverviewofferingwellacademicallyresearchedperspectives,critiques,actionitemsandinthelastchapteranoutlookonCSR.

- BennandBolton(2011)assemblevariousmajorCSRconcepts,yetwithoutanyguidingclustering/structureorcoher-entconnectionbetweenthealphabeticallylistedkeyconceptsfrom“AgentTheory”to“VoluntaryRegulation”.ThebookseemstobelikeadictionarysupportingCSRmanagerstobetterunderstandvariousCSRconcepts.

- VanMarrewijk(2003),thisarticlecomparesallrelevantdefinitionstoconcludethataonesizefitsalldefinitiondoesnotwork.

- “CSRImpact–FromCSRtoCIAM:CorporateImpactAssessmentandManagement”apublicationundertheIMPACTprojectfundedbytheEuropeanCommunity’sSeventhFrameworkProgramFP7/2007-2013undergrantagreementn24461.Thisdocumentfrom2012isapracticalworkbookforpeoplefromthefieldhelpingtomeasureCSRanditsperformance.ItisrunbytheImpactresearchanditisinterestingtomentionthattheTilburgUniversityalsohasbeenaconsortiumpartnerinthisthree-yeareffortanalyzingmanydifferentcasestudies,interviewnumerousstakehold-erstoproduceasanoutcomeinputonstrategicCSRtopicsandapracticalguidanceonCSRimpactmeasurement.Onlineavailable:http://www.oeko.de/oekodoc/2100/2014-658-en.pdf,accessedJune2014.


Fig.24: WordCloudonCorporateSocialResponsibilityandrelatedterms

Source:AnnetteThum,http://www.wordclouds.com

4.3 CritiqueofCSR

Ofcourse,withtheriseofCSR,therehavebeenandalwaysarecriticalvoicesaboutthetopic.The

ongoingscientificdiscourseismostlybasedonseveralpointsofcritique,whichIwilldiscussnow

inmoredetail.Typically,thescopeofthecritiquerangesfromeconomic,toethicaltopoliticalas-

pects,whichareunderstandablyofteninterconnected.

EconomiccritiqueofCSR

The longest standing critique states, that CSR cannot be of concern to companies, because a

companyisonlyresponsibletoitsshareholdersbysecuringprofitmaximization.Thus,companies

donotneedtoserveanyotherstakeholdersorinterests.In1958,TheodoreLevitt(1958)elabo-

ratedon the“Dangersof SocialResponsibility”encouragingbusinesspeople to stay focusedon

businessandnottobuyintotheneworthodoxyofcreatingan“almostspirituallyblissfulstateof

acooperativeandresponsibleenterprise”(ibid,42).

In1962MiltonFriedman(1962),thefamousUSeconomistandNobelPrizewinner,alsoopposed

theideathatbusinesspeopleareresponsibleforsocietalorenvironmentalissues.Thepointthat

leaderswouldhaveasocialresponsibilitybeyondservingtheirstakeholders“showsafundamen-

talmisconceptionofcharacterandnatureofafreeeconomy”(Friedmann,1962,133).Friedman

(1970)evensawbusinesspeoplewhowouldact“ascivilservants”asathreatandbetrayaltoa

company,becausetheironlyinterestsshouldbethecompany.


Iacknowledgethiscritiquebecauseonecannotgivemoneyonedoesnothavetooutsidepeople

orcauseswithoutbeing legitimizedtodoso.However, I considerFriedman’sviewasoutdated,

becausemanycompaniesincorporateCSRintheirstrategicroadmapandperceiveitasabusiness

goaltosupportsocietyand/ortheenvironment,thusactingwiththeauthorizationofthecompa-

ny.

Nonetheless,Khan,KakabadseandKakabadse(2015)seeCSRevenbecomingasignificanttrade

barrierbetweencountrieswithdivergentgovernancesystemsandlevelsofCSRimplementation.

TheystatethatCSRwouldhinderfreetrade:IfacountryensureshighstandardsofCSR,compa-

niesinothercountriescouldhesitatetodealwiththemortoinvestinsuchcountries.

CSR itself can evenbe counterproductive, especiallywhen it comes CSR reporting. Particularly

smallormediumsizedcompaniessee itasachallengeofCSRtodevotetoomanyresources in-

ternallytoCSRreporting,insteadofdoingsomethinggoodfortheoutsideworld(Fassin2008).

EthicalcritiqueofCSR

Another rather fundamental critique is stated by J. Hans van Osterhout and Pursey Heugens

(2008)inanarticleentitled“Muchadoaboutnothing.”TheycriticizethatCSRcannotbeseenas

atheoreticalconcept insocialoreconomicsciencesas itdoesnotholduptoacademicstand-

ards.Bycontrast,theyseeCSRasonlyhaving“mobilizingqualities,”whileitactsasa“realworld

focalpointformanagerialinitiativesatthebusinesssocietyinterface”(ibid.215).

PeterFlemingandMarcV.Jones(2013)negatetheabovestatement,arguingthatCSRhaseven

lostitsmobilizingqualities,teethandradicalismbybecomingaservanttocompaniesinsteadof

reformingthem.CSR,astheystate,israther“astepbackwardsthanaprimarymoveforwardsto

somefuturestateofsocialjustice”(FlemingandJones2013,position386).

Banerjee(2007,64)criticizesCSRasaformofhubrisbecause“CSRstakeholdermanagementisto

keep the stakeholders quietwhile decisions aremade elsewhere.” The argument that CSR has

overtimebecomeabandaid(Fleming2009)or“opiumforthemasses”(FlemingandJones,2013

position 1036) is supported by claims about themisuse of CSR as amere public relations tool

(Hopkins2008)withoutrealorsignificantimpactonsociety.

Connected to the above argument is the complaint that CSR is only relevant for corporations

when they can see an economic advantage for themselves (Bowen 2014;Delmas and Burbano

2011; Cho and Roberts 2010). Or even more radically, CSR is mainly about green- or blue-

washingacompany’simage(HeidbrinkandSeele2007;PopeandWæraas2016).


For example, companies pretend to produce eco-friendly products to gain customers (e.g.

Bluemotioncars fromVolkswagenAG),butuponcloser inspectionone learns that theproducts

do not hold true to real eco-friendly standards. Such examples includeOpel and VW,which in

2010 used green and blue slogans thatwere deceptive andmisleading. VWused an advertise-

ment of its Phaeton sedan, stating that the carwouldonly produceminimal air pollution, thus

keepingone’sconscienceclear.However,thisadvertisementwasonlyincomparisontotheprior

Phaetonmodel,whichproducedmassiveamountsofCO2,nottomentionthemostcurrentemis-

sionscandalstartingwithVW.56

AnotherexampleisNestle,whichseesitselfasengagedinwaterpreservationandboastsofmany

such initiatives on its CSR website (see: http://www.nestle.com/csv/water). However, Nestles’

waterbottlingactivitiesandextensivedrillinginPakistancausednearbyvillagestohavelesswa-

terbecausetheirlocalwellsdriedasthewaterlevelfellfrom90mto130munderground.57

Ahelpful resource todetectandchallengeunethicalbehaviorofbusinessesanda thorough re-

portingistheinitiative“PublicEyeonDavos,”whichsince2000hasbeenacountereventtothe

WorldEconomicForum“awarding”poorbusinesspractices.58

PoliticalcritiqueofCSR

Onaratherindividuallevel,criticalvoicesdonotseecorporateleadersaspoliticallycompetent,

empathicoragileenoughtoactuallytakeuptheroleofasocialorenvironmentalagent(Davis

1973; Carroll and Buchholtz 2002;Mintzberg 1983). They argue thatmanagers know about fi-

nanceandoperations,butdonothavethenecessarypracticalandemotionalexpertisetohandle

CSRrelatedtopics.Iseethisargumentasoutdated,becausemanagersparticularlyinthelastdec-

adehavehadto–likepoliticians–dealwithmanyissues,fromthecomplexityofglobalization,to

thespeedofdigitalizationandtheambiguityofchange.

Furtherpoliticalcritique is focusedonCSRstillnotbeing integratedenough.SuccessfulCSRap-

proachestoday–asAhenandZettinig(2015)argue–needtobemorepragmaticandintegrated

into a context-bound “sustainable value co-creation.” Additionally, internal multi-stakeholder

companystructuresshouldbe implementedtobettersupportCSRpurposes (HussainandMori-

arty2016;SchererandPalazzo2007).

Lastly,most of the current critiquesof CSR argue fromamoreholistic and radical perspective.

Theydemand fundamental changes in thepowerdynamicsandbalanceswithinandbetween56https://www.nachhaltigkeit.info/artikel/greenwashing_1710.htm,March25,201557 seeMovie:http://www.bottledlifefilm.com/index.php/home-en.html58 http://de.wikipedia.org/wiki/Public_Eye_on_DavosaccessesMarch31,2015


corporations, governments and civil society tomake CSRwork (Fougère and Solitander 2009;

Banerjee 2014; Sandoval 2015; Ahen and Zettinig 2015; Hussain andMoriarty 2016). Banerjee

(2014)callsforamoredemocraticcontroloverglobaleconomicpoliciesandtheneedtocreatea

new species of organizations integrating the social into the economic, ultimately as Sandoval

states(2015,12)turningcompaniesinto“RSCs,”responsiblesocialcorporations”.

4.4 TrendsofCSR

Frommypracticalexperienceandencounterswithjuniorleaders,italsoseemsthattheup-and-

coming generations understand CSR as an integral part of doing business. Accordingly, the so-

called “Generation Y” has a very strong set of values that support CSR topics which in the

Deloitte's2016MillennialsurveyresultscanbereviewedandisshownalsoinFig.25.

Fig.25: 2016DeloitteMillennialSurvey:Millennialswouldprioritizethesenseofpurposearound

peopleratherthangrowthorprofitmaximization

Source:2016DeloitteMillenialReportavailableonlinehttp://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf-accessedJuly,2016.

Italsoseemsthatnon-academicmagazines,handbooks,conferences,websites,etc.regardingCSR

areincreasinglygrowing,asifthereissocietalpressureoncompaniestoactmoreresponsibly.For

instance, the German magazine “enorm” (enorm-magazin.de) uses since 2010 the slogan

“Wirtschaft.Gemeinsam.Denken”meaning“Tothink.Economy.Together”.

In India,the“CSRTimes.com”,amagazinethatexclusivelyfocusesonCSRtopics,hasbeenrun-

ningsince2013. InSouthAfrica, theconsulting firm“Trialogue” (www.trialogue.co.za)produces

anannualhandbookoncorporatesocial investments,summarizingprogressandshowingstatis-


tics.Inaddition,increasinglymoreconferencesandCSR-relatedwebsitesseemtobeemergingin

allregionsoftheworld.

AlloftheseandmanyotheractivitiesalikeshowthatCSRtopicsreachawideraudienceandcon-

tinuetobecomemore“mainstream”,whichIconsideraspromisingdespiteallthechallenges.

It is also interesting to observe the introduction of new organizational structure in companies.

Thatmeans firmsparticularly larger firmsfromAmazontoUnileverhavededicatedCSRdepart-

ments or the function of a Chief Sustainability Officer or a Chief Caring Officer (Robert Strand

2013).

CSRmaturity

This speaks to growingmaturity of the CSR concept which is referred to by Schneider (2012).

Schneiderpointsout,thatCSRcanbeforsomecompaniesonlyaboutcompliance,adheringtoin-

ternalandexternalregulations.Forothers,CSRcanbemainlyaboutphilanthropy,spendingchari-

tymoneytotheircommunity.Morematurecompanies,however,applyCSRasanembeddedap-

proachintheircompanystrategy(Galbreath2009).ThismeansthatCSRisarelevantfactorcon-

cerninghowbusinessisdone,itiscompletelyintegratedintothecompany’svaluechainandbe-

longstotheDNAoftheorganization.

Schneider’smodel (2012,29)ascanbeseen inFig.26belowprovidesanoverviewofdifferent

maturitylevelsforCSR.Thelevelsareideallynotexclusivebutratheradditive,startingwithpure-

ly legal CSR and growing to proactive CSR,meaning that a company can be a relevant political

playerinshapingCSRforthebenefitofsocietywhileadheringtolegalregulations,beingphilan-

thropicandcreatingCSRvaluethroughinternalsystematicstrategiesandmanagement.

Fig.26: MaturitylevelsofCSR

Source:adaptedfromSchneider2012,29


FurthermaturitydescriptionsbyStrandberg(2002,6)andVisser(2011)alsodescribeCSRmaturi-

ty indifferentstages.Themessage,however,staysthesame:Themorecorporationsandother

organizationsunderstandthemselvesasholistic,collaborative,(pro)-activeandinternallyaswell

asexternallyinvolved,themoreimpactCSRwillhave.Carroll’s(2016)ownrevisionofhispyramid

asstatedearlierinthischapteralsoprovesthistrendaswellasthechallengeandconstructivecri-

tiquesfromBanerjee(2014)andSandoval(2015).

CSRTrendsForecast

The trends forecast for CSR is debated lively in the academic and business world (Riess 2012;

Steger2008;Harwood,Humby,andHarwood2011).WayneVisser’s(2012)descriptionofthefol-

lowing10trendsforCSRsummarizesthempointedlyandmakesupforagoodconclusiononthis

chapteronchangesandtrends:

“Trend 1 – In the future, wewill seemost large, international companies havingmoved

throughthefirstfourtypesorstagesofCSR(defensive,charitable,promotionalandstrate-

gic)andpracticing,tovaryingdegrees,transformativeCSR,orCSR2.0.

Trend2–Inthefuture,relianceonCSRcodes,standardsandguidelinesliketheUNGlobal

Compact,ISO14001,SA8000,etc.,willbeseenasanecessarybutinsufficientwaytoprac-

ticeCSR.Instead,companieswillbejudgedonhowinnovativetheyareinusingtheirprod-

uctsandprocessestotacklesocialandenvironmentalproblems.

Trend 3 – In the future, self-selecting ‘ethical consumers’ will become less relevant as a

forceforchange.Companies–stronglyencouragedbygovernmentpoliciesandincentives

–willscaleuptheirchoice-editing,i.e.ceasingtooffer‘lessethical’productranges,thusal-

lowingguilt-freeshopping.

Trend4–Inthefuture,cross-sectorpartnershipswillbeattheheartofallCSRapproaches.

Thesewillincreasinglybedefinedbybusinessbringingitscorecompetenciesandskills(ra-

therthanjustitsfinancialresources)totheparty,asWal-Martdidwithitslogisticscapabil-

ityinhelpingtodistributeaidduringHurricaneKatrina.

Trend5–Inthefuture,companiespracticingCSR2.0willbeexpectedtocomplywithglobal

best practice principles, such as those in the UN Global Compact or the Ruggie Human

RightsFramework,butsimultaneouslydemonstratesensitivitytolocalissuesandpriorities.

AnexampleisminingandmetalsgiantBHPBilliton,whichhavestrongclimatechangepoli-

ciesglobally,aswellasmalariapreventionprogramsinSouthernAfrica.


Trend6–Inthefuture,progressivecompanieswillberequiredtodemonstratefulllifecycle

management of their products, from cradle-to-cradle.Wewill seemost large companies

committing to thegoalof zero-waste, carbon-neutral andwater-neutral production,with

mandatedtake-backschemesformostproducts.

Trend 7 – In the future, much like the Generally Accepted Accounting Practices (GAAP),

some formofGenerallyAcceptedSustainabilityPractices (GASP)willbeagreed, including

consensusprinciples,methods,approachesandrulesformeasuringanddisclosingCSR.Fur-

thermore,asetofcredibleCSRratingagencieswillhaveemerged.

Trend 8 – In the future,many of today’s CSR practiceswill bemandatory requirements.

However,CSRwillremainavoluntarypractice–aninnovationanddifferentiationfrontier–

forthosecompaniesthatareeitherwillingandable,orpushedandproddedthroughnon-

governmentalmeans, togoaheadof the legislation to improvequalityof lifearound the

world.

Trend9– Inthefuture,corporatetransparencywilltakeformofpubliclyavailablesetsof

mandatory disclosed social, environmental and governance data – available down to a

product lifecycle impact level–aswellasWeb2.0collaborativeCSRfeedbackplatforms,

WikiLeaks type whistleblowing sites and product rating applications (like the GoodGuide

iPhoneapp).

Trend 10 – In the future, CSRwill have diversified back into its specialist disciplines and

functions, leaving littleornoCSRdepartmentsbehind,yethavingmorespecialists inpar-

ticularareas(climate,biodiversity,humanrights,communityinvolvement,etc.),andmore

employeeswithknowledgeofhowto integrateCSRissues intotheirfunctionalareas(HR,

marketing,finance,etc.)”

4.5 Summary

Goingforward,IwouldwishforthetopicofCSRamoresolidscientificbasis.Inmyopinion,CSR

willalsohavetocontinuouslyfightthestruggletobeimplementedinanhonestandtrulysocially

contributingway.Companieswillneedtoassessinwhatwaytheywanttobepartofchangingthe

economiccontexttheyareoperatingintogivethesuccessfulimplementationofCSRachance.

Nonetheless, despite all such challenges,CSR is vital in the realworld today and its continued

successwillbedecidedbyhowinvolved leaderswillengage inthistopicandhowwell theywill

handlethetensionofservingsocietyandenvironmentwhileaddingtotheircompanies’value.


Sometimesthiswillnotonlymeancompromisesbetweenthetwopoles,butinsomesituationsa

cleardecisiontowardsoneortheotherpole,albeitneverleaningtoomuchtooneextreme.

Theimageofatightropewalkercomestomind,whoalsohastocontinuouslymoveandremainin

motion,becauseanextrememovementwillcausehimtolosehisbalance.Accordingly,livingCSR

asacompanyisquiteabalancingact,whichrequiresbothcourageandfocus.

5CorporateSocialResponsibilityinSouthAfrica 92

OneofthesayingsinourcountryisUbuntu….wethinkofourselvesfartoofre-

quentlyasjustindividuals,separatedfromoneanother,whereasyouarecon-

nectedandwhatyoudoaffectsthewholeworld.Whenyoudowell,itspreads

out;itisforthewholeofhumanity.

DesmondTutu

5 CorporateSocialResponsibilityin

SouthAfrica

IchoseSouthAfricaformyinquiryfortwomainreasons:Firstly, Ihavegreatexperiences,fond

memoriesandstillpersonaltiestowardsthiscountry.Intheyear2000IspenthalfayearinSouth

AfricaworkingforMercedesBenzinEastLondonandPretoria.SincethenIhavereturnednumer-

oustimesforprivatetripsandforbusinessreasonsandacuriousinterestandlovehasgrownand

isstillgrowing.Iamimpressedwiththecountry'snaturalbeauty,withitshelpfulandkindpeople,

while Iamequallyawareabout its struggleonmanysocietal,politicalandeconomic levels.My

hopeinchoosingSouthAfricaforthisinquirywastocollaboratewithdifferentCSRmanagersand

lineleadersinordertocreatesomethingbeneficialthatcouldstrengthenCSRpracticesinSouth

Africaandthuscontributetothecountry’shealthygrowth.

SecondlyIchoseSouthAfricaforitsuniquepositionamongstotheremergingmarketsontheAf-

ricancontinent.Sincetheendofapartheid,thecountry'seconomicdevelopmenthasbeenquite

uniqueandasuccessstoryforfastgrowth.59SouthAfrica’seconomyhasbeenthelargestinAfri-

ca for decades, only to be surpassed by Nigeria in early 2014. South Africa, despite its slower

growth in the last 4 years, is still regardedas the “go to country”when it comes to foreign in-

vestmentandtouristtravelsontheAfricancontinent60.

In emergingmarkets like SouthAfrica companymanagers are often required to quickly deliver

high growth rates, thus they feel pressured to perform strongly. In addition, emergingmarket

countries often are known for high corruption, thus the temptation formanagersmay also be

59 http://www.worldbank.org/en/country/southafrica/overviewand

http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG,bothaccessed6September201560 „NigeriasurpassesSouthAfricaascontinent'sbiggesteconomy“,6April2014,

http://in.reuters.com/article/2014/04/06/nigeria-gdp-idINDEEA3506J20140406,accessed8August2015


highertobendcompliancerulesinordertomakequickmoney.61AtthesametimeCSRtopicsare

on the rise in emergingmarkets, often pushed by international headquarters. Thus, managers

mustandhopefully alsowant tobemoreawareofCSRbehaviorand compliantwith rulesand

regulations.Inmyview,managersinemergingmarketslikeSouthAfricafacethedifficulttaskto

handlethetensionbetweendeliveringfastgrowthnumbersanddemonstratingCSRbehavior.My

particular interest was to find out whatmotivates leaders in South Africa to comply with CSR

normsneverthelessandwhatmotivatesthemtodriveCSRintheirorganizations.

SouthAfrica’spoliticalbackgroundisalsouniquewiththeApartheidregimerulingfrom1948until

1994. The firstdemocratic elections in1994broughtabout important legislative changesanda

rangeof innovativelaws.Thenewlyadoptedandverymodernconstitutioniscomplementedby

variousactsandcodesofconduct.Aswewillseelater,thesecodesarefrequentlyrelatedtoCSR

topics,turningSouthAfricaintoaforerunnerwithregardstoCSRontheAfricancontinent.

Lastbutnotleast,theleadershipofNelsonMandelawasmarkedbymanycharacteristicsthatare

alsoknownasCSRleadershipqualities,suchasbeingvisionary,nevergivingup,showingendur-

ance,gritanddetermination,practicingforgivenessandunderstanding,beinghumbleandhaving

amissionbeyondoneself,suchasbelievinginthepeacefulco-existenceofdiverseopinionsand

cultures (Wilson, LenssenandHind2006;Angus-Leppan,Metcalf, andBenn2010;Visser2008).

StartingmyinquiryprojectIassumedthatwithsuchaleadershiprolemodel,CSRwouldprobably

bemoreprominentinSouthAfricathaninanyotherAfricancountry.

Theremainderofthischapterisstructuredasfollows.AtfirstIwilllistafewgeneralfactsabout

thecountry.ThenIwillelaborateontheuseandmeaningofthetermCSR intheSouthAfrican

context.Subsequently,Iwilltalkaboutthepoliticalandlegalcontext,aswellastheeconomical,

andsocial&culturalsituationinSouthAfricaandIwilldelineatehowthesecountry-specificcir-

cumstancesaffectthedevelopmentofCSR.Trends,aswellassupportiveandhinderingfactorsfor

thepromotionofCSRinSouthAfricawillbeidentifiedandwillclosethischapter.

61 SouthAfricahasacorruptionindexof44(=beinghighlycorrupt,100beingveryclean).Itranksonposition67outof

175states,thuslocatedinthemiddle:https://www.transparency.org/cpi2014/results,accessed6September2015


5.1 SouthAfricacountryfacts

SouthAfricaispartofSub-SarahAfricaandtodayhasroughly54millioninhabitants,outofwhich

80.2%areBlackAfricans,8.8%Colored,8.4%Whitesand2.5%IndiansorAsians.62Themajorityof

thepopulation(closeto80%)isChristianandthecountryhaselevenofficiallanguages.SouthAf-

ricaisaboutthreetimesthesizeofGermanyanditssurfaceareaof1.200.000sqkmisdividedin-

to9provinces.TheadministrativecapitalisPretoria.

SouthAfricaisaparliamentaryrepublic.TheAfricanNationalCongress(ANC)hasbeentheruling

partysince theendofapartheid in1994. Itmainly representsblackvoters. In the lastelections

heldinMay2014,theANCwon62.2%ofthevotes,whilethemainoppositionparty,theDemo-

craticAlliance(DA)andtheEconomicFreedomFightersSouthAfrica,won22.2%and6.4%ofthe

votes63.InrecentyearstheANChasconstantlybeenlosingforce.Itwillbeinterestingtoseeifthe

partycankeeptheloyaltyofitsconstituency,giventhetougheconomicsituationinthecountry

andthecontinuingcorruptionissuesaroundPresidentZuma.

5.2 DefiningCSRinSouthAfrica

IwascurioustofindoutwhetherdefinitionsofCSRinSouthAfricadifferedfromotherregionsin

anyspecificway.However, therelevantacademic literature (Hamannetal.2005;Ramlall2012;

Visser,Magureanu,andKarina2015)doesnotpointtoanyparticulardifference.ThetermCSRis

used inageneralmannerwithoutanyspecification for theSouthAfricancase.Yet,when Iwas

lookingforothersources,suchascompanyorNGOwebsites,IfoundoutthatthetermCorporate

SocialInvestment(CSI)isinfactmorefrequentlyusedthanthetermCSR.Andnotonlytheword-

ingisdifferent.LookingathowCSIisusedasatermandappliedbycompanies,itbecomesclear

thatCSIisprimarilyaboutphilanthropicactivitiesandcharity.Onlyaminorfractionoftheactivi-

tiesisconcernedwithacompany'sownvaluechain,andcanthusbeclassifiedasCSRmeasures.

JonathanHanks(2009),whoisengagedinsharedvalueconsultinginSouthAfrica,summarizesthe

differencebetween themore 'inward looking' approachofCSRand themore 'outward-looking'

approach of CSI as follows: “While CSR refers to how an organizationmakes itsmoney, CSI is

abouthowitspendssomeofitsmoney”.

62 Cf.http://beta2.statssa.gov.za/publications/P0302/P03022014.pdf,accessed6September201563 https://en.wikipedia.org/wiki/South_Africa,accessed6September2015


Themore 'outward-looking'philanthropic approach of SouthAfrican companies is for example

clearly reflected in theCSIdefinitionofMondi, abig SouthAfricanpaper company: “Corporate

social investment (CSI) is defined as contributions (either monetary, employee time and re-

sources,orgifts inkind)whichbringbenefitsoverandabovethosedirectlyassociatedwithour

corebusinessactivities”64Nedbank,oneofthelargestbanksinSouthAfrica,alsostatesonitsCSR

websitehowmuchitexternallyinvested:“TheNedbankFoundationisresponsibleforthelargest

portionofthebank’sCSIdisbursement,whichis42.5millionRandin2012,or41%oftotalcontri-

butions.”65Again,nointernalreferenceismade;thefocusisonlyonexternalspendings.

NotwithstandingthedifferencebetweenwhatisinternationallyunderstoodtobeCSRandwhatis

locallydefinedasCSIprograms,duringmytwofieldtripsIrealizedthatSouthAfricancompanies

in factequatetheirCSIactivitieswithCSRandsustainability,eventhoughtheseactivitiesmight

simplybeactsofcharity,unrelatedtobusinesspractices.Thus,youmightforexamplefindatex-

tilecompany that runsextensiveCSIprograms targetingHIVorphansor fundingeducationpro-

grams,whilemostoftheirclothesaremanufacturedbyunderpaidchildrenorillegalimmigrants;

their factories are polluting water and their business practices foster corruption. Hence, the

awarenessthatCSRisnotonlyaboutactsofcharitybutratheraboutrunningabusinessinasus-

tainablemanner,isnotyetfullyintegratedintotheSouthAfricanbusinesslandscape.Thismight

partlybeduetothe longhistoryofcorporatephilanthropicspending inthecountry. Infact,ac-

cordingtotheGrantThorntonreport(GrantThornton2014)SouthAfricancompaniesrankhigh-

estintheworldwhenitcomestothe“spiritofgiving”,evenbeforeUSAmericancompanies,that

likewisehavealongphilanthropictraditionasyoucanseeinfigure27.

Fig.27: DonatedMoneyperCountrytoCommunityCauses/Charities(TopTen)

Source:seeGrantThorntonreport2014,2

64 http://sd-report.mondigroup.com/2012/social/society/corporate-social-investment,accessed6September201565 http://www.csi.nedbank.co.za/csi/foundation,accessed6September


Furthermore,allmyinterviewpartnersfrombigmultinationalfirmsinSouthAfricatoldmethat

socialactivitieshavetraditionallybeenimportantforthem,evenbeforetherewereanynational

orinternationalcodesthaturgecompaniestocomplywithethicalstandards.Eventodaythis'in-

trinsicmotivation' toengage in social activities seems to liveon. In a survey conducted for the

GrantThorntonreport,only35%ofSouthAfricanfirmsstatedthateitherlegalpoliciesorpublic

pressurewereat thebaseof their corporate social activities (GrantThornton2014).Of course,

thiswidespread 'spiritofgiving'mightpartlybe inducedbythefactthattheSouthAfricangov-

ernment isneitheradequatelyorganizednorwellequipped toattend to socialneeds ina suffi-

cientmanner(Waldmanetal.2006).Agreatexamplewasthe inaugurationoftheNelsonMan-

delaSchoolinMay2014.SiemenshadfinancetheschoolandIcouldfeelthebuzzandprideofat

Siemens’employeesaboutitwhileIwasthereduringmysecondfieldtrip.

Tosumup,wecannotethatwhilethetermsCSRandCSIareoftenusedinterchangeablyinthe

SouthAfricanbusinessenvironment,themajorityofcompanies'CSIprogramsstillratherprovide

socialservicestocommunitiesthantargettheirownbusinesspracticestoreflectCSRstandards.

This legacyofphilanthropic spending isonly slowly changingwith thediffusionof international

CSRstandardsandinstrumentsinthecountry.Thus,IobservedthattheSouthAfricanbranchesof

internationalplayerssuchasVW,MercedesorGEseemedtobemoreconsciousofthedifference

betweenCSRandcharity,duetotheirEuropeanorAmericanmothercompanies.Thesecompa-

niesapply theprinciplesof international reporting standards suchasGlobalReporting Initiative

(GRI)66andrequestthatalsotheirlocalsubsidiariesactinaccordancewiththesestandards.Slow-

lybutsteadily,theseinternationalinfluencesarechangingthegeneralmeaningofCSIinSouth

Africa,movingawayfromthephilanthropicconnotationtoamorestrategic,internalandproac-

tive approach (Matthews 2014). As we will see in the following section, legislation in post-

apartheidSouthAfricahasinfactcreatedafertilegroundforthedevelopmentofmorestrategic

andsustainableCSRactivities.

66 FormoreinformationaboutGRIseehttps://www.globalreporting.org/Pages/default.aspx,accessed8August2015


5.3 Thepoliticalandlegal/policycontextforCSRinpost-apartheidSouthAfrica

ThePreambletoSouthAfrica’s1994constitutionnotonlylaysthegroundfordemocracyinSouth

Africa,butalsofortheimplementationofmorestructuredandstrategicCSRapproaches,asStella

Vettori(2005)pointsout.Thepreamblestatesthattheconstitutionhasbeenadoptedinorderto

„improvethequalityofthelifeofallcitizens“67.This'promise'hasledtothecreationofcertain

codesofconductthatwereintroducedtofosterequalityinthepopulation,toimprovetheeduca-

tionandhealthsystemandtoboostthesocio-economicdevelopment.

InthefollowingIwillfocusonafewmajorpost-1994policiesthatareimportanttonotefortheir

impactonthedevelopmentofCSRinSouthAfricawhichMatthews(2014)andRamlall(2012)de-

scribeinmoredetail.

In1994NelsonMandelainitiatedthesocalledReconstructionandDevelopmentProgram(RDP)

whichwasintendedtohelpboosteconomicgrowthandcorrectinequalitiesresultingfromapart-

heid (Ramlall 2012,274 ff.). TheRDP, focusingonhousing, cleanwater, electrification, land re-

formandhealthcarewouldlinkgrowth,development,reconstruction,redistributionandrecon-

ciliationintoaunifiedprogram.68

In the same year, The King Report on Corporate Governance came to life. Issued by the King

CommitteeonCorporateGovernance,namedafterMervynE.King,aretiredsupremecourtjudge

whopresidedoverthecommittee,itwasthefirstcorporategovernancecodeinSouthAfricaand

thusgroundbreaking.Thereport isanon-legallybinding instrumentbasedonprinciplessuchas

leadership,sustainabilityandgoodcorporatecitizenship.Thus,theconnectiontoCSRactivitiesis

quiteobviousbecause itmeansthatthedutyofdirectorsofcompanies istoactnotonly inthe

bestinterestoftheirfirmsbutforagreatergood.

Compliance with the King Reports is a requirement for companies listed on the Johannesburg

StockExchange.The reporthasbeencitedas"themosteffectivesummaryof thebest interna-

tional governance practices in corporate governance“ (Smart and Creelman 2013, 221). In the

meantime,theKingReporthasbeenevolving,withKingIIissuedin2002andKingIIIin2009.The

mainchanges introducedbyKing III relate to thecompositionand roleof theboard, theboard

committeesand thenew topicon IT governanceand theneed topublishan integrated report.

67 ConstitutionoftheRepublicofSouthAfrica–Preamble,http://www.gov.za/documents/constitution-republic-south-

africa-1996-preamble,accessed6September201568 Formoredetailsee:“RDP-APolicyFramework”

https://www.nelsonmandela.org/omalley/index.php/site/q/03lv02039/04lv02103/05lv02120/06lv02126.htm,ac-cessed6September2015


Thoughdiscussed in different chapters, King III has emphasized the link and interplay between

ethics,corporatesocialresponsibility,governingstakeholderrelationshipsandintegratedreport-

ing.Inadditiontotheabove,themostcontentiouschangeisprobablytheapplicabilityofKingIII

toallentitiesregardlessofformofincorporation(Muwandi2010)69.

In 2003, a successor program toMandela's Reconstruction andDevelopment Programwas im-

plemented. Thenewprogram, calledBlackEconomicEmpowerment (BEE),was specifically de-

signedtoencourageblackownershipofcompanies,byarangeofmeasuresfromentrepreneurial

coursestofinancialsupportforstartups(Jackson,AllessandriandBlack2005)70.AsJennyCargill

(1999,34)explains:„In1995blacksstillownedlessthan1%ofthetotalmarketvalueoftheJo-

hannesburgStockExchange(JSE)andthusafocuswasputonthisfieldtochangethisinequality.

However, after a short time it became clear that BEEwould only help a few individuals to get

aheadandthemajorityofblackpeoplewouldnotbeabletobenefitfromtheprogram.Thus,in

2007theprogramwasextendedtotheBBBEEprogram(BroadBasedBlackEconomicEmpower-

ment).AsacornerstoneoftheSouthAfricanGovernment’seffortstoeducateandtrainthelarge

sectorof thepopulationthatwasdisadvantagedunderapartheid rule, itaimstoaccelerate the

participationofblackpeopleintheeconomybyencouragingchangeinthefollowingkeyareasof

business:

• Ownership:Theextenttowhichblackpeoplecaninfluencethestrategicdirectionofthe

business through their shareholding (ie, their voting rights in relationship to the total

shareholdervote).

• Managementandcontrol:Thisreferstotheproportionofblackpeoplewhocontrolthe

directionofthebusinessaswellasthoseintopmanagementwhocontrolday-to-dayop-

erations.

• Employmentequity:Itmeasurestherepresentationofblackpeopleateachmanagement

levelinabusiness.

• Skillsdevelopment:Itmeasuresabusiness’sinvestmentinthetraininganddevelopment

ofitsblackemployees.

• Preferentialprocurement:Thisfocusesontheaspectofonlybuyingfrombusinessesthat

have a high BBBEE score. Your suppliers’ ratings in turn depend on the ratings of their

69 ThefulltextofKingIIandKingIIIisavailableunder

https://www.saica.co.za/Technical/LegalandGovernance/King/tabid/2938/language/en-ZA/Default.aspx,accessed6September2015.FormoredetailsseealsoRossouw,VanderWattandMalanRossouw(2002)andMcGregor(2011).

70 ThiswasalsomentionedinaninterviewwithCordeliaSiegert,GermanChamberofCommerce,January15,2014,Jo-hannesburg.


suppliers,andsothepressuretobecomeBBBEEcompliantisspreadallthewaydownthe

valuechain.

• Enterprisedevelopment:Hereitcountshowmuchabusinessdoestosupportthecrea-

tionorgrowthofanotherBBBEEbusiness.

• Socio-Economic Development: The final element of the BBBEE scorecard is socio-

economicdevelopment–alsoreferredtoascorporatesocial investment.Generally,this

includes a company’s donations to charity, or involvement in industry-specific charity-

basedinitiatives.

Sevenyears later, inMay2015,theDepartmentofTradeandIndustry(DTI),responsibleforthe

BBBEEcode,consolidatedthecategoriesagain71.ThenowrelevantB-BBEERevisedCodesofGood

Practice(RCoGP)categoriesentail:

• Ownership

• ManagementControl(includingEmploymentEquity)

• SkillsDevelopment

• EnterpriseandSupplierDevelopment(formerlyPreferentialProcurementandEnterprise

Development)

• Socio-EconomicDevelopment72

Thisreductionwasdone“toensurethatownershipbyblackindividualswasgivengreaterpriority

bythebusinesscommunity”asChiefdirectoroftheDepartmentofTradeandIndustry,Takalani

Tambani said73. Thus, thisdevelopment implicatesgoingback to squareone,meaning to2003,

whenBEEhadfirstbeenintroducedwiththeintentiontotransfereconomicownershiptothema-

jorityofpeopleinthecountry,theblackpeople.

ItisimportanttonotethatBBBEEisnotlegallybindingfortheprivatesector.However,ifcompa-

niesdonotcomplywiththeBBBEEregulations,theywillmissoutonalotofbusinessopportuni-

ties, because the public and governmental sectors can only collaboratewith organizations that

adhere to the BBBEE regulations. Thus, the private sector is indirectly bound to BBBEE if they

want to be considered for businesswith public and governmental organizations (Ramlall 2012,

JackandHarris2007;AryaandBassi2011)74.

71 https://www.thedti.gov.za/gazzettes/B_BBEE_38799.pdf,accessed6September201572 LargecompaniesneedtoputaspecialfocusonOwnership,SkillsDevelopment,Enterprise&SupplierDevelopment73 „BBEcodechangeshocksindustry“byCarolPatoninBusinessDayLive,7May2015,

http://www.bdlive.co.za/business/trade/2015/05/07/bee-code-change-shocks-industry,accessed6Sept.201574 FormoredetailsontheBBBEEseetheofficialwebsite:

https://www.thedti.gov.za/economic_empowerment/bee.jsp,accessed6September2015.


I canandwillnotdive further into theBBBEEscorecardsystem.This systemhascreateda tre-

mendousconsultancyindustryinSouthAfricaduetoitscomplexity.Particularlythelatestversion

of2015hascreatedquitesomeconfusionthatisstillbeingsolved(Steynt2015).Thiscomplexity

and confusionholds also true for international CSR related scoring systems, such as theGlobal

ReportingInitiative(GRI).Whilethepositivesideofsuchreportinginitiativesisthattheyhelpto

focusonandmonitorCSRissues,thedownsideisthatcompaniesoftenfeeloverburdenedwith

the reporting standards and reporting is sometimes just done to check the boxes of voluntary

compliance.AttheFirstAnnualConferenceonGlobalReporting3.0that IattendedinBerlinon

September6,2013,thiswasalsooneofthemajordiscussionpoints.TheSouthAfricanBBBEEre-

portingseemstobebesetbythesameproblem.InSouthAfricaRalfHamannevenspeaksabouta

“conductfatigue”(Hamann2008,6).

The success of the BBBEE code was and still is controversially debated (Mbeki 2009; Jackson,

Alessandri,andBlack2005).Somecommentatorspointoutthepositiveeffectssuchas„training,

training,training”75,„rigorandfocus“toworkagainstinequality76orsimplyawareness(Jackand

Harris2007).Othersidentifyproblems,suchasthelimitedrangeofbeneficiariesorthefactthat

theBBBEEcausedanunhealthyquotasystemthatputs insufficientlyqualifiedblackpeople into

managerial positions. Hamann even states provocatively that the BBBEE has become an “elite

pact” between the new governing elite and the corporate sector “sidelining the poor” (see

Hamann2008).Opponentsof theBBBEE systemargue thatdue to thecurrent lackofqualified

blackpeoplecompaniesstruggletofindsuitablecandidates.Thus,eitherunqualifiedpeopleare

tryingtodothework,asmentionedabove,orevenworse:blackemployeesgetofficiallyhiredin-

tomanagementpositionsbutdonotreallydothework.Sometimescompaniesusefalsecreden-

tialstocomplywiththeguidelines.Thispracticeiscalled“fronting“andisillegal77.

Alsoamongmyconversationduring the fieldtrips,BBBEEwasdebatedverydifferently.Noneof

theexecutiveshowever,nomatter,ifblackornon-blackwerefullysupportingthelatestchanges.

Theyarguedthatsomeoftheregulationshadreachedadegreethatcausesre-discriminationand

arenotreallycreatingaddedvalue.AnexecutivefromMunichRE78sharedanexampleofwherea

blackmiddlemanfirmhadtobeused(togainBBBEEpoints),yetfromabusinesspointofviewit

wouldhavebeenmuchcheaperifMunichRehadcontinuetodotheactivityitself.Inthatsense

hesaid,this isnotsustainablevaluecreation,butartificialworkemploymentthatwillnotbring

thecountryforward.75 InterviewwithRalfFranke,seniorexecutiveatKühne&Nagel,January11,2014,Johannesburg76 InterviewwiththeCSRManagerofBMW,January28,2014Johannesburg77 InterviewwithlegalcounselAvanade,January24,2014inJohannesburgandRamlall(2012,277)78 InterviewwithRolfWeber,MunichRe,February2014inJohannesburg.


Tosumup,theimplementationoftheabovedescribedpoliciesandcodesofconducthavegiven

CSRamoreprominent role inSouthAfricacompared tootherAfricancountries.TheBlackEm-

powerment history has been amajor driver for the initiation of CSRprojects particularly those

onesintheareaofsocio-economicdevelopment(Chahoudetal.2011).The2015revisionofthe

BBBEEprogramcouldprospectively leadtoamorematureandstrategicCSRapproach inSouth

Africa,awayfromthephilanthropicorientation.Amongotherthings,thegovernmentisnowpri-

oritizing the professionalization of organizations. This puts the internal processes of companies

andtheirsuppliersunderincreasedscrutiny.

BesidestheBBBEEprogram,however,thepublicsectorisnotmuchinvolvedinthemonitoringof

CSRactivities(Schaller2007).Thereisalackofcompetenceandcoordinationatthegovernment

levelandprivateconsultanciesandresearchinstitutesaremoreandmorefillingthisgap.

5.4 Economictransitionandcompanies'CSRinvolvement

SouthAfrica isthesecondrichestcountry inAfrica,constantlyfightingwithNigeriaforthepole

position.AtthesametimeSouthAfricahasaveryhighGini-coefficient,indicatingsevereinequal-

ity.In2014,theGini-coefficientreached65outof100andwasinfactthehighestintheworld.79

In the graph below theGini-coefficient is correlatedwith South Africa's unemployment rate of

36%ofthelaborforce.Comparedtoothercountriesthatsufferfromhighinequalityandunem-

ployment,SouthAfricascoresbyfartheworst.

79http://data.worldbank.org/indicator/SI.POV.GINI,accessed19August2015


Fig.28: SouthAfrica’sunemploymentincontext

Source:20YearsofFreedom,AGoldmannSachsPublicationfromNovember2013,page32,availableonline,accessedJanuary2015

DuringmytimeinSouthAfricaInoticedconcernandirritationaboutthisfact.Businesspeopleare

gettingimpatient,externalinvestorswonderwhereallthespendingandinvestmentisgoingand

PresidentZumaandhiscabinetisunderpressurebecauseoftheongoinginequality,highunem-

ploymentandcorruption.

SouthAfrica'seconomyhastraditionallybeenbasedontheso-calledprimarysector,theexploi-

tationofnaturalresources.Thisincludesagriculture,forestry,fishingandmining.Manufacturing,

as the secondary sector, is quite stableand still plays an important role. Since theearly1990s,

however,theserviceindustry,theso-calledtertiarysector,hasgainedimportance,slowlydirect-

ingSouthAfricatowardsa“knowledge-basedeconomy”.80

Theunionmovement is quite powerful in SouthAfrica anddoes fight for (Hamann2004). The

Congress of South African Trade Unions (COSATU), founded in 1985, organizes half a million

workersin33unions.ItisinterestingtonotethatunderNelsonMandela’spresidencytherewasa

timeof complete laborpeacewhereasunderThaboMbeki and JacobZuma laborunrestshave

beenrising.OverallthepresidencyofMr.Mandelahadapeacefulinfluenceonthecountrywhere

underZumas’presidencythecountryseemstobeinggoingbackwardsonmanylevels,economi-

callyandethically.

80 „SouthAfrica’seconomy:keysectors“,MediaClubSouthAfrica,

http://www.mediaclubsouthafrica.com/component/content/article/37-economy/economy-bg/111-sa-economy-key-sectors#ixzz3WqQPDWxN,accessed6September2015andInternationalDevelopmentCorporation(2013)


TheJohannesburgStockExchange(JSE)isthefirstofitskindinanemergingmarkettodevelopa

sustainabilityindexforitstop160listedcompanies.TheJSESociallyResponsibleInvestment(SRI)

Indexpromotessustainableandtransparentbusinesspracticesandhasevolvedconstantlysinceit

waslaunchedinMay2004.ListedcompaniesintheFTSE(FinancialTimesStockExchange)/JSEAll

Shareindexarereviewedannuallyforasetofenvironmental,socialandgovernance(ESG)stand-

ards. In2013, the companies that scoredhighestwereAngloAmericanPlatinumLimited, Illovo

Sugar Limited, Nedbank Limited, Standard Bank Group, Steinhoff International and Vodacom

GroupLimited.81WiththisongoingeffortoftheJSE,theSouthAfricanStockexchangehopesto

enhancethesocialresponsibilityofitsmembers(DawkinsandNgunjiri2008).

After almost two decades of transition from apartheid to democracy, South Africa is still in a

stateofeconomic transition.Onlyaminorityofpeoplehasbenefited fromeconomicgrowth in

thecountryandtheeconomyiscurrentlystagnating.Onamacrolevel,theNationalDevelopment

Planfor2030(NationalPlanningCommission2012)stillseestheprioritiesinthreeareas82:

• Raisingemploymentthroughfastereconomicgrowth

• Improvingthequalityofeducation,skillsdevelopmentandinnovation

• Buildingthecapabilityofthestatetoplayadevelopmental,transformativerole.

WithrespecttoCSRdevelopmentsinthecountry,thesethreeobjectivesstillleavemuchroomfor

theprivatesector toprovide financial supportanddonations.Most likely,companieswill try to

combinetheirclassicalCSRinvestmentwithgainingpointsintheBBBEEsystem.WhenIspoke,for

examplewith Siemens,Mercedes andVWabout howmy inquiry could benefit them, I noticed

thattheywouldappreciateideasthathelpedthemtogainasmanyBBBEEpointsaspossible83.

DuetothefactthatmanySouthAfricanministerialdepartmentsdonotseemtomakeconsidera-

bleprogressintheeducationorhealthsector,manyprivatecompaniesstillfeelobligedtofillthe

gap.A2013/2014studyfromTrialogue,involving99companiesactiveinSouthAfrica,foundout

81 The2015winnerswillbeannouncedendof2016.Seehttps://www.jse.co.za/services/market-data/indices/socially-

responsible-investment-index,accessed22August201682 Ourfuture:Makeitwork.TheNationalDevelopmentPlan2030,ExecutiveSummaryproducedbytheNationalPlan-

ningCommitteein2012. http://www.gov.za/sites/www.gov.za/files/Executive%20Summary-NDP%202030%20-%20Our%20future%20-%20make%20it%20work.pdfaccessedinSeptember2015,page17.

83 TheseconversationscreatedmyideatocombineHRandCSRactivitiestogainmoreBBBEEpointsandofferaprojectthatcouldmaximizeBBBEEpoints.IwroteadraftandpresentedittotheCSRmanagerswhotookitupforconsider-ation-seedocumentinappendix8.


thatCSRspendingismostlydirectedateducation84,communitydevelopmentandhealth,andis

motivatedbymoralimperative,reputationalconcernsandtheBBBEEcode(Matthews2014).

Fig.29: DriversforCorporateSocialInvestment

Source:CSIHandbookfromTrialogueonlineavailablehttp://trialogue.co.zaaccessedFebruary2015

ThisfitsagaintomyfindingsfromtheconversationswiththeCSRManagerswhosharedwithme

thatbesidethepressureofBBBEE,theircompanieshadalwaysbeeninvolvedinCSRactivities,

themomenttheirstartingdoingbusinessinSouthAfrica.TherelentlessdrivefromaGermanex-

ecutiveatKühne&NagelwhoresidesinSouthAfricasince20yearsmarriedtoaSouthAfricanis

alsoagreatexample.Hecontinuestoinfluencewithcertainnationalpartnerstheintroductionof

adualapprenticeshipsystem,becauseasoftodayschoolstudentswhofinishtheMatric(South

Africanhighschooldiploma)canonlygotouniversityortheydonothaveachanceforanother

qualifiednexteducationlevel.

Multinationaland inparticularGermancompanies,consideringpost-apartheidSouthAfricaasa

safehavenfortheirbusinessactivitiesontheAfricancontinent,haveplayedanimportantrolein

theeconomicdevelopmentof thecountry.Manyof these internationalplayershave started to

employ local CSR managers (Strand 2013), as do local companies. However, according to the

companiesthatIspoke,theCSRdepartment isusuallyrathersmall.Thereisoftenonlyoneem-

ployee,eitherreportingtoHR,FinanceorCommunications.Theprofessionalqualificationofthe

84 SearchingandcomparingtheCSRwebsitesofBayer,BMW,Mercedes,SiemensandVW,itwasobviousthatthema-

jorityoftheirprojectsisinthefieldofeducationandlearning,e.g.the7outofthe12CSRinitiativesMercedesarefocusedoneducation.


CSRmanagerswasinmyviewquitediverseandIwassometimeswondering,iflocalCSRstaffhad

simplybeenhiredtoadheretothequota.However,asoneoftheCSRresponsiblesatMercedes

said: “OurCSRdepartmentwasbrought intoexistence about6 years agoand this has led to a

muchmore strategicpushofour activities”. This effect ismost likely true for all otherCSRde-

partmentsandthusencouragingnewstowardsamorestrategicCSRdialogue.

5.5 SocialandculturalinfluencesonCSRinSouthAfrica

SouthAfricaischaracterizedbyahighculturalandsocialdiversity.Inadditiontotheindigenous

majority there are people of European, Indian andMalaysian descent.With eleven official lan-

guages,SouthAfricaisoftenreferredtoastherainbownation.Theagedistributionisquitetypi-

calofanemergingmarket.Youngeragepopulationisdominantinthepyramid,whereasinmore

saturatedmarkets,suchasGermany,thepyramidisputupsidedown.Asyoucanseeinthegraph

below,themajorityofpeopleinSouthAfricaareagedbetween20and30years.Accordingtomy

opinion, this isan interestingaspect, since it is the firstgeneration thatdidnotgrowup in the

apartheidsystem.Hence, thisgenerationmightnotbeas influencedbytheracediscussionand

black empowermentmovement as previous generations, leaving room for the discussionof di-

versesocietalissues,includingCSR.

Fig.30: SouthAfrica’sPopulationPyramidin2014

Source:CIAWorldFactbookfromJune2015availableonlineonwww.indexmuni.com,accessedJuly2015


Comparedtootheremergingmarkets,thewelfaresystemofSouthAfricaisquitewellfunctioning

(Bhoratetal.2014)85. It focusesonchildsupportandpensionfor theelderlypopulation.Public

hospitalsandclinicsprovidea limiteddegreeof freemedical careand thegovernment runsan

unemploymentinsurancefund.Despiteallthat,manyCSR-NGOplayersalsoworkintheseareas.

Thereisamajordifferencebetweenruralandurbanculture,theformerbeingmorecommunal

andreligious,whilethelatterisratherindividualistic.Irememberthatduringmyinquirytripsin

SouthAfricaconversationsoftenendedwith“Godblessyou”frommyinterviewcounterpart,and

two times people alsomentioned tome that their religious belief was amajormotivation for

theirengagementinCSRactivities.Infact,nexttotherealmofreligion,othersocialandcultural

originsof'giving'and'beingresponsibleforoneanother'canbeidentified,thatmighthaveanin-

fluenceonthedevelopmentofCSRinthecountry.Onabroaderscale,Africanmovementssuch

astheKenyan“Harambee”,promoting 'mutualassistanceand jointeffort',aswellasAfrican Is-

lamicconceptssuchas“Tsekada”and“Zekat”,callingforthefulfillmentofobligationstosociety

andgivingtothepoor,shouldbementionedhere(VisserandTolhurst2010,3). InSouthAfrica

this tradition is knownas „Ubuntu” reflectingan interdependent, communal,harmonious, rela-

tionship-awareandrespectfulcommunityculture.Accordingtothisconcept,eachpersoncanon-

lybefullyfunctioningthroughotherpeople(Nussbaum2003).

OrasEze(2010,190-191)putsit:

Apersonisapersonthroughotherpeople-thisstrikesanaffirmationofone’shu-

manitythroughrecognitionofan‘other’inhisorheruniquenessanddifference.Itisa

demandforacreativeintersubjectiveformationinwhichthe‘other’becomesamirror

(butonlyamirror)formysubjectivity.Thisidealismsuggeststousthathumanityis

notembeddedinmypersonsolelyasanindividual;myhumanityisco-substantively

bestowedupontheotherandme.Humanityisaqualityweowetoeachother.We

createeachotherandneedtosustainthisothernesscreation.Andifwebelongto

eachother,weparticipateinourcreations:wearebecauseyouare,andsinceyou

are,definitelyIam.The‘Iam’isnotarigidsubject,butadynamicself-constitution

dependentonthisothernesscreationofrelationanddistance.

NelsonMandeladuringhispresidencyoftenreferredtotheconceptofUbuntuasabuildingblock

for his “rainbow society”, emphasizing that respect and goodwill for each other is crucial86. As

mentioned earlier I alsowas surprised about the big role of religion and spirituality inmodern85 EspeciallythechaptersbyArdenFinn,MurrayLeibbrandtandVimalRanchodgiveinsightsonthattopic.86 Seealsohttps://www.youtube.com/watch?v=HED4h00xPPA,accessed6September2015.IfwelookatSocialCon-

structionprinciples(KenGergen)Ubuntuisinlinewithprinciplesofco-creatingmeaningorjointsense-making


SouthAfricaasmotivatoranddriverforpersonalCSRengagementandactivities.Inoneinterview,

aCSRmanagerexplicitlystatedherreligionbeingherpersonaldriver.Shesaidthat“sheowesthis

toherreligiousbeliefs”andIrememberhowemotionalshegotwhenshesaidit.Alsoeverytime

we spoke, she closedour conversationswith “Godbless you”which you encounter sometimes

whenpeoplearesaying“GoodBye”inSouthAfrica.

In addition to religious beliefs and cultural concepts such asUbuntu, CSR developments in the

countryarealsoshapedbyaveryvibrantcivilsocietywitharound100.000activeorganizations

(Schaller 2007, 123). The peaceful transition to democracywas led by a joint effort of society,

governmentandbusinessandalotofcommunicationplatformswereinstalledtosupportthetri-

partitedialogue,alsodealingwithCSRrelatedmatters.In1995,NelsonMandelainitiatedtheNa-

tional Business Initiative (NBI), a SouthAfricannot-for-profit development organization that in-

cludesanextendedgroupofleadingSouthAfricanandmultinationalcompanies,workingtogeth-

ertowardssustainablegrowthanddevelopmentinSouthAfrica.Throughthecollectivepowerof

itsmembercompanies, theNBI isabletocreateasustainableeconomic futurethroughthe im-

plementationofresponsiblebusinessleadership;henceitplaysakeyroleforCSRconcernsinthe

country.

Nedlac,theNationalEconomicDevelopmentandLabourCouncil,isanotherdialogueforuminiti-

atedbytheMandelagovernmentin1994.AtNedlac,Governmentcomestogetherwithorganized

business,labourandcommunitygroupsonanationalleveltodiscussandtrytoreachconsensus

on issues of social and economic policy. This is called "social dialogue”.87 Universities and re-

searchinstitutesarefurthermorerelevantCSRplayers.ProfessorArnoldSmit,DirectorattheCen-

treforBusiness inSocietyattheUniversityofStellenboschandRalphHamann,Professoratthe

Business School of Cape TownUniversity, conduct important CSR research.When I spokewith

ProfessorArnoldSmithesaidthatitisencouragingtoseehowmuchmoneyisinvestedintothe

universities, yet he would “love to see more business ethic education at universities so that

economieswouldgetamorehumanface”88.

AlsotheBenchMarksCenterforCSR,headedbyProfessorCronjéandfoundedin201289,should

likewisebementionedhere.WhendoingmyinquiryIreceivedgreatsupportfromtheseuniversi-

ties,eitherthroughpersonalconversationsorlibraryaccess,helpingmetofindrelevantmasteror

PhDthesesonthistopic.

87 http://new.nedlac.org.za/,accessed22August201588 InterviewwithProf.Dr.ArnoldSmitinMay2014attheBusinessSchoolatUniversityStellenbosch.89http://nbs.net/sustainability-centres-directory/bench-marks-centre-for-corporate-social-responsibility/,accessed

September2015


LastbutnotleastIwouldliketomentionTrialogue,aprivateconsultancy inSouthAfrica,asan

important 'dialoguesupporting'player.Offering research, trainingandconferencesonCSR, it is

seenbybusinessasthe‘gotopartner’inwhenitcomestopracticalresearchonCSR90.

IwillclosethischapteronCSRinSouthAfricawithasummaryofrecentCSRtrendsandIwillfur-

thermoreidentifyhelpingandhinderingfactorsforthepromotionofCSRinSouthAfrica.

5.6 CSRTrendsinSouthAfricainthelast20years

Inthefirsttenyearsafterthedemocraticelection,from1994to2004,theCSRlandscapeinSouth

Africabegantoprofessionalizeandformalizeitself.Whilephilanthropicactivitieswerepreviously

oftenshapedbytheindividualinterestsofacertaindonor,companiesstartedthentohavemore

formalCSIprograms thatwereconnected to theircorebusiness. Theystarted tobehavemore

pro-activelyratherthansimplyrespondingtorequests(Matthews2014,97).Theautomobilesec-

tor,forexample,startedtofocusontrainingschoolpupilsonsecurityonthestreetsandsenior

executives became increasingly involved and more and more companies introduced volunteer

programs(Riess2012;Bertelsmann2012).91Theideaofmulti-sectorpartnershipsalsogrewand

ratherthanrunningseveralprojects,companiesstartedtofocusonafewpartners,e.g. in2011

theSouthAfricanDepartmentofHealthinitiateda14yearlongmulti-sectorHIVandAIDSpreven-

tionprograminvolvingnationalandprovincialAIDScouncils,NGOsanddifferentbusinesses.92

Intheyearsfrom2004to2009,theimplementationoftheBBBEEcodedemandedbusinesscom-

plianceand led to the initiationofevermoreCSRrelated initiatives.CSRmanagers received in-

creased formal training and contributed to a strengthening of the internal organization struc-

turesofcompanies,forexamplefromtheCentreforCorporateCitizenshipatUNISA(Ahmad,Aras

andCrowther2013).MoreemphasiswasputonlongtermpartnershipswithselectedNGOsand

the professionalization of themanagement of jointly run projects. CSR communication and re-

portingwasoptimized,followingmoreandmoreinternationalguidelinesinadditiontonational

reportingstandards.

From2009-2014 theimplementationoftheKingsCodeIIIdemandedevenmorecorporategov-

ernance,meaningthatexecutiveleadersoforganizationshadtobecomeincreasinglyinvolvedin

CSRactivities.Visser(Visser,Magureanu,andYadav2015)statesthatintegratingCSRandcorpo-

90 Foramoredetailedlistonimportantinternational,nationalandregionalkeyplayersingovernment,businessand

societypromotingtheSouthAfricancaseofCSRyoumayrefertoBertelsmann/GTZ(2007).91 SeealsointerviewwithEstherLange,CSRManager,BMW,January201492 “GIZinSouthAfrica.ProgrammesandProjects“,https://www.giz.de/de/downloads/giz2013-en-giz-programmes-

projects-south-africa.pdf,accessedSeptember2015


rategovernancerequiresstrongandsociallyawareleadership.OrganizationsliketheInstituteof

Directors become evenmore relevant, offering trainings andmentorships for executives to in-

creaseawarenessforCSRtopics93.ThiswayCSRmattersarehopefullymoreroutinelydiscussed

atboardlevelandbuiltintothecompanies’corebusinesspractices.

However,byusingCSRmainlyforexternalbrandingpurposes,thedangerofCSRbeingdominat-

edbypublic relationsdepartmentsbecomesapparent (Hamann,Khagram,andRohan2008). In

addition to the above mentioned multi-sector partnerships, also more Public Private Partner-

ships,overseenbytheSouthAfricanNationalTreasury,gotinstalled(Fombad2014).

Inthelast5yearsthefocusonCSRcollaborationwithasmanystakeholdersaspossiblegreweven

strongerwhichissoneededtosolvethestillpressingsocietalissuesinSouthAfrica.Therearestill

a lotofuntappedopportunities toget small andmedium-sizedcompanies to implementmore

strategicCSRbehavior.AccordingtoaresearchcarriedoutbytheGermanOrganizationforInter-

nationalCollaboration(SmitandGIZ942013)strongercross-sectorcollaborationscanbealeading

rolemodel for these small andmedium firms but also for international companies residing in

SouthAfrica.

5.7 WhathelpsorhindersCSRgoingforward?

In 2009 the German Agency for Technical Collaboration (GTZ 2009)95 conducted a survey on

“HelpingandHinderingFactors”forthedevelopmentofCSRinSouthAfricainordertobetteral-

locateresources.Thestudy(ibid.104)detectedfivefactorsthatarekeyfortheimplementation

ofsustainableandsuccessfulCSRactivities:

• Thesupportandparticipationofkeytopleadership

• AlignmentofCSRactivitieswiththecompany’scorebusiness

• Theimpactofgovernmentlegislationandsectorcharterguidelines

• Partnershipswithotherstakeholders,includinggovernmentandNGO’s

• ManagementofCSRactivitiesbyspecializedserviceproviders,includingNGO’s

The study (GTZ2009,104) also found five factors thathinder CSR implementationand impact,

especiallyinthesocialandenvironmentalcontext:

93 http://www.iodsa.co.za/?page=DirectorDevelopment,accessed22August201594GesellschaftfürInternationaleZusammenarbeit-GIZ95NowGIZ


• LackofasharedgoalsandcommitmenttoCSRprojectsfromtherecipientcommunities,

aswellasfromotherkeypartners

• Lackofcapacityandexperience-manyCSRmanagershadotherrolesapartfromCSR

• CSRisnotsufficientlysupportedanddrivenbythetopmanagement–thisisthecasees-

peciallywithmultinationalswherethepolicydirectivesarenotconsistentwithlocalsitua-

tions

• Poor management of partner NGO’s, as well as poorly trained, equipped or illiterate

communitypartners

• PooridentificationofCSRprojects,aswellasalackoffocusinprojectselection

Thestudypointstothefactthatthesupportandparticipationofthetopmanagementofacom-

panyiscrucialforthesuccessofCSRinitiatives.Thus,Ifeelthatmyinquirycanbeahelpfulcon-

tributionsinceitisspecificallydesignedtofindoutwhatmotivatesSouthAfricanleaderstosup-

portCSRactivities.

ToclosethischapterIwouldliketostatethatSouthAfricastillhasalotof'CSRwork'todo,yet

comparedtoothercountriesworldwide it isdoing fairlygood (BertelsmannStiftung/GTZ2007).

ThiscomparativestudyonCSRclassifiestheSouthAfricancaseas“SecondGenerationMaturity

Level”whichisshowninFig.31.ThismeansSouthAfricacanbeproudtohavebasicCSRpolicies

inplace,thatgovernmentaswellaslargerbusinessesdoworkwithcoreCSRinstrumentsandtry

toliveinitialpartnershipsacrosssectors.

Fig.31: SouthAfrica’sCSRisonaSecondGenerationMaturityLevel

Source:BertelsmannStiftung/GTZ2007


Stillwaystogo,butasNelsonMandelawouldsay:“Italwaysseemsimpossibleuntilit’sdone”.So

everyoneshouldfeelinvitedtocontinuethejointefforts.

6OnCSRLeadership–onlyavision,ahope? 112

“Hope”isthethingwithfeathers

Thatperchesinthesoul

Andsingsthetunewithoutthewords

Andneverstopsatall.

EmilyDickenson

6 OnCSRLeadership–onlyavision,

ahope?

6.1 WhyamIconnectingCSRwithleadership?

Inthischapter,IwillfocusonCSRleadership.Ifcompanieswanttotakeamajorleapinmoving

towardsintegratingCSRintotheirvaluechains,particularlyinfast-growingregions,theirleaders

have to take action and be (hopefully)motivated for it (motivation is addressed in chapter 7).

Otherwise,theywillremainatthestageofsimplyfulfillinglegalcompliancerequirements.

Inchapter5(CSRinSouthAfrica),aGIZstudyon“HelpingandHinderingFactorsforthedevelop-

mentofCSR”(GTZ2009)statedthatthenumberonefactoristhesupportandparticipationof

(top)management.Schminkeetal.(2002)alsoshowedintheirstudythatif leadersareactively

rolemodelingandencouragingCSRrelatedbehavior,otherswillfollow.

Itisencouragingtoread“thatmoreandmorecompaniesareimprovingthewaytheydobusiness

withpassionateleadership inready-positionanda laserfocusonsystemicchangeoperatingun-

deralicensefromsociety"–asIndriK.Nooyi,ChairmanandCEOofPepsicodescribedit96.

ThischapterelaboratestheconceptsofCSRleadershipandsharesanoverviewofhowandwhy

leadershiptheoriesdevelopedtowardsCSR-relatedleadershiptheories.Itwilldiscussappropriate

definitionsandevaluatesCSRconnectedbehaviors,competenciesandskills.

96NovickO’Keefe,Linda,“DoingGoodIsGoodforBusiness--CorporateSocialResponsibilityin2015”inTheHuffington

Post,21February2015,http://www.huffingtonpost.com/linda-novick-okeefe/doing-good-is-good-for-bu_b_6369242.html,accessedOctober2015


6.2 CSRandLeadership:Myperspective

Duringmy times as anHRDirector in big corporations, I noticed the pull of leaderswhowere

knowntodisplayintegrity intheir leadership.Particularlyyoungtalentsweredrawntotheirde-

partments.Themoraleandatmosphereintheseteamswassignificantlydifferent,moreopenand

connected,withadesiretoperform,innovateanddeliverresultswithfunandintegrity.

WhenIamfacilitatingleadershipprogramsforlargecorporationsaroundtheworld,Iamalways

curiousandinterestedtohear,howtheseparticipatingleadersdefinetheterm“leadership”.No

matteriftheprogramisinAfrica,EuropeortheMiddleEast,thedebatesaboutthedefinitionis

always controversial. But the main and recurring statements in my workshops are as follows:

Leaderssettherightvision;theyaremoreconcernedwithdoingtherightthingsthandoingthings

right;theyneedtotakemoretimetohandlepeople’sissuesthanfocusonnumbers;theyshould

enternewterritoryandnotjustmanagewhatisexisting.Thesearethethingspeopleoftensay.

When Iamaskingcorporate leaderswhatcomes to theirmindswhen theyhear the term“CSR

Leadership,”Ioftenonlygetblanklooks.Manydonotrecognizetheabbreviationandwhenthey

hearthefullterm“corporatesocialresponsibility,”theymostlyconnectitwithphilanthropicac-

tivities.Ifwecontinuetheconversation,theythenseemtohaveanintuitiveknowledgeofwhata

responsibleleaderdoes,conveyingphrasessuchas“meanswellforthebusinessandforsociety,”

“thinksbiggerthanjustprofit,”“wantstofindwaystomakemoneywithnewecologicalfriendly

innovation,” “treats peoplewith respect and honesty,” “has a high personal integrity,” “makes

ethically right decisions,” “creates alliances to jointly come up with sustainable solutions on a

largerscale,”etc.

ImentionthesevarietiesofunderstandingforbothleadershipandCSRleadershipinthebusiness

world,because in theacademicworld there isanequallydiffusecanopyofdefinitions.Aswith

Corporate Social Responsibility – seen in chapter 4 - there is no single “definition”, neither for

leadership nor for CSR leadership. I will explore how leadership theories in general developed

overtheyearsandwilldiscuss,howthismaybeconnectedtoCSRrelatedleadership.Thus,inthe

followingparagraphsItakethereaderonajourneytowardsCSRleadershipandconcludewithmy

owndefinition,buildingonthegroundworkofBasuandPalazzo(BasuandPalazzo2008).


6.3 MovingtowardsCSRleadershiptheories(1840-1995)

ThejourneytowardsCSRleadershipconceptsstartswiththe“GreatManTheory”ofThomasCar-

lyle in184097.BasedonCarlyle’svariousdescriptionsofheroescreatinghistory, thenotionthat

“greatleadersareborn,notmade”becamefamous.ThefollowingTraitTheoryofLeadershipfo-

cusesonthedifferentpersonalitytraitsapersonhas,suchastemper,intelligence,willpower,cha-

risma,etc.

Translatingthistheorytomyinquirytopic,thequestionwouldbethis:Whatcharacterstraitsdo

peopleneedtobebornwithtobeagoodCSRleader?Althoughthereappearssomegoodreason

thatsome“charactertraits”,e.g.,openness,agreeablenessmaybemorebeneficialthanothersto

CSRleadershipinthesensethattheyfostercuriosityfornewwaysofleading,forbuildingallianc-

estoencountersocietalchallengesetc.However,thereis–inmypointofview–alimittoCar-

lyle’stheory.Iftoday’sleadershipdevelopmentworldwouldfullyaccepthistheory,therewould

benothingtobedeveloped;itwouldbeuselesstobuildCSRcurriculaatcorporateandbusiness

schools,becausemanagerswouldnotchangebutstayastheyareborn,beit,e.g.,caringornon-

caring.

Therefore,itisnosurprisethatinthe1930sincontrasttotheTraitTheory,theSkillsandBehav-

ioralTheorywasdeveloped.Lewin(Lewin,Lippitt,andWhite1939)andlaterKatz(2008)believed

thatleaderscanbedevelopedby,e.g.,learningtherightskillsandbehaviors98.–Stayingwithmy

CSR inquiryquestion, thiswouldmean that simply identifyingand training the“right”CSRskills

andbehaviorswouldmakeitpossibletocreatetheappropriateleadersforCSR.Inthe1930s,CSR

skillsandbehaviorswerenotyetonthehorizon.Laterinthischapteryouwillseethatsinceabout

2005 a variety of normative and/or empirical descriptions and lists of CSR skills and behaviors

havebeencreated(seechapter6.5.3).

TheContingencyLeadershipModel,developedinthe1960s(Ashour1973),assumesthatleaders

havea fixed style. This concept is goingback to the idea that leadershave inherent leadership

characteristics/traitsandleadstotheconclusion,thatspecificleaderscouldbechosenforcertain

tasks. In translation formyCSRtopic thismeans inspecificsituationsorcountries in theworld,

97 In“OnHeroes,Hero-WorshipandtheHeroicinHistory”ThomasCarlyle(1840)accessedJuly2016

https://www.questia.com/read/1444987/on-heroes-hero-worship-and-the-heroic-in-history98 In1939KurtLewin-asarepresentativeforthebehavioralschool-identifiedthreewaysleaderscanbehave:more

autocratic,moredemocraticorratherlaissezfaire.In1955RobertKatzinhisarticle“SkillsofanEffectiveAdminis-trator”reviewedthatthreeskilltypescomeinhandy:technicalskills,humanskillsandconceptualskills.


whenamoreCSRrelated leadership isrequired,CSR-like leadersshouldbechosentocoverthe

assignments.99

Another importantapproachistheSituationalLeadershipTheory introducedbyHersey(Hersey

1985).Hisperspective is that there isno singlebest leadership style. Instead, thebestormost

successfulleaderssimplyadapttheirbehaviortowardsthepeopletheyaredealingwith.Transfer-

ring thisapproach toCSR, somepeoplemayneedmoreguidance regardinghowtohandleCSR

topicsandbehavioralcodeswhereasotheremployeescanjustbeignitedbytheirleaderswitha

fewhigh-levelvisionsanddirectionsonCSRtopics.

Oneessentialturnintheleadershipdiscussionhappenedin1978whenJamesMacGregorBurns

introduced the differentiation between Transactional and Transformational Leadership (Burns

2010).Burns’differentiationbuildsontheDistinctionbetweenManagingandLeading,aconcept

originallydevelopedbyZalesnikanddeVries(1975,230–253).100Burns’theorycontains,inshort,

theconcept,thatthereisarelationalcharacterofleadership:Whiletransformationalleadersof-

fer a vision and purpose to their followers, which transcends short-term goals and focuses on

longertermintrinsicneedsoftheothers.Transactionalleadersfocusontheshort-termexchange

ofresources.Whiletransformationalleadershipresultsinfollowersidentifyingwiththeneedsof

theleader,transactionalleadersgivefollowerssomethingtheywantinexchangefortheaimsof

theleader.

FormyCSR leadership inquiry,a transactional leaderwouldoffersomething inreturn foraCSR

conformbehaviorwhereasatransformationalleaderwouldunderstandhowtotriggertheintrin-

sicmotivationofhis/herfollowersforCSR.

This rather classical comparisonon thedichotomyofmanagingand leadingor transactional vs.

transformational leadership, I am taking up now and adapt it for CSR leadership purposes.My

summaryislistedinthefollowingtable(Fig.32):

99 ThisremindsmeofmytimesasanHRexecutiveatMercedeswheninoursuccessionplanningroundswedefined

“crisismanagers”asmanagersthatseemedtohaveaspecificfittoleadincrisissituations.SowhynotdoingthisforCSRrelevantpositionsaswell–defineparticularlysuitedleadersforCSRtasks.

100Whiletheminimumman(ortransactionalleader)isseenassomeonewhoisarationalnegotiatorwithaneyefornumbersandtechnicaldetails,managingthepresentoftheorganization,themaximumman(ortransformationalleader)isseenasthecharismaticleader,agreatinnovatorwithveryhighself-esteemdefiningthefutureofthecor-poration.PjotrHesseling(1978,33–34)takesupthisdifferentiationandaddsthatpotentiallyunethicalbehaviorcanbedisplayedbytheminimumandthemaximumman,yetfordifferentreasons:Theminimummanacceptsbriberyifitisanacceptedwayofdoingbusinessandhelpsthecompanytogrownumbers,themaximummanmakesthisde-cisiondependingonhisowninnervaluessystemwithoutanyexternalreference.


Fig.32: Dichotomyofmanagingandleadingandtransactionalvs.transformationalleadershipadaptedfor

CSRLeadership

Managing/(Transactional) Leading/(Transformational)

Process:SettingupCSRprocessesandgoals Vision: Sharing CSR Vision and Strategy with

People

Doing things right: Executing CSR processes seam-

lessly

Doingtherightthings:SettingtherightCSRpri-

orities in theCEOAgendaandhelp shapingCSR

withexternalpartners

Rules:FocusingonCSRrulesandregulations Values:BuildinginternalCSRvalues

Facts:CollectingCSRfactsandfigures Stories: Sharing successfulCSRstoriesandemo-

tionalbestpracticeexamples

Reports: Creating hard fact reporting to comply

with,e.g.,GRPIguidelines

Emotions: Providing volunteer opportunities for

managerstopersonallyexperienceCSRstrategies

implementedinthefield

Position power: ordering and controlling, e.g., the

completionofcompliancetrainings

Persuasionpower:promotingthebenefitsofCSR

togetbuy-inandcommitment,e.g.inleadership

meetings

Problemsolving:Toreactivelycleanup,e.g.,anen-

vironmentalmessthecompanyhascreated

Possibility thinking: To proactively and in part-

nership look for newCSR approaches, e.g.,with

externalstakeholders,tobeabletoholdtheten-

sion between twopoles (profitmaking and sus-

tainability=paradoxmanagement)

Pressure:Have consequences follow for disregard-

ingCSRvaluesandprinciples

Purpose:StoketheinternalfireofpeopleforCSR

byshowingwhatisinforthem

Written communications: Producing CSR material

anddocumentation,describingastatusquo

Verbal communications: Creating space in e.g.,

internalleadershipprogramstofosteraCSRdia-

logueamongpeople,generating jointlynewCSR

approacheswithinanoutsidethecompany

Order: Telling people what CSR KPIs they have to

fulfill.

Participation: Engaging people in dialoguewhat

CSRKPIsthecompanyshouldsetforthemselves

tobeleadtheCSRconversationinthecorporate

world

Standardization:MakingsureCSRprocesses,princi-

plesandvaluesarerolledacrossbusinessunitsand

regions

Innovation: Allowing local and regional units to

create and contribute to innovative CSR ap-

proaches

Source:AnnetteThum


Theexamplesforthedichotomyofmanagingvs. leading(asshownintheabovetable),givethe

impression, that CSRmanagement andCSR leadership are equally distributed.Archie B. Carroll

(Carroll2003)howevernoted,thatthereisalotofCSRmanagementintoday’sworld,butnore-

alCSRleadership.Icansecondthatand,asmypersonalbeliefandexperiencefrombeinganex-

ecutiveforover15yearsisthatmanagingandleadingshouldnotbeseenasaneither/ordecision

for a company leader but as a both/and one. However,when climbing the hierarchical ladder,

clearlymoreleadershipactivitiesarerequired.

Alsointhe1970sRobertGreenleaf(1977)introducedhisconceptofservantleadershipandwas

definitelyaheadofhistime,asall theothermoreethicallyandCSRrelated leadershipconcepts

havecomeintobeingsince1995.Greenleaf,aformerleadershipdevelopmentmanagerforAT&T,

hadbecomeincreasinglyirritatedwiththeauthoritarianleadershipstyleofUSbusinessesandfelt

thatitwastimeforaparadigmshiftinleading.Greenleafwasinspiredandexcitedabouttheidea

oftheleaderbeingtheservant101andwritesinhisessay:

Theservant-leaderisservantfirst…Itbeginswiththenaturalfeelingthatonewants

toserve,toservefirst.Thenconsciouschoicebringsonetoaspiretolead.Thatperson

issharplydifferentfromonewhoisleaderfirst,perhapsbecauseoftheneedtoas-

suageanunusualpowerdriveortoacquirematerialpossessions…Theleader-firstand

theservant-firstaretwoextremetypes.Betweenthemthereareshadingsandblends

thatarepartoftheinfinitevarietyofhumannature.Thedifferencemanifestsitselfin

thecaretakenbytheservant-firsttomakesurethatotherpeople’shighestpriority

needsarebeingserved.Thebesttest,anddifficulttoadminister,is:Dothoseserved

growaspersons?Dothey,whilebeingserved,becomehealthier,wiser,freer,more

autonomous,morelikelythemselvestobecomeservants?And,whatistheeffecton

theleastprivilegedinsociety?Willtheybenefitoratleastnotbefurtherdeprived?

(Greenleaf1977,7–8)

WithGreenleaf,theleadershipliteraturesawforthefirsttimeamoreethicalandsustainablefo-

cusedleadershipapproachwithmoretofollowasdescribedinthefollowingparagraphs.Iwilldis-

tinguishthetheoriesandexplainmyviewonitsconnectiontoCSRleadership.

101GreenleafhimselfgotinspiredtotheconceptbyHermanHesse’sbook,“JourneytotheEast”whereagroupofmen

areonamythicaljourney.Theyareaccompaniedbythe“Servant”Leo,amanofgreatpresenceandspirit,andthemomentLeodisappearsfromthegroup,thegroupfallsapart.


6.4 RecentleadershiptheoriesandCSR

(1995–today)

AbroadarrayofleadershiptheoriesusingexplicitterminologyconnectedwithCSRhasemerged

mainlysince1995.Manyrelevanttermswereandarediscussed:ethicalleadership(Palmer2015;

Eisenbeiß and Gießner 2012; Bass and Steidlmeier 1999; Brown, Treviño and Harrison 2005;

KanungoandMendonca1996;ManzandSims1995;TreviñoandBrown2004;Treviño,Hartman

and Brown 2000; Treviño and Nelson 2007),moral leadership (Gini 1998; Rhode 2006; Sucher

2008), responsible leadership (Useem2005;Maak2008;MaakandPless2006;DohandStumpf

2005a)orsustainableleadership(HargreavesandFink2006).

Also,authenticleadership(AvolioandGardner2005;Walumbwaetal.2007),mindfulleadership

(Marturano2014;DickmannandStanford-Blair2009;Kabat-Zinn2005;Langer1994),charismatic

leadership(CongerandKanungo1998),spiritualleadership(Fry2003)andfinallyalsoCSRLeader-

ship (Cavico2009;D’Amatoetal.2009) canbe seenas relatedandexplicit concepts leading to

CSRandleadership.ThesetheoriesandtheirgenesisIwilldiscussinmoredetail.

Myattemptisnottodefineeachoftheleadershiptheoriesingreatdetail,buttoshowhowmany

variancesof leadership theorieshavebeenandaredeveloping.AvolioandGardner (2005,323)

describe“thepositivemoralperspective”asthecommondenominatorofallthetheories.102This

positivemoralperspectiveiswhatconnectsthemtoCSRleadershiporCSRleadershiptothem.

6.4.1 Myperspectiveonthedevelopmentofrecentleadershiptheories

Letmefirstshare,whyIbelievetheseleadershiptheorieshavebeendeveloping:Leadershipthe-

oriesinthe1990sandthefirstdecadeofthe2000sreactedtoandreflectedtheriseofmulticul-

turalismandglobalizationaswellastheInternetandsocialmedia,whichamongotherfactors,led

toarealignmentandreconsolidationofeconomicandpoliticalpowersacrosstheworldandwith-

incountries.

Twomajoreconomiccrises,thedot-combubblewithitscrashin2001andthebankingcrisiswith

itsstockmarketcrashin2008,nowsometimesdeemedthe”eraofgreed,”(Rhode2012)ledtoa

growing distrust of the financial markets as well as governments. In addition, ethnic conflicts

emergedinAfrica,EasternEuropeandtheMiddleEast,makingtheworldamorechaoticandun-

stableplace.

102AvioloandGardnerdonotlistmindfulleadership,yetreadingJaniceMarturano’s(2014)definition,Icansafelysay,

thatthepositivemoralperspectiveisincludedaswell.


Thus, itwasnosurprisetoseeriseofthetermVUCA(BennetandLemoine2014)-VUCAisthe

abbreviation for “Volatile, Uncertain, Complex and Ambiguous” - clearly a challenging environ-

mentforanyleadership.Inthis“greedy”VUCAenvironment,theneedforanewbreedofleaders

hasemerged:leaderswhoareabletohandleglobalcomplexityanduncertainty,whocanmanage

the tensions of seemingly paradoxical situations such asmaking profit and following an ethical

code;leaderswhoareabletobuildtrustandalliancesacrossorganizationalandnationalbounda-

riestohelpsolvingbigsocietalissues.

Inthenexttwosub-chaptersIwillexplaintheleadershiptheoriesthatwerearisingintheabove

mentionedglobalcontext.

6.4.2 Ethical,moral,responsibleandsustainableleadership

Ethicalandmoralleadershiphaveasacommongroundthefocuson“deeper”valuesthatshould

guide the decisionmaking of executives.Manz and Sims (1995) elaborated in their study four

sharedstrategicvaluesofasuccessfulethicalleadershipwithinanorganization.Thesefourvalues

are:a)toactwithintegrity,b)tobefair,c)tohavefun,andd)tobesociallyresponsible(Manz

andSims1995,15).

Thechallengeistodeterminewhatis“fair”?Asolutionproposedbytheauthorsincludesaskingif

theroleswerereversedwiththe leaderonthereceivingend?ThisgoeswaybacktoConfucius´

GoldenRule:“Neverimposeonotherswhatyouwouldnotchooseforyourself”(DohandStumpf

2005b,6).Theyalsochallenge leaderswithinorganizationstomakeethics fun,asthis increases

organizationalmoral.

Gini(1998)emphasizesthetensionsthatoccurwhenaleadertriestoimplementethics.Thecen-

tral tension is thatany leader isnaturallyegotisticalduringdecisionmakingandethics requires

himorhertoshedthatnaturaltendency.Theethicalleadermustalsotakeintoaccountexternal

consequenceswhenmakingdecisions.Useem(2005)arguesthatethicaldecisionswillbetheones

thatminimizeharmandmaximizetheoutcomeforallandthatethicaldecisionmakingisanart

andascienceatthesametime.103

Myview: For theseethicalandmoral leadership theories“ethics”and“morale”are thesole

guiding factors,whereas inmypersonalopinion“CSR leadership” isdominatedbybalancing

theaimsofcreatingprofitandfollowingprinciplesofethicsandmorality.Duetothistension,

103TherearefivecriteriaaccordingtoUseem,whichfosterethicaldecisionmaking:Thinkinglikeapresidentmeaning

onalevelhigher,calculatingdeliberately,actingdecisively,bringingself-confidencewithoutoverconfidenceandre-lyingupontheteam(Useem2005,71-86).


CSRleadershiphasariskofbeinghypocritical.Ifleadersaremainlyorsimply(ab)usingCSRas

abusinesscaseformoreprofitsorsimplyforreputationalbranding,itcancontradictthepro-

motionofthecommongood.“Green-Washing”andwindow-dressingcanoccur,andthe“win-

winsemantics”canbecomea farcewhen largesegmentsofsocietyareexcludedor findout

aboutthetrueintentions.

ResponsibleLeadership isquitesimilartothetermsethicalandmoral leadership:Aresponsible

leader can see himself as a… “weaver of trusting relationships, a facilitator of stakeholder en-

gagement,andonewhobalancespowerbyaligningdifferentvaluestoservebothbusinesssuc-

cessandcommongood” (MaakandPless2006).

Myview:Aswiththeterms“ethical”and“moral,”“responsible”isquiteabroadterm;almost

anythingcanbesubsumedbyit.Yet,inmyopinionresponsibleleadershipislessloadedwith

theconnotationofgoodorbad,haslessa“morallypointingfinger,”andthusitmaybeamore

“neutral”term.Particularlyinthecorporateenvironment,responsibleleadershipisoftenused

interchangeablywithCSRleadership.Itisalsomyassumptionthatthewell-knownGloballyRe-

sponsibleLeadershipInitiative(GRLI)104choosestheterm“responsible”overtheterm“ethical

ormoral”fortheabove-mentionedreasons.

SustainableLeadershipisalsooftensynonymouslyusedtoCSRleadership.Afamousrepresenta-

tiveforthetheoryofsustainableleadershipisAndyHargreaveswithhis“sevenprinciplesofsus-

tainability”(HargreavesandFink2006),highlightingalsotheneedforshort-andlong-termthink-

ing105.

VisserandCourtice(2011)fromtheCambridgeLeadershipInstitutealsospeakaboutSustainabil-

ityLeadership. Inaddition to thetemporalaspect, theyofferamoresystemicoverview in their

model, describing the connectedness of the leadership context, the individual leader’s traits,

styles,skillsandknowledgeaswellasleadershipactionsthatfostersustainability.

104http://www.grli.org/about/history/,accessedOctober6,2015.GRLIisapioneeringgroupof50businessschools,

learninginstitutionsandcompaniesco-foundedin2004byUnitedNationsGlobalCompactandtheEuropeanFoun-dationforManagementDevelopment(EFMD)toengageindevelopinganextgenerationofgloballyresponsibleleaders.

105Hargreavessuggests:forbeingasustainableleaderyouneedtofocuson:1.Depth(learningorganizations),2.Length(actingwithbothlong-andshort-termgoalsinmind,especiallyintermsofsuccession),3.Breadth(collabo-ratinginsteadofcompeting),4.Justice(leadershipthataccountsforthebiggerpictureratherthanonesmallpieceofthepie),5.Diversity(equilibriumequalsdeathinalivingsystem),6.Resourcefulness(usingresourcesandenergy—bothhumanandtraditional—sotheyarenotdepleted),7.Conservation(preservingpurposeandorganizationalwis-domtolearn)


Fig.33: CambridgeSustainabilityLeadershipModel

Source:VisserandCourtice(2011,4)

MyView:“Sustainability”bringsanewperspective intothescopeofdefinitionsandtheories

byaddressingtheaspectof time in the literalmeaningof theword“tosustain.”Sustainable

leadershiptakesintoaccountandtriestoanticipatetheconsequencesofdecisions.Duringmy

expatriatetimeinPortland,Oregon,IremembertalkingtoaNativeAmericantriballeaderwho

shared with me the seven-generation sustainability of the Iroquois, meaning all decisions

shouldbetakenpreservingalivableplanetfortheseventhgenerationtofollow.

Tosumup:noneofthedescribedleadershiptheoriescontradictCSRleadershipatall.Theyrather

overlapandcomplementeachotherandaresometimesusedsynonymously.Sodothefollowing

leadershiptheories:authentic,mindful,spiritual,andcharismatic,whichwillbereferredtointhe

nextparagraphs.Ididtakethemseparately,becauseinmyopiniontheyfocusmoreontheindi-

vidualleaderandhis/herbehaviors,whichisequallyimportanttothemoresystemic/holisticap-

proach.


6.4.3 Authentic,mindful,spiritualandcharismaticleadership

TheconceptofAuthenticLeadershipisdefinedbyWalumbwaet.al.(2007,94)as...“apatternof

leaderbehaviorthatdrawsuponandpromotesbothpositivepsychologicalcapacitiesandaposi-

tiveethicalclimate,tofostergreaterself-awareness,aninternalizedmoralperspective,balanced

processingofinformation,andrelationaltransparencyonthepartofleadersworkingwithfollow-

ers,fosteringpositiveself-development….”

AlsomindfulleadershipbasedonKabat-Zinn’sresearchworkhasgainedtractioninthebusiness

world. For Kabat-Zinn (2015, 31) “mindfulness is theprocess of deliberately payingattention to

thepresentmomentinanonjudgmentalway.”Mindfulleadersthusneedtoembodyaleadership

presencebycultivatingfocus,clarity,creativity,andcompassionintheserviceofothersasJanice

Marturano(2014)elaborateswhohasbeenpromotingmindfulleadershipinthelastyears.

Mindful leadershiphasacloseconnection tospiritual leadershipwhichLouisFrydefinesas“to

createavisionandvaluecongruenceacrossthestrategic,empoweredteam,andindividuallevels

and,ultimately,tofosterhigherlevelsoforganizationalcommitmentandproductivity”(Fry2003,

693).Similar toMarturano,Fry (2003,704-705)summarizes inhisarticleonspiritual leadership

that being in themoment and living spiritual practiceswould “…help in the continual quest for

personalleadershipandprofessionaldevelopmentandeffectiveness”.

LastbutnotleastCharismaticleadershipinConger’sandKanungo’s(1998)theorymeansarticu-

latingan innovativestrategicvision,showingsensitivitytomemberneeds,displayingunconven-

tionalbehavior,takingpersonalrisksandshowingsensitivitytotheenvironmentwhichconnects

backtoCSRandtriplebottomlineofprofit,peopleandplanet(seechapter4.1).

Myview: Inmany leadership courses in thebusinessworld, theabovementioned theories

havebeenpracticallyapplied(seeexecutivecoursesofHarvard,Duke, INSEADandothers).

Forexample,inglobalcoursesthatIleadforbigmulti-nationalfirms,KevinCashman’sbook

Leadershipfromtheinsideout(Cashman2008)hashadgreatsuccessamongleadersbecause

itoffersaself-awarenessjourneywithverypracticaladvicesandgreatreflectionquestions.It

focusesontheethicalclimateaswelland includesthenotionofan internalizedmoralper-

spective–thisiswheretheconnectiontoCSRcanbemade.Thefactthatin2013and2014

MarturanowasinvitedtospeakattheWorldEconomicForum106totheconceptofmindful-

ness shows that there is a sense, a longing in the corporateworld for a different style of

106JaniceMaturanoyoutubeclip:https://www.youtube.com/watch?v=v0CNZLIkIqw,accessedinSeptember2015


leadership,eventhoughthepracticalrealitywiththemanybusinessscandalscanleaveone

skepticalandsometimespessimistic.

6.4.4 Conclusiononleadershiptheories

Theissuewithalloftheabove-mentionedleadershiptheoriesisthateachofthemlacksacom-

monlyagreedupondefinition“whichmakesempiricalresearchorcomparisontootherleadership

theories difficult, if not impossible” (Doh and Stumpf 2005b, 9).Most of the abovementioned

theoriesincludeconnectedskillsandbehaviors,someofthemoverlapping,othersdonot.Brown

andTrevino(2006,598),forexample,attempttocompareauthentic,spiritualandtransformation

leadership,withthehopetobringmoreclarity.

Mypersonalexperienceasanexecutiveinthecorporateworldisthatformanyleadersandman-

agersthevarietyofdifferentleadershiptheoriesisoftentooabstractthusirrelevantforthebusi-

nessworld.AsMichaelRumsey (2013,456)states:“…thepractical leadershipworldhasstayed

relativelyuntouchedorunimpressedbythetremendousresearchthathasbeendone intheaca-

demicworld.” Isecondthisstatementbecausemyobservationfrombeinginthefieldofleader-

shipdevelopmentandtrainingfortwentyyearsnowisthatthetheoreticalworkcanbehelpful.It

ishelpfulinsofarasittranslatesintoabusiness-likelanguagethatprovokesandstimulatesnew

thinkinganddialogueor createsnew tools that can thenbeapplied forpersonalor communal

growth. If thisdoesnotapply, there isahigh riskof twoparalleluniverses,academiaandbusi-

ness,justco-existing.Ademandforanapplicableandpracticaltheoryisobvious.

If Iwouldhavetoputit inanutshell:Alloftheabove-mentionedleadershiptheoriesareunited

bythefactthattheyaimformorethanjustprofitmaximizationandgoforenvisioningthegreater

goodwith thehelpofongoingconversationanddialogue toenhanceself-awarenessandactive

communitybuilding.


6.5 CSRLeadership–thetermanditsmeaning

TurningnowtowardsCSRleadershipasanexplicitterm,Iwoulddaretosaythatitincludesmost

oftheabove-mentionedapproaches,yetwiththeparticularfocusonleadersinacorporateenvi-

ronment.

6.5.1 Literatureoverviewanddefinition

LiteratureonCSRleadershiphasgrownimmensely,107yetcomparedtootherCSRtopics it isstill

ratherthinasEllenvanVelsor(2009)andRobertStrand(2011)elaborate.Morepapersexiston

theso-calledhard factareasofCSRsuchasbusinesscaseandstrategy (McWilliams,Siegeland

Wright2006)orkeyperformanceindicators(Caspary2009;SzékelyandKnirsch2005),108butfew-

eronCSRleadershipandevenlessonthemotivationforit.Ahelpfulannotatedbibliographyon

CSRleadershipwascreatedbyAllesiad’Amatoetal.(2009),whogivesaprofoundoverviewofac-

ademicresearchonCSRandleadership;sodoesRobertStrand’sarticle(2011),whichreviewsthe

specificconnectionbetweenCSRandleadershipaswell.

Mostoftheacademicresearchismorenormativeinnature(HansenandReichwald2009;Smith

and Rayment 2010;Waldman and Siegel 2008; orWaldman, Siegel and Javidan 2004) and less

empirical. Ifempirical,thenresultsarehardtocomparebecausetheyoperatewithnocommon

assumptions. I mostly found studies that followed qualitative approaches (Visser and Courtice

2011;Kakabadse,KakabadseandLee-Davies2009;QuinnandDalton2009),oftenfocusingonone

company(Lehmannetal.2010;CullensandWaters2013;HargettandWilliams2009;Jonesand

Kramar2010).Quantitative,long-termresearchistheexception(Waldmanetal.2006).Ifthereis

anyappliedresearch,itisoftenproducedbyconsultingfirmsorgovernmentalorganizations,such

asanelaboratedtrainingsetfromtheEU.109

ForadefinitionofCSRleadershipIrefertotheoneofferedbyBasuandPalazzo(2008,130).Basu

andPallazoaretheonlyauthorswhoexplicitlystatethatCSRleadershipisamodelofsensemak-

ing,whichalignsnicelywithSocialConstructionthinking.Theirdefinitionstates:

107Imainlyfocusedmysearchonacademicarticlesofthelasttwentyyears.108Seealso:“CSRImpact–FromCSRtoCIAM:CorporateImpactAssessmentandManagementapublicationunderthe

IMPACTprojectfundedbytheEuropeanCommunity’sSeventhFrameworkProgrammeFP7/2007-2013undergrantagreementn24461.

109“WhatisCSR”–Trainingmaterialproducedbytheproject"InnoTrainCSR"thatisorganizedbyGILDEGmbHandhasbeenfundedwithsupportfromtheEuropeanCommission.Thispublicationreflectstheviewsonlyoftheauthor,andtheCommissioncannotbeheldresponsibleforanyusewhichmaybemadeoftheinformationcontainedtherein.12/2010,accessedJune2014http://www.csrinternational.org/training/eu-training-on-csr/


“CSRleadershipistheprocessbywhichmanagerswithinanorganizationthinkabout

anddiscussrelationshipstostakeholdersaswellastheirrolesinrelationtothecom-

mongood,alongwiththeirbehavioraldispositionwithrespecttothefulfillmentand

achievementofthese.”

BasuandPallazo (2008)arealso theonlyoneswhoturn theirattention to the linguistic sideof

CSR leadership next to focusing on cognition, behavior andmindset. They point out that some

companiestendtouseaneconomic,legalorscientificwaytotalkaboutCSR.Theyalsoarguethat

companiesoftenusethislanguagetojustifyactions,butnotasaninvitationtostartorcontinuea

dialogue.AnddialogueisessentialnotonlyforCSRleadershiptocreatemotion.

SpecificresearchonCSRleadershipinSouthAfricaexiststoanevenlesserextent;itsmostpromi-

nent representativesare theuniversityprofessorsRalphHamann (2004),well-known forhis re-

searchonminingandCSRinSouthAfrica;ArnoldSmit(2013),whofocusesonbusinessethicsand

leadership;andWayneVisser(2007,2010,2011,2015),whohaswrittennumerousbookonthe

global and South African development of CSR in general. The South African CSR leadership is

stronglydefinedthroughitscontext(seechapter5),whichmeansleadersinSouthAfricaaredriv-

enbyexternalregulation(BBBEEandKingsCode)toadheretorespectivestandards.SouthAfri-

canCSRleadershipisalsoknownforitsphilanthropicstrengthsand“spiritofgiving”asshownin

Fig.27.

6.5.2 MyquestionsforleaderstostimulateCSRleadership

Frommy experience over the last 15 years in international leadership courses, I often ask the

question:“Soleadership-ok,yes-butwhatfor?Aleadercanleadformoreinnovation,formore

diversity,formorerevenue,formoreCSRetc..Whatdoyouwantyourleadershiptoleadtowards

andto?Whatdoyouwantyour leadershiptogenerate?” Idevelopedthefollowingsetofques-

tionstotriggertheclassparticipants’thinkingaroundCSRleadership.Workingwiththoseques-

tions,therearedifferentwaystoputCSRleadershipintomorepracticalperspectivesandtoopen

upopportunitiesforimplementation:

• WhatCSRcontentsdoIwanttofocuson?–DoIasaCSRleaderwanttoengageintopics

thatfocusmoreonsocialactivities(e.g.schooling,health)oronecologicalactivities,(e.g.

water consumption, forest protection) or on economical issues (e.g. how to strengthen

suppliersorsocialentrepreneurs)?Oftenthesedecisionsdependonthecorebusinessof

thecompanyoronthepersonalinterestofaCEO.


• WhattimeframeamIlookingat?–DoIwanttoseeshort,middleand/orlong-termsuc-

cess?

• WhatqualitylevelofCSRdoIwanttopromote?Isitenoughformetoreachcompliance?

Do Iwant commitment or involvement or am I going to be a co-creator in the field of

CSR?

• WhatperspectiveshouldmyCSRactivitiesfocuson?DoIhaveamoreexternalviewwith

philanthropic charitableactivitiesand/oran internal viewwithe.g. thegoal tooptimize

thevaluechainalongsustainablecriteria?

• WhatorganizationleveldoIwanttofocuson:DoIwanttoinspiretheindividualemploy-

ee?AmItriggeringteamordepartmentactivities,oramIplanningtoinvolvethewhole

organization?

• WhomspecificallydoIwanttoengagewithinaCSRconversation?WillIfocusonmyCSR

managers tostartwith?AmIselectingacertainNGO?Do Iplantoengagewiththere-

spectivegovernmentalbodies?

• WhatlearningprioritiesdoIwanttoset?IsitimportantformetofocusonCSRmindsets,

behaviors, skills, competencies or motivation and how do I want to train and inspire

them?

Inmyexperience,askingandansweringthesequestionsisaveryhelpfulinstrumenttomakeCSR

leadershipwork.Allthosequestionshelpleaderstogetabetterunderstandingandclarityabout

theirCSR leadership.By lookingatthesetofquestions, itbecomesobvious, thatmanyofthem

focusonleadershipbehaviors,whichIamnowgoingtodiscuss.

6.5.3 StudiesonCSRleadershipbehaviors

ThereisresearchonCSRleadershipbehaviors(DenHartogandDeHoogh2009;Kakabadse,Kaka-

badseandLee-Davies2009;D’Amatoet.al.2010;Wilson,LenssenandHind2006)aswellason

skillsandcompetencies (JonesChristensen,MackeyandWhetten2014).Myaim is toshowthe

spreadofidentifiedCSRbehaviorsandcompetenciesthathavebeenidentifiedsofar.Therefore,I

willdiscussthethreeprofoundstudiesonCSRleadershipbehaviors.

D’Amatoetal.(2010)presentsabroadcomparativecasestudyonleadershipbehaviorsforcorpo-

rateglobalresponsibility.Theauthorsidentifiedvariousleadershippracticesthathelpcompanies

successfullyimplementCSRintheirbusinessoperationsworldwide.Byinterviewing54managers

fromfivecompaniesinsemi-structuredinterviews,eightmainpracticeswereidentified:


• Actingwithintegrity

• DevelopingaglobalCSRvisionandstrategy

• IntegratingCSRwithbusinessdecisionsandoperations

• Topmanagementrolemodeling

• Systematiccommunication

• Engagingacrossboundaries

• Employeedevelopment&empowermentand

• Developingaccountability

TheseCSRbehaviorsappeartobealmost identical tochangemanagementpractices.Forapro-

founddiscussiononchangemanagementpracticesseee.g.Kotter(2012),Senge(1999)orCarucci

andPasmore (2002).Theoverlap isnotsurprising,as leading forCSRmeanstoacertainextent

leadingchangetowardsCSR.

The second important researchpaperon “LeadershipQualitiesandManagementCompetencies

for CorporateResponsibility” (Wilson, Lenssen andHind2006) conductedby theAshridgeBusi-

nessSchoolandtheEuropeanAcademyofBusinessinSocietyappliedabroadrangeofquantita-

tive and qualitative research methods with 100 managers to define important attrib-

utes/behaviors for CSR leadership. A set of in-depth interviewswith different senior executive

fromdifferentcompaniesidentifiedleadershipqualities,managementskillsandreflexiveabilities

asfollows:

• Systemsthinking

• Embracingdiversity

• Managingrisk

• Balancingglobalandlocalperspectives

• Emotionalawareness

• Meaningfuldialogueanddevelopinganewlanguage.

ThelastpointisparticularlyimportantfromaSocialConstructionperspective:Ameaningfuldia-

logueandlanguagedefineswhatkindof“CSRnarrative”iscreatedinanorganization–andmany

questionscanbeasked:WhataretheCSRstories thatarespreadthroughouttheorganization?

Aretheyencouraging,exciting,personal?Or,isthetalkmoreaboutcumbersomereportingpres-

sureandKPIsthatneedtobedelivered?DoestheCSRnarrativeinfluencethebroadercompany

cultureorisitkeptinasingledepartment?IstheCSRnarrativeco-existing,meaningisitonlytol-

eratedaslongasitisnotdisturbingorinfluencingthebroaderculture?


ForallleadersaswellasfortheCSRdepartmenttheseareimportantquestionstoreflecton–and

thequalityofdialoguearoundthesequestionsgivesagoodimpressiononwheretheorganization

standsintermsofCSRpractices.

ThethirdstudyforCSRleadership,conductedbyProf.ArnoldSmitfromtheCentreforBusinessin

Society at the Stellenbosch Business School, Bellville in South Africa also suggests a variety of

moralcompetenciesforbusinessethicsthatareshowninthelistinFig.34below(Smit2013).

Fig.34: Businessethicsteachingparadigms(adaptedfromRossouw,2004)

Source:AfricanJournalofBusinessEthics,Vol.7,Issue2,2013ConferenceEdition,49

EventhoughthelistfromSmit isnotspecifically labeledunderCSRleadershipbehaviorandit is

forbusiness studentsandnotexecutives, Idecided to include it,because it is important to see

thatin(SouthAfrican)businessschoolstheissueofCSRleadershipisalreadypartofthecurricula.

However, it appearsproblematic that the listed competencies arequitebroadandgeneral and

mayleaveapplicabilityandtransfertoreallifeCSRleadershipdifficult.

Toconclude

TheabovefindingsonCSRleadershipanditsbehaviorsappeartobeatfirstsightquitecommon

sense. It is,however, importanttobeexplicit indefiningthem,sothat leadersdoknowhowto

bringCSRforward110.Itistonotethatacademicresearchhasnotyetprovidedaconsistentdefini-

tiononCSRleadershiporongeneralbehaviorsastheyhardlyoverlap.Common,however,toall

studiesseemtometheattempttosupportandenhancealeadershipwhere“leaderasksfollow-

erstotranscendtheirownself-interestsforthegoodofthegroup,organization,orsociety;tocon-

110Itwouldbegreattotranslatethisknowledgemoreandmoretoleadershiptrainingandtobusinessschoolsetc.

SomeencouragingexamplesexistwiththeAspenInstituteOfferingshttp://www.aspeninstitute.org/leadership-programs-top,theELIASProgramfromMIThttps://www.presencing.com/eliasorFredKiel’sapproach:„ReturnonCharacter“-forfurtherinfo,herecentlyreleasedabookandaHarvardBusinessReviewarticle:„ReturnonCharac-ter“.https://hbr.org/product/return-on-character-the-real-reason-leaders-and-their-companies-win/16899-HBK-ENG


sidertheirlonger-termneedstodevelopthemselves,ratherthantheirneedsofthemoment;and

tobecomemoreawareofwhatisreallyimportant.Hence,followersareconvertedintoleaders.”

Bass(1990,53). Ifthistakesplace,CSRcouldturnintoapositivevirusthatwouldhelptotrans-

formacompany.

Istillhavehopethatmorecorporateconversationswillbe ledby leadersonCSRwiththeircol-

leagues,thatmoreleadersbecomeinterestedinlearningandunderstandinghowCSRcanbenefit

thecorporationandthegreatergood,howtheycanaskthemselvesmorechallengingquestions

andact–alsointoughtimes–asCSRrolemodelsforothers.

WhenIspeakwith leadersoneonone, Ioftensensethis longingforamoremeaningfulprofes-

sionallife,alifethatisnotonlyaboutrevenuesandprofitandmakingshareholdershappy.One

interviewpartner said tome, “you know, it is notonly about chasing thenumbers, butoften I

loosefaithinmyconvictionthatwecouldserveagreatergood”.Whichtriggersmetoask,what

couldbedonetogethertokeepthisconvictionupandburning?

Inbusinesspractice,thereisstillagapbetweenknowingaboutandexecutingCSRleadership:If

we knowwhat todo,whyarewenotdoing it?Certainly theremaybe various reasons– from

economicaltoculturaltopsychological/motivationalreasons–fornotputtingcommonsenseinto

commonpractice.ThroughtheconversationwithDavidPowels,theCEOofanautomotivecom-

panyinSouthAfrica,IbecameparticularlyinterestedtoexplorethemotivationalaspectsforCSR

leadershipfurther.My“ahamoment”–describedinchapter3–wastriggeredthroughhiscom-

ment,“Weknowmostofwhattodo,butIhavetoadmit,Idon’tputitenoughintomydailyfocus.

Thisconversation,however,inspiredmetodothisagain.”–Thequestionofinspirationandmoti-

vationforCSRleadershipbecamethecorefocusofmyinquiry.

7OnMotivationTheoriesandCSR 130

“Leadershipismotivation–ManagementisControl”

L.W.Frey(2003,698)

7 OnMotivationTheoriesandCSR

Myinquiryfocus(seechapter3) isontheindividual leader’smotivation:whatmotivateshimor

herinhisleadershiptodriveCSRintheirorganizationandbeyond?Inaddition,Iwouldliketofind

out,whattheseleaderswouldenjoyreadinginmyplannedmotivationbookletonCSR.Forsome

leadersmotivation forCSRmaybe justcontinuingand reinforcingwhat theyaredoingalready,

forothersitmayinitiateanattitudechange(PettyandDuane,1998)towardspracticingCSR.

To begin this chapter Iwill give an overviewof the existing literature around this topic. I then

wanttoreviewconcepts/definitionsofmotivationsbecausetheseconceptsmaybeofhelpfora

latercomparisontotheanswersofmyinterviewpartners.Inaddition,Iwanttoexploremotiva-

tioninthecontextofsocialconstruction.

7.1 OverviewofresearchonmotivationandCSR

TheresearchonmotivationandCSRisconsiderablysmallercomparedtotheresearchonCSRand

leadership.Isearchedmainlyarticlesfromthelast20years,specificallyonCSRandindividualmo-

tivation,notclaimingcompleteness.Motivation inthesearticles isoftennotclearlydefinedand

sometimesotherwordsareused like“thinkingpatterns”(UlrichandThielmann1993),“drivers”

(MullerandKolk2010)or“reasons”(BronnandVidaver-Cohen2009).Iconsideredthesearticles

aswell,becausetheirresearchhasasimilaraim:toidentifywhatbringsleaderstodriveCSRinto

theirorganizationsandbeyond.Lateron inthischapter, Iwill focusmoreonthedefinitionand

changingconceptsofmotivationitself,butnowwillturntoanalyzingtheliteratureonmotivation

andCSRfirst.

Motivationaldrivers forCSRareoftendescribeddifferently:Arguileraetal. (2007)offer three

CSRmotivesintheirholisticarticle:1)instrumental(needforcontrol),2)relational(needforbe-

longing) and3)moral (as a need formeaningful existence).Graafland andMazereeuw-Vander

DuijnSchouten (2012)alsodistinguish threemotives:onemotivebeingextrinsic (financial) and

twomotivesbeingintrinsic(ethicalandaltruistic).Withanonlinesurveyansweredby473Dutch

executives,theyfoundthat,dependingontheCSRtopic(social,environmentalorfinancialCSR),


motivesoftheleaderscanbeeitherintrinsic–asforsocialandenvironmentalCSR–orextrinsic–

asforfinanciallyrelatedCSRtopics.

Ditlev-SimeonsenandMidttun(2008,26)developedalongerlistofmotives:

1. Profitmaxim:solelytoincreaseprofit

2. Valuemaxim:tocreatelong-termvalueforshareholders

3. Stakeholdership:tosatisfydifferentstakeholders

4. Cluster-building: tobuildastrongcluster toprovidea favorablebusinesscontext for

thecompany

5. Branding:tobuildapositivereputationandbrandimage

6. Innovation:todevelopnewproductsandbusinessconcepts

7. Copying/imitating:toresembleothercompanies

8. Ethics/morals:todothe‘rightthing’(amoralissue)

9. Managerialdiscretion:tofulfillthepersonalpreferencesandinterestsofthemanager

orpersoninchargeofCR

10. Sustainability:tocontributetolong-termsustainabledevelopment

ThesetenmotiveswerethentestedinNorwaywithcorporateleaders,NGOemployeesandstu-

dents. First, theyaskedwhichof theabovemotivesshould ideallydrive leaders. Secondly, they

askedwhichof the tenmotivesactuallymotivated leaders.Theycall thisdistinction“shouldbe

motives”and“as ismotives.”They foundthat,amongall stakeholdergroups,sustainabilityand

ethicsarethedominant“shouldbemotives,”whereasthebrandimageaspectofCSRisthedom-

inant“asismotive.”111

Insteadof trying to identify a complete set ofmotives, some researchers chooseonlyoneCSR

motivational driver.McGuire, Dow and Argheyd (2003), for example, analyzed and tested the

connectionofCEOincentivestoahighersocialperformanceofthecompany.However,theywere

notabletoprovethathigherincentivesleadtoahigher“socialperformanceoutput.”Inanempir-

icalstudywithbusinessstudents,ontheotherhand,Angelidisand Ibrahim(2004)wereableto

confirmthatreligiouslyorientedpeoplearemorelikelytosupportCSRtopics.

Whiletheempiricalresearchismostlyfocusedonasinglecountry,e.g.,Switzerland(Ulrichand

Thielmann1993),Hongkong (Welford,ChanandMan2008),Norway(Ditlev-SimonsenandMid-

111Some researchers also come more from a normative/theoretical angle (e.g., Hemingway and MacLagan 2004;

Aguilera, Rupp,Williams andGanapathi 2007) or a descriptive/empirical angle (e.g., Ulrich and Thielmann 1993,Welford,ChanandMan2008,VandeVenandGraafland2006,GraaflandandMazereeuw-VanderDuijnSchouten2012)orsometimesfrombothsidesincomparison(Ditlev-SimonsenandMidttun2011)asdescribedabove.


ttun2011),Netherlands(VandeVenandGraafland2006)orSweden(Miji2011),Icouldnotfind

specificpapersaboutCSRmotivationinSouthAfricanoranycross-culturalresearch.

It isalso interestingtonotethattheempiricalresearchconsidersdifferenttargetgroups:some

consider executives only (Van de Ven and Graafland 2006; Graafland andMazereeuw-Van der

DuijnSchouten2012), somefocusonbusinessstudents (Angelidisand Ibrahim2004), someare

carried out across stakeholders (Welford, Chan and Man 2008) (Ditlev-Simonsen and Midttun

2011), someacross firm levels (Treviño,Weaver andBrown2008). Somepapersonly approach

thetopicfromaconsumerperspective(BasilandWeber2006).

Ditlev-Simsen and Midttun (2011) compared their results on different stakeholder motives in

moredetailwithWelfordetal.(2008).Welfordetal.foundthatthemotivesforCSRdifferamong

different stakeholders. However, Ditlev-Simsen and Midttun (2011) showed that among their

stakeholdergroupstherankingoftheCSRmotivesstayedthesame.

Most articles find that extrinsicmotives aremore significant than intrinsic ones: Lougee and

Wallace(2008)concludethemainCSRmotiveisexternalriskreduction.Miji(2011)alsoseesrisk

management,brandreputationandreceivingcapitalfrominvestorsasthemoreextrinsicdriving

forces.Intheirstudiesof500Norwegianfirms,BronnandVidaver-Cohen(2009)alsofoundthat

theanswersmainlysupportextrinsicmotives,eventhoughmoralleadershipwasmentionedasan

intrinsicmotiveaswell.

On theotherhand,VandeVenandGraafland (2006)aswellasGraaflandandMazereeuw-Van

der Duijn Schouten (2012) show that intrinsic (such as ethical and altruistic) motives have a

strongerinfluenceonCSRactionthanextrinsicones.ThispointissupportedbyGalaskiewiczand

Colman(2006),whofoundintheirliteraturereviewthatmanagershaveanintrinsicmotivationto

contributetoabetterfutureforsociety.

Obviously,therearecontradictoryapproachesandempiricalresearchfindingsonmotivationfor

CSR. Lastly, a theoretical paper by Hemingway andMacLagan (2004) considered differentmo-

tives/valuesforCSR,andelaboratesonthedifferentiationbetweenthecorporation’svaluesand

thevaluesofthe leaderasan individual.Their intent is toremindusthatthe individual leader

can,indeed,makeadifferenceandtocounteratendencytoviewthecorporationastheagent.

This leadsback tomy inquiry journeyonCSRmotivesof the leaderasan individual and I refer

backtochapter3fortheexactmethod,approachandresults.NowIwillgiveadeeperdescription

ofconceptsaboutanddefinitionsofmotivationsothattheanalysisoftheresultsinchapter3is

putintocontext.


7.2 Motivationalconcepts

WhenIwrotethischapter,Iwasoftenreflectingaboutmyownmotivationcyclesinwritingand

finishingthisPhD.ThereweremomentswhenIfeltstuckandboggeddownintheamountofde-

tail.Atonepoint,thisledmetositdownwithabigflipchartpaperanddrawavisualaskingme

somekeyquestions:WhatdoIwanttogenerate?WhatamIcuriousaboutandwhatmotivates

me?

Asyoucanseeinthepicturesbelow,theheartofmyworkresemblestheinterviewsonmotiva-

tionforCSRleadershipplustheiroutcomefortheCSRbooklet.Regainingthisclarityandrecon-

nectingwithmypassionhelpedmetomoveon.

Fig.35: PhotographsofflipchartonmycoremotivationforthePhD

Source:AnnetteThum


7.2.1 Definitionsofmotivation

AsmentionedabovetheliteratureinconnectionwithCSRandmotivationoftendoesnotdefine

motivation.Insearchingforadefinition,DeCharmsmademesmileforasecond:"Motivationisa

littlelikeamildformofobsession"(DeCharms,1979).112

Whatappeals tome in thisdefinition is the implicitplaywith theusualpositiveconnotationof

motivation.Itemphasizesthatmotivationorpassionmightbetakentoofar:Apotentialblindsid-

ednessmayoccur;amissionarytouchmaybeaninherentdanger,turningmotivationintoanad-

diction.Thus,motivationinitselfcanhavevariousconnotations.Thismightalsoapplytothemo-

tivationofleaderstoimplementCSR.

Theunderstandingof theconceptofmotivationhas changedover time: From themore static

motivationmodels (e.g.,Maslow2013;McClelland2009) to themoredynamicmodels (e.g.,by

HeckhausenandHeckhausen2006;RheinbergandVollmeyer2012).Motivation,today,isseenas

aprocessinitselfandnotonlybasedonastaticmotivethatinitiatesaction.Iwilldiscussthedif-

ferentmodelsbutnowwillgiveadefinitiononmotivation.

Oneofthemostcurrentdefinitionsof“motivation”wasdevelopedbyRheinbergandVollmeyer

(2012)intheirbookcalledMotivation.Itstatesthatmotivationis“thetargetedmobilizationofa

currentlifeactivitytowardsapositivelyvaluedgoal”(RheinbergandVollmeyer2012,16).

Inthisdefinition,onenoticesthedynamicaspectthatIthinkreflectstheactivenotionofCSRmo-

tivationaswell,becauseCSRmotivationinitselfisnotonlyaone-timedecisionbutalsoadynam-

icprocess.

Inthefollowing,Iwillrefertothegeneralresearchonmotivation,tointrinsicversusextrinsicmo-

tivationaswellastomotivationcontentandprocessmodelslookingthroughthelensofCSR.Fur-

thermore, Iwill reflectonmotivation inconnectionwithmorality,neuroscienceandSocialCon-

struction.

112FalcoRheinbergcitesdeCharmsinaninterview.In:VomMotivzurMotivation,InterviewvordemHintergrundeines

Vortrags,gehaltenaufdemSymposiondesDeutschenHochschulverbandes"WaslenktdenMenschen"am19.Ok-tober2011inBonn.AccessedJuly2015,onlineavailablehttps://www.academics.de/wissenschaft/vom_motiv_zur_motivation_51494.html


7.2.2 Intrinsicvs.extrinsicmotivation

EdwardL.Deci,ProfessorofPsychologyattheUniversityofRochester,wascurioustosee,what

freechoiceactivitiespeoplearemotivatedtodowhengivingspacetoactandbehavewithoutany

externalcontrolorexpectations(RyanandDeci2000).Thismotivationtoactiscalledintrinsic,a

motivationcomingfrom“withinoneself.”Fromwithincanmeaneitherfromaninnercognitiveor

emotionalstimulus,orfromaninnerexpectation(ibid.).Theothertypeofmotivationiscalledex-

trinsic,meaning either coming froman external positive reinforcement, an incentive or froma

negativereinforcement,athreatoraforce(Swanson2008).

If leaders are intrinsicallymotivated for CSR, e.g. if they are showing CSR engagement even in

their free time are they alsomore likely to implement CSR atwork?On the other hand, there

mightbe leaderswhohaveno intrinsic interest forCSR,yetaremainlydriven throughextrinsic

motivation,suchasbonusesorpressurefromexternalgroupsorinternalboards.

A further interestingphenomenonthatFrey (1997)aswellasLedford,GerhartandFang(2013)

foundisthatinmosttimescontinuedpositiveextrinsicmotivationunderminesintrinsicmotiva-

tion. This phenomenon,which is in science described asmotivation crowding theory (Frey and

Jegen2001)andIalsoobserved,hastobedividedintoseveralphases:Atfirst,aleadervolunteers

foraCSRprojectwithoutany incentive.Thecompanyappreciateshisactivitiesandstarts to in-

centivizehimwithabonuspayment,asaformofextrinsicmotivation.Afterawhile,thecompany

withdrawsthebonusforwhateverreason.Thisisthemomentwhentheleaderwillshowlessin-

trinsicmotivationthanbeforetoengageinhisCSRactivities.AsPink(2011)argues,oftenexternal

incentivesdonotworkinthelongruntomotivatepeoplebutevenstartunderminingvoluntary

performance. Formy inquiryonCSR leadershipmotivation,we canderive from thisdiscussion,

thatbonuspaymentsandanyotherformofextrinsicmotivationmightbeproblematic.Therefore,

intrinsicmotivationmightbeamorevaluableapproach.

However,thedistinctionbetweenintrinsicandextrinsicmotivation–bytheperspectiveofSocial

Construction– is as anything elsenot substantive, it is not “just here,” not beforewemake it.

From a Social Construction perspective, neither intrinsic nor extrinsic is good or bad, it simply

leadstodifferentconversationsanddifferentdiscoursesinbehaviorandaction.Wecansay,phe-

nomenalike“motivation”areemergingandweareobservingandrespondingtothem.

Continuingnowwithmotivationmodels,Iliketodifferentiatebetweencontent-orientedandpro-

cess-orientedmotivationmodels:


7.3 Motivationascontent

Thecontent-orienteddefinitionsofmotivationcameupwithMaslow’s(1943,1987)well-known

pyramidfrom1943withitsfivelevelsofneeds:physiological,safety,love/belonging,esteemand

self-actualization.

AlsoClaytonPaulAlderfer’sERGmodelfrom1969understandsmotivationascontentandAlder-

fer’soverviewofmotives–existential,relation,growth–isasimplificationorbetteraconsolida-

tionofMaslow’spyramid(Alderfer1972).

FredericHerzberg(Herzberg,Mausner,andSnyderman1993),anotherrepresentativeofclassical

motivationmodelshadwithhis two-factor theoryabig influence in thebusinessworld:His re-

searchledtothedefinitionofhygienefactorsandmotivators.–Hygienefactorsarecontextfac-

torssuchasafairsalary,justcompanypoliciesetc.Whenthesehygienefactorsdonotexistthey

causedissatisfaction.Butwhenexistent,theydonotnecessarilyaddtocontentment.Motivators

arefactorsdirectlyconnectedtothejob,e.g.,fulfillingpurposefultasks,receivingrecognitionetc.

Thosemotivatorsaredrivingthepersontobetterperformanceanddocreatesatisfaction.

McClelland’s (2010,2009)113needsapproach isalsooften referred to in thebusinessworld.He

distinguishesbetweentheneedforachievement,affiliationandpower.

ThedifferentcontenttheoriesareshownbelowinFig.36justtogiveanoverviewoftheirmain

clusters.

113Originalsfrom1961/1987


Fig.36: Differentmotivationalcontenttheoriesandtheirmainclusters

Source:AnnetteThum(Colorsarerandomlychoosentodifferentiatetheauthors)

Iamcurioustoseefromtheinterviewsinwhichofthesecategoriestheexpressedmotivationfor

CSR will fall in. For some leaders CSRmay be a hygiene factor, like from younger managers I

learnedover the years inmy leadership classes, that theyonlywouldwork for anorganization

that does promote CSR, because otherwise their dissatisfactionwould be too high. For others,

CSR isamotivator,whichgivesthemadditionalmeaning intheirprofessional life.Someleaders

who liveandwork incrisis regionsmaysee theirmotivation forCSRmoreonaphysiological&

safety level (Maslow)or “existential” level (Alderfer), because theyaredriven to create a safer

andhealthierenvironment.OtherleadersmaymentionmoretherelationalaspectofCSRastheir

driver(McClelland=Affiliation/Maslow=Social/Alderfer=Relatedness),becausebycontributing

topeople’swelfaretheyfeelacloserconnectionandthusservetheirownneedforaffiliationand

relatedness.

In1989DavidMcClellandaddedtheaspectofimplicit/basalmotivesandself-attributedmotives,

which introducesanewaspect to themotivediscussion (McClelland,KoestnerandWeinberger

1989, 692).McClelland et al. (ibid.) argues that the implicit, basalmotives towhich he counts

“Achievement,AffiliationandPower”arehighlyconnectedwithemotionsbecausetheyareroot-

ed inearlychildhoodexperiences:anoutcomethat is connectedwithoneof thebasalmotives

bringsmoreemotionalprideandhappinessthanthefulfillmentofself-attributed(“external”)mo-

tiveswhicharelearnedthroughsocializationandexpectationpressure,etc.

Mo#va#on'

Hygiene'

Self'Actualiza#on'

Esteem'

Social'

Safety'

Physiological'

Growth'

Relatedness'

Existence'

Herzberg' Maslow' Alderfer'McClelland'

Achievement'

Affilia#on'

Power'

Comparison*of*Mo-va-onal*Theories*

Source:'AnneDe'Thum''


Ideally basal and self-attributedmotivesmatch, because then they trigger the highest engage-

mentandhavethemostrewardingeffectforthe individual,whichthenagain ismost impactful

forasuccessfulimplementationofCSRactivities(RheinbergandVollmeyer2012).

7.4 Motivationasprocess

Asmentionedbefore, today’smotivationmodels aremoreprocessoriented.114 FalcoRheinberg

(RheinbergandVollmeyer2012),oneofthewell-knownGermanresearchersonmotivation,ex-

plainsthatmotivationisadynamicprocess:Motivationchangesdependingonsituationandcon-

versation,whereasmotivescanbeconsideredasmorestable–theyarethevaluesanddrivers

behindmotivation.

ThisisanimportantdistinctionandconnectswithamorerecentviewbyPeterConrad(2007,3)

whoseesmotivationas“…anindividualneedsanddecisionprocess,alwaysembeddedincompet-

inggoals.”115Conrademphasizesthatmotivationisnotstablebutmovingandchangingdepend-

ingonmanyvariablesand/orconversations.

7.4.1 Motivationprocessmodel

Conrad is also building on the famous motivation process model from Heckhausen and Heck-

hausen(2006,7),116whichseesthepersonandthesituationasastartingpointforamotivation

processasFig.37belowshows.

114Tothemoreclassicalprocess-orientedmotivationmodelsalsobelong:VictorVroomandhisExpectancyTheoryac-

cordingtowhichhumansactalongtheirconsciousexpectationsthataparticularbehaviorwillleadtospecificdesir-ablegoalsaswellastheEquityTheoryfromJ.StaceyAdams(1969)whichtellsusthatthemorefairwefeeltreatedthemoremotivatedwewillfeeltoact.Inthenextparagraphs,Iwillhoweverfocusmoreonthemodernones.SeeWikipedia.https://en.wikipedia.org/wiki/Expectancy_theoryandhttps://en.wikipedia.org/wiki/Equity_theory,bothaccessedJanuary2016.

115Mytranslation.116Anelaboratedmodelistakingintoaccountthepersonandthesituation:“OverviewModeltounderstandtheele-

mentsofmotivatedactions”fromHeckhausenandHeckhausen(2006,5)orConrad(2007,9)


Fig.37: MotivationalandVolitionalActivitiesduringaMotivationDynamic

Source:Modelbasedon(HeckhausenandHeckhausen2006,7)andtranslatedbyAnnetteThum

Theactualstartingpointisthepersonandthesituation.Thesetwocombinedinitiatethefollow-

ing four phases: assessing, planning, acting, and evaluating. Acting then leads to an action and

evaluatingisassessestwopoints:theoutcomeandtheconsequences.

IamtakingnowaCSRleaderasanexampleandwillgothroughthemodelinmoredetail.Letus

say the leader is apurchasingmanager in abig automotiveorganizationandhas todecidebe-

tweentwosuppliers,onemorecostlybutmoresustainable,theothercheaper,yetmoreunclear

withtheirsustainabilitypractices.

Dependingonthepersonalityandsituationofourexampleleader,thenextstepwillbedifferent:

LetussayourleaderisapersonwithstrongpersonalCSRmotivesandvaluesandoperatesina

tough cost-cutting environment. His pre-decision motivation situation influences the starting

phaseof“assessing”:

If his pre-decisionmotivationwas to buy from the supplierwho ismore costly but in his eyes

moresustainable,hestillneedstoplanhowtosellhisdecisiontotheboard,howtoconnectthis

supplier toothers etc. Thus, hehas to considermany cognitiveoptions andplanningdetails to

managethetensionofmakingprofitandbeingresponsible.

Thisplanningphase,HeckhausenandHeckhausen (2006,5)explain,hasmore todowith sheer

willpower(volition)topushthingsthroughthanwithmotivation.Thisiswhyhedoesnotusethe

termfrom“motivationafterdecision”but“volitionafterdecision.”


Acting also demands a lot of willpower to push things forward despite many hurdles.117 This

means implementingall contract relevantprocesses (action) leading toanoutcome, the signed

new contract. This new contractwill cause consequences, e.g. a ripple effect to reassess other

suppliersortheleaderreceivinganaward,bonusorgratitude.

Whatever itmaybe in the lastphaseof assessing theoutcomeand consequences, theoriginal

motivationplaysagainabigger role.Dependingonthepersonalmotivation, the leadermayas-

sesstheoutcomeandconsequencesaspositive,e.g.likereceivinganawardfora“stateoftheart

CSRcontract”orhemaydislikeitbecausehehatesbeingthecenterofattention.

Tosummarizethemotivationprocess:Itstartswiththepersoninasituationthatiscalledtheas-

sessingphaseconsideringacertainactivity.Themomentheorshehasdecided,theplanningand

acting/implementingphasestarts,whichneedswillpower(volition).Intheevaluatingphase,out-

comeandconsequencesareassessedagainstthemotivation.

Inmy inquiry, it will be interesting to seewhichmotivational/volition phases getmore or less

mentionedintheinterviewsandifIcanderiveanyconclusionsfromit?

Asstatedbefore,therearenotonly“movingforward”aspectsofmotivationbutalsomotives,for

example,tostop(CSR)activities.Iwouldliketodiscussnowthesesocalled“exitmodels.”

7.4.2 Motivationprocessexitmodel

Derived from Rheinberg’s (Rheinberg and Vollmeyer 2012, 132) expectations scheme, which

statesthatmotivationdependsonwhatoneexpectsfromthesituation,theactivity,theoutcome

andtheconsequence,aCSRleaderfeelsmotivatedtotakeCSRorientedactionswhenthefollow-

ingconsequencesarefulfilled:

1. TheCSRleaderneedstobesurethatwithouthisCSRactionhewillnotachieve,whathe

planstoachieve

2. Heneedstobesurethathecaninfluencehisresultenough

3. Heneedstoknowthatthisresultwillhaveconsequencesand

4. thattheseconsequencesareimportantenoughtohim.

IfoneofthefourconditionsisnotfulfilledthenhewillnotactCSRaccordingly.Thusfourexitrea-

sonscanbediagnosed:

117Conrad(2007)alsowritesthattheactualactioncanbeenjoyedontwolevels:ona“contentlevel”=theleaderen-

joysthefacttohireanewmoresustainablepartneraswellasona“processlevel”=heenjoystheactivityofnegotia-tionwiththefuturesupplierandtheboard.


1. HisCSRactionseemsnotnecessary.

2. HisCSRactionwillhavenoeffect.

3. HisCSRactionwillhavenoconsequencesor

4. theconsequenceshavenovalueforhim.118

RheinbergandVollmeyer(2012)offeranevenmoredetaileddiagnosticandexitscheme,whichI

amincludingintotheappendix.Theyworkwithacollectionofquestionstofindoutifandhowa

personismotivatedforacertainactivityornot.Theyalsodefinefourtypesofmotivationprob-

lems:acompletemotivationdeficit foratopic,an incentivedeficit,an impactdeficitandawill-

powerdeficit.Formyinspirationbooklet,IwillreflectonhowIcouldoffersupportandinspiring

ideastoavoidthosefourpotentialdeficitareas.

7.5 Motivationandmorality

Untilnow, Ihavefocusedonmotivationmodels–contentandprocess-oriented–yet, Ididnot

connectthemwithmoralityormoraldevelopment.AssoonasImadetheconnection,Iimmedi-

ately came across “moral psychology” with Piaget and Kohlberg as prominent researchers

(Carpendale2000).Theimportanceofthesetworesearchersformyresearchcouldhavebeenin

thequestion,ifinstagesofadulthoodmoralmotivatedjudgmentchanges?

Kohlberg’smodel,however,onlydescribeschangesuntiladulthoodbutdoesnotdifferentiatelat-

er lifephases.Piagetdoesonly focusonchild (moral)development.Nonetheless, thesetwore-

searchers triggered the idea to look for interviewcomments,whether the leaders’CSRengage-

menthaschangeddependingonthelifephase–forfurtherinformationpleaseseechapter3.

118ThusRheinbergandVollmeyer(2012)sayyoucanalsoincreasethevaluebyofferingso-calledactionorientedincen-

tiveand/orresultorientedincentives.Iftheactualactionissomethingaleadertrulydislikes,e.g.heneedstojustifyCSRspendingsinfrontoftheboard,thenmostlikelyhe/shemightnotdoit.Thusacompanycanmaketheactualactionforleadersmore“comfortable”or“interesting”sothatthechancegetshigherthatleaderswillcarryoutaspecificCSRaction.Thecompanycanalsoworkwitharewardthatisconnectedtoapositiveoutcome,thiswouldbetheresults-orientedincentive.


7.6 Excursus:Motivation,meditationandneuroscience

Comingneitherfromapsychologicalnorsocialapproachbutfromaneuroscienceapproach,Ire-

memberaconferencevisit inZürichinApril2010.TheDalaiLamaandotherpersonalitiesspoke

on “AltruismandCompassion in Economic Systems.”119 Feeling compassionandhavingaltruistic

motiveiscloselyconnectedtoCSRleadership.

Professor Tania Singer (Singer et al. 2015), theDirector of theMax Planck Institute forHuman

CognitiveandBrainSciencesinZürichwasoneofthespeakers.Shehadidentifiedthreemotiva-

tional systems in the human brain: incentive-focused, threat-focused, and (non-)wanting-

affiliation-focused. She talked of experiments to increase compassion buildingwith the help of

meditation.

At theWorld Economic Forum in January 2015, she also presented her ongoing research and

shared promising results: In a large-scalemental training study called ReSource project120, they

hadinvolvedabout300participants,allwithoutanyformerexperienceofmentaltrainingormed-

itation. The results showed that the brain can get trained like a muscle in the gym. Chemical

changeswere observed after threemonths, yet the overall results suggest that such a regular

mental training canchange selfishpreferences into themorealtruisticandpro-socialones that

areneededtoserveaglobalcooperation.This Idoseeasencouragingnews,eventhoughIbe-

lieve itwill takea longer time to really integrate consistent leadershipdevelopment trainingor

businessschoolclassesthatfosterthisskill.121

7.7 MotivationandSocialConstruction

AsmentionedinthebeginningIwanttoconcludewithafewstatementsregardingmotivationfor

CSRandSocialConstruction.

Observation1:Themeaningofmotivation(ordemotivation)isasanythingelsecreatedthrough

thedialoguewithothers.ThemeaningaroundmotivationforCSRwithinanorganizationismost

likelycreatedthroughconversationsbetweenleadersandtheirteammembers,bossesorpeers,

119http://www.dalailama.com/news/post/513-the-mind-and-life-xx-conference-starts-in-zurich120https://www.resource-project.org/home.html121GreatforerunnersinCSRtypetraining/educationformanagerscanbefound,e.g.inthecurriculumoftheAspenIn-

stitutehttp://www.aspeninstitute.org/policy-work/nonprofit-philanthropy/leadership-initiativesoratMITwiththeEliasProgramhttps://www.presencing.com/elias.Thee-bookoncompassionineconomicsfromTaniaSingerisalsoavaluableresource:http://www.compassion-training.org/en/online/index.html?iframe=true&width=100%&height=100%#22


or between corporate leaders and their counterparts in the supplying organization, non-

governmentalorganizations,etc.

Observation 2: The content-based as well as the process-basedmotivationmodels have been

createdamongagroupofresearchersandexistnowasdifferentoperatingtruths.Thesetruths

arefirstofallratherdescriptive,yetwhenusedinactioncancreatejointmeaningandbecome

asensemakingdiscourse,asJohnRjismanputitoneofourconversations.InMuhammadYunus’

(2007,56–58)conceptofmicro-financing,thisisvividlydemonstrated.Inmyview,partofYunus’

successwiththemicro-financingisbasedontwoofthreemotivesinMcClelland’smotivethemes:

By lendingmoney to poor women, Yunus offered them the opportunity to achieve something

(motiveofachievement). Inaddition,hegavethemasupportingstructuretriggeringthemotive

ofaffiliation:thewomenwerealwaysputintogroupsoffivetohelpeachotherout.Inaddition,

theyhadtomeetonaregularbasiswith10-12othergroupstoexchangeabouttheirsuccesses

and failures. This set up served definitely as a big success factor of theGrameenBank lending

modelandshows,howacertainoperatingtruth–e.g.thetheoryofMcClellandonmotivation–

canbecomeasensemakingdiscourse,e.g.,theinthemicro-financingdynamicsofYunus.

Observation3:Theprocess-orientedmotivationmodels fitbetter toaSocialConstructionper-

spective.Theprocess-orientedmodelstakeintoaccountthecontentmotivesandinadditionde-

scribethemotivationalorvolitionprocesses.ThisdynamicaspectfitswelltotheSocialConstruc-

tion principles of emerging realities, of having to dealwith conflicting forces and solving them

throughjointlylookingfornewpossibilities.Thisisatrulydynamicprocess.

IstartedmyinquirywithacuriosityforCSRandLeadershipinSouthAfricaandnoticedovertime

myexplicitinterestinthemotivationforCSR-Leadership.Simplyspoken–Iwascuriouswhatmo-

tivateshigh-levelleadersinSouthAfricatodriveCSRintheirbusinessandbeyond?Therefore,my

finalroundofinterviewswastoexplorethisquestiononmotivationforCSRasdescribedinchap-

ter3.

8Summary 144

“Comingtogetherisabeginning.

Keepingtogetherisprogress.

Workingtogetherissuccess.”

�HenryFord

8 Summary

Thisthesison“CorporatesocialresponsibilityandleadershipinSouthAfrica”focusesultimately

onthequestionofwhatmotivateshigh-levelbusinessleaderstodriveCorporateSocialResponsi-

bilityintheirorganizationsandbeyond.

Inordertoanswerthisquestion,thethesisisstructuredineightchapters:startingwithanintro-

duction(chapter1),followedbyanexplanationofwhyIchoseSocialConstructionasthetheoret-

ical framework(chapter2), leadingtothecorechapteraboutmy inquiry journey(chapter3), in

whichIdescribeinanarrativestylethedifferentphasesofmyjourney,theultimateinquirytopic

whichdevelopedovertime,aswellasthemethodsandresults.Inshort,Ifoundthatthereareat

leasteightdifferentmotivesforbusinessleaderstobeorfeeltobeconnectedtotheCSRtopic

inordertodriveCSRintheirorganizationsandbeyond.

The analytical and descriptive frame ofmy journeywas provided in four background chapters:

chapterson“CSRconcepts”(chapter4),“CSRinSouthAfrica”(chapter5),“LeadershipandCSR”

(chapter 6), and “Motivation and CSR” (chapter 7) provide an overview on relevant literature,

theories,andhistoricalchanges.

Intheappendix,Iaddedachapteraboutmeasapersontosharemybackground,values,andbi-

ases,whichcertainly–consciouslyorunconsciously–influencedthewayIcarriedoutthisinquiry.

Inaddition,Iwantedtosumupmyfindingsinapracticalsupportformanagers;thus,Idesigneda

“CSR inspiration and activity” calendar for leaders, which can be found in the appendix. I will

sharethefinalbookletwithalltheexecutivesandCSRmanagerswithwhomIhavespoken.It is

mycontributiontothegenerativeresearchapproachandanadditionaloutcomeofthisinquiry.

Iwillnowpresenttheessenceofthethesisfocusingonthemainfindingsaswellonmypersonal

learnings.Iwilldothisperchapter–placingtheinquiryresultsfromthejourneysummaryatthe

end.

8Summary 145

SocialConstructionasthebasisforthisthesis

Socialconstructionisanepistemologicalapproachtohowwegainandcreateknowledgetogeth-

erandthusshapereality,orasGergenandGergen(2004,10)state:“Nothingisrealuntilpeople

agree it is.” This approach opens up a world of possibilities, meanings, and responsibilities in

terms of how we jointly create the world. Berger and Luckmann (2013), Burr (2003), Gergen

(1999),andLockandStrong(2010)giveagreatsummaryoftheevolvementofthetheoryofso-

cialconstruction.

Thecurrentacademicdiscussionsfocusonthetensionsbetweenthemodernistic/positivisticper-

spectiveandtheapproachofsocialconstruction:themodernisticperspectiveismainlybasedon

objectiveanduniversalknowledge,onsciencedescribingreality,onclarityandneutrality,onthe

differentiationbetweenobserverandobserved,andontheindividual.Ontheotherhand,social

construction principles aremore about historically and culturally shaped knowledge, about sci-

ences generatingpossibilities, about ambiguity, plurality, bias, and about seeing relationship as

key(HasleboandHaslebo2012).

Therefore,doingmy thesis applying the social constructionprinciplesmeant that any inquiry is

primarilyanactofrelating.Thelanguageinwhichwearecommunicatingisimportant–storytell-

ing,self-reflection–knowingyourownbiasesandlookingtogetherforpossibilitiesratherthanfor

absolutetruth.Thus,socialconstructioninquirydiffersfromtheclassicalwayofdoingresearch

–notinacompetingsense,butinacomplementaryway.

My learning outcomes: The choice of the TAOS/Tilburg PhD program and with that the

principlesofsocialconstructionprovidedauniqueplatformtocarryoutmyinquiry. Iwas

able to includetheparticipants into theprocess.Self-reflectionwasapartof the journey

andIhadtolearntoembraceambiguity,whichIconsideredenriching.Socialconstruction

becamethebaseofmyinquiryjourney.

CSRDefinitionandConcepts

Doing researchonCSR firstmeansunderstanding the concepts anddefinitions (see chapter 4).

Alas, there isacornucopiaofdifferentCSRdefinitionsdependingupontheauthor, thecontext,

andtime(Carroll1999;vanMarrewijk2003;MattenandMoon2004;Crane,Andrewetal.2008;

Dahlsrud2008;BennandBolton2011;SchneiderandSchmidpeter2012).

8Summary 146

Adefinitionfromasocialconstructionperspective(BasuandPalazzo2008)describesCSRasrela-

tional activities ofmanagers in collaborationwith stakeholders to further the common good

andtodemonstratesupportingCSRbehavior.

Apointeddefinition isgivenbytheEuropeanUnion:CSR is the"responsibilityofenterprises for

theirimpactsonsociety”(Williamsonetal.2014,7).IbuiltuponthisEUdefinitionandenlargedit

bystatingthatCSRisthe"responsibilityofenterprisesfortheirimpactonsociety,environment,

andeconomy”herebyincludingJohnT.Elkington’s(2002)“TripleBottomLine”approachofpeo-

ple,planet,profit.

AsCSRhasmaturedovertime,thereisalsoahistoricalperspectiveonecanapply:goingfromjust

following legalobligations, topracticingphilanthropy, to integratingCSR into the internal value

chains,toactingasaCSRpromoteracrosssectors(e.g.Carroll1991/2016;Schneider2012).

ResearchonCSR trends (Riess2012;Steger2008;Harwood,Humby,andHarwood2011;Visser

2012)showthattheyoungergenerations(GenerationYandZ)aremoreadamantaboutthetopic.

CSRisalsoreachingandinvolvingtheend-consumermorestronglyandispracticedmoreinmulti-

stakeholder projects as well as public private partnerships. CSR reporting gradually became a

standard,a“musthave”forbigcorporations.Also,CSRisbecomingmorespecialized;forexam-

ple,CSRmanagersworkingas teammembersof theresearchanddevelopmentdepartment fo-

cusingonlyonenvironmentalissues.

However,CSRissubjecttocriticism.OnesuchcritiqueisanchoredaroundtheeconomistMilton

Friedman(2002).HedidnotseeCSRasanissueofconcernforcompanies,butratherasendan-

geringthecorebusinesstaskofmakingprofit.OthervoicesblameCSRforonlyhelpingcompanies

to greenwash their image, or see it as a burden because of the extended reporting (Hamann

2008).Somepointoutthewrongintention,thatCSRisonlypracticedtomakeevenmoreprofit

(Fleming and Jones, 2013). Banerjee (2011) and Sandoval (2015) go even further and demand

more radical changes in thepowerbalancebetweenstate,market,andcivil society; theyseea

radicalneedtotransformorganizationstoactuallymakethemcapableofdoingCSRbusiness.

Mylearningoutcomes: IrememberhowoverwhelmedIwasinthebeginningwithallthe

different CSR definitions and approaches. I felt frustrated that it seemed impossible to

structureordifferentiatethedefinitionsproperly.Finally,Iwonderedifadifferentiationor

cleardefinitionisreallynecessary,orwhatmightbetheaddedvalue.Inhindsight,thevari-

etyofdefinitionsandapproachesshowsthatresearchonCSRisvitalandconstantlymoving

anditcertainlytaughtmetohandleambiguity.Istartedtoreflectmoreonthepossibilityor

impossibilityoffirmstotrulyactlikeaCSRagent,challengingmyself–isitaniceillusion?

8Summary 147

Ordoesitjusttaketime?Doesittakemoreconsciousgoalsettingatboardlevelsconsider-

ingCSR?Doesitrequiremoreinformationandinspirationaroundthetopic?And/ordoesit

requirebettercollaborationamongstakeholders?IstillwanttobelievethatCSRcanmake

adifference.

CSRinSouthAfrica

ItheninquiredaboutCSRintheSouthAfricancontext(chapter5).Theformerapartheidsystem

in SouthAfrica has created a unique situation for CSR.Due toBBBEE (“Broad-BasedBlack Eco-

nomicEmpowerment”)–alegalnon-bindingpolicythatempowersblackpeopleinbusiness–as

wellasothercodesofconducts,thefocusonCSRrelatedactivityhasmovedintotheforeground

(JackandHarris2007;AryaandBassi2011).

Ubuntu,aSouthAfricanwayofbeing(meaningapersonisapersonthroughotherpeople)isalso

fosteringthehumanandethicalaspect,andhopefully influences(business)peopleaswell.Reli-

gionwasoftenobservedasadriverforCSRintheliterature(AngelidisandIbrahim2004)asinmy

interviews. Inaddition,sociallyaware leadership (Visser,MagureanuandYadav2015) isan im-

portantfactortomaintainthevibrancyofCSR,whilethespiritofNelsonMandelastillcontributes

toapositiveattituderegardingCSR.

ItisimportanttounderstandthatthereisnospecificdefinitionforCSRinSouthAfrica(Hamann

etal.2005;Ramlall2012;Visser,MagureanuandKarina2015).However,itbecameapparentthat

the SouthAfricanCSR communitymore often uses the termCSImeaning “Corporate Social In-

vestment.”Thisisduetothefocusoncorporategivingorinvestinginlocalcommunities,whichis

seen inSouthAfricaasanactofphilanthropy.MainexternalCSRspendinggoes intoeducation,

followedbyhealth.

Overall,SouthAfricaranksgloballyquitewellwhenitcomestoCSRawarenessandactivities(Ber-

telsmannStiftung/GTZ2007).CSRtrends inSouthAfricaaresimilartothegeneraltrends:CSRis

becomingmorestrategicandismovingawayfromonlycorporategiving.CSRmanagersarestart-

ing tomeasure impact and focus on long-term, selectedmulti-sector partnerships. CSR is sup-

posedtoreachthemoreuntappedopportunities inthesmallandmid-sizedcompanies,yetthe

realityalsoshowsthatmoneyandstatushavestillhighvalueandthereforecanundermineCSR

approaches.

My learning outcome: I was surprised how prominent CSR/CSI is in South Africa. Even

thoughitwasandstillismoreunderstoodasanactofphilanthropy,theresimplywasalot

8Summary 148

activity.Theultimateeffectiveness,however,cansometimesbedoubtedandis–evenby

the CSR managers themselves. They expressed a clear wish to be more professionally

trainedonthetopicofCSRbecauseinmanycasesCSRmanagersarecareerchangerswith

lessknowledgeregardingthesubject.

IhaddefinitelyunderestimatedreligiousbeliefasadriverforpeopletogetinvolvedinCSR

andwassurprisedbyhowactivelythechurchandcommunalgroupssupportCSRactivities;

thecivilsocietyseemsquitealive.IhadalsounderestimatedthepressureofBBBEEwithits

highandsometimesirrationallyhighrequirements.Variousfirmshadbeendebatingtopull

outofthecountryandproduce inadifferent, lessregulatedAfricanstate.Whatalsosur-

prisedmewasthatthefindingsfrommy interviewsdidfitverywell intothegeneralaca-

demicfindingsonCSRinSouthAfrica.

CSRandLeadership

The threeoverarchingand interconnected topicsof this thesisareCSR, leadership,andmotiva-

tion.Thus,chapter6isdedicatedtoCSRandtheconnectiontoleadershiptheories.

Leadershiptheorieshavebeendevelopingsincetheearly1900s,butonlysince1995havediffer-

entterminologiesandconceptsofleadershipappearedthatrelatetobeingaresponsibleleader:

servant,ethical,sustainable,responsible,moral,mindful,authentic,charismatic,orspiritual(see

Chapter6.4).AlltheseconceptstosomeextentdriveorsupportbehaviorsthatfosterCSR. Also,theexplicit termof“CSR leadership”arose (D’Amatoetal.2009),which isnotexcludinganyof

theaboveconcepts,butfocusesontheleaderwithinacorporatesettingwhoisforcedtobalance

profitmakingwithCSRengagement.

Typically, CSR leadership can be expressed through a set of behaviors such assystems think-

ing,embracingdiversity,managingrisk,balancingglobalandlocalperspectives,emotionalaware-

ness, creatingmeaningful dialogue, and developing a new language – to use the list ofWilson,

LenssenandHind (2006).My inquiryconclusion is,however, that therearenoagreeduponbe-

haviorsonhowtodriveCSRforward,yetthatvariousoffersforCSRbehaviorsdoexist.

With thedifferentiationof transactionaland transformational leadership,an interestingdistinc-

tioncanbealsomadebetweenCSR leadershipandCSRmanagement (Carroll2003):CSRman-

agement(suchasmakingsureregulationsarefollowed,collectingdata,producingreports,intro-

ducing (re-active) certain processes) is practicedmore often. CSR Leadership (such as setting a

8Summary 149

role-modelingCSRvision,strategy,behaviorsandvalues,engagingpeopleintoCSRactivities,of-

feringspaceforCSRdialogue)willneedmoreattention.

Overall, IconcludethatcreatingaCSRmindsetanddevelopingcertainCSR-relatedbehaviorina

companyhasa lottodowithsuccessfulchangemanagement,asstatedbyKotter(2012),Senge

(1999)orCarucciandPasmore (2002).Thus,manybehaviors thatdrivesuccessfulchangeman-

agementarelikelytoalsobesuccessfulwhendrivingCSRactivities.

Mylearningoutcomes:IoftenheardtwovoiceswhenIspokewithleadersaboutCSRlead-

ership inSouthAfrica.Aminoritywasnotquitesurewhatexactly thatwould look like in

practice. Themajority, however, had a senseof it andacknowledged its importance, but

noticedthattheysimplydidnotmakeCSRleadershipapriorityintheirdailybusinesswork.

It seemed that theirmotivationwas lacking to beginwith or it got lost on theway. The

moreconversations Ihad,mycuriosity regardingCSR leadershipandthepossible tension

towardsprofitmaking in theSouthAfricanemergingmarketbecamemore irrelevant; in-

stead,thefocusofmyinquiryshiftedtowardstheindividual.Ilearnedthattheexecutives’

strugglesdependedmoreontheirpersonalityand lessonexternalenvironmentspecifics.

Nonetheless, the classical tension between global headquarters sending around certain

standardizedCSRguidelinesanda localorganizationhaving to implement themwaspre-

sent.

CSRandMotivation

ThereisagrowingamountofresearchonCSRandLeadership,yetalotlessmaterialonCSRand

Motivation(seechapter7.1)–eventhoughmotivationiscrucialforsuccessfulCSRimplementa-

tion. Inparticular, thepersonalmotivationofhigh-level leadersseems importantbecausethose

leadersaretheoneswhoareabletoactivelyshapeCSR inanorganization. (GraaflandandMa-

zereeuw-VanderDuijnSchouten2012;Ditlev-SimeonsenandMidttun2008;BronnandVidaver-

Cohen2009).

Oneofthemostcurrentdefinitionsof“motivation”wasdevelopedbyRheinbergandVollmeyer

(2012,16). They state thatmotivation is“the targetedmobilizationof a current life activity to-

wardsapositivelyvaluedgoal.”

Researchshowsthatonemajordifferentiationismadebetweenintrinsicandextrinsicmotiva-

tion(RyanandDeci2000;Swanson2008).Afurtherimportantdistinctionismadebetweencon-

tentbasedmodelsofmotivation(Maslow1943;Herzberg1993;Alderfer1972;McCelland2009),

8Summary 150

whichfocusonthemotivesbehindanactionandprocess-basedmodels(RheinbergandVollmey-

er2012;Conrad2007;HeckhausenandHeckhausen2006),whichseemotivationasadynamicact

andaprocesswithdifferentstages.

MyconversationswiththeexecutivesshowedthatthemainmotivesforCSRleadershipinSouth

Africaareintrinsicallymotivated.Themotivescanbetracedbacktotheclassicalcontentresearch

models,meaningthemaindriversarebasedonachievement,power,oraffiliation.Theprocess-

basedmodelscouldnotbeverifiedbecauseIdidnotobserveleadersduringaCSRactivity.

Mylearningoutcomes:Iwassurprisedbyhowdiverseandsometimesevencontradictorythere-

sultsofthemajorempiricalmotivationstudiesonCSRwere.Thiscanmostlikelybeattributedto

thedifferentmethodologies, target groups, company sizes, and regions. Further research could

focusonaccompanyingleadersintheirdailypracticeandanalyzingatwhatpointinthedynamic

processofmotivationtheirmotivationwasparticularlyhighorlow.Thiscouldbehelpfultosup-

portthematthesepivotalmomentstokeepongoingdespiteallchallenges.Inaddition,further

researchontheeffectivenessofCSRtraininganddialoguecouldbeinitiatedtofindoutifeduca-

tionalactivitiesnurtureahigherintrinsicmotivationlevelforCSR.

OnaJourney:Stages,Question,Methods,andResults

Toarriveatmyinquiryquestionwasajourney,whichdeepenedmyunderstandingforCSR,lead-

ership,andmotivation–notonly inSouthAfrica(seechapter3). Iamawareofmypassionand

bias for theCSR topic in connectionwith leadership. Evenbeforeworkingon this thesis I have

beenconvincedthatcorporate leadersneedtobeapartofcollaborativeactionsanddialogues,

solving societal, economic, and environmental issues (see Appendix 1). This is particularly im-

portantbecausecompanieshavethefinancial resourcesand influentialpowertomakeadiffer-

ence.

Ittooktwothirds(almosttwoyears)ofmyPhDjourneyexploringthelandscapeofCSR, leader-

ship,andSouthAfricabeforeIidentifiedthefinalinquirytopic.Onlyinthelastyeardidmyspecif-

icquestionontheleader’smotivationforCSRinSouthAfricabecomeclear,thankstoaninsight-

ful“Aha”momentduringaninterview(seechapter3.4).

Inthebeginningofmy journey, I interviewedfiveCSRmanagersofGermancorporations inJo-

hannesburgaboutwhatCSRmeanstothem,whatleadershipbehaviorstheyviewassupportive,

andwhathurdlesandvisionstheyseeforCSRinSouthAfrica(seechapter3.2).Ialsospokewith

eightotherexpertsandacademicsinSouthAfricainordertosharpenmyunderstandingofCSRin

SouthAfricaandtodefinemyinquirytopic.

8Summary 151

Forthecoreinquiryonthequestionof“whatmotivateshighlevelbusinessleaderstodriveCor-

porateSocialResponsibilityintheirorganizationsandbeyond?”Idecidedtoagainfocusonlead-

ers from large German/German Swiss corporations to reduce cultural complexity. I connected

witheighthigh-level leadersworking in SouthAfrica atMercedes,MunichRe, Kühne&Nagel,

STEAGandSwissRe.Allofthemweremale,intheirmid30stolate50s,ofdifferentdescentand

leadingupto1,500employeesintheirspecificdifferingfunctions(seechapter3.2.2).

AllinterviewswerecarriedoutoverthephoneandanalyzedwiththehelpoftheGroundedTheo-

rymethodgoingfromopencodingtoaxialcodingtoselectivecoding(seechapter3.5.3).Using

axialcoding,IwasabletoidentifyeightmotivesthatdrivebusinessleaderstoimplementCSR

(seechapter3.6):

• Drivenbyexternalrulesandnumbers(whichistheonlyextrinsicmotive)

• Givingenergyfortheindividual

• Followinganinnerdiscipline

• Feelingconnectedtoothers

• Beingconnectedtoahighersense

• Seeingandbeinginvolvedinprogress

• ShowingandknowingtheimportanceofCSR

• Gettingdowntoearthandmakingithappen

Thelattersevenareobviouslyintrinsicmotivesandfallintodifferentcategoriessuchasachieve-

ment,power,andaffiliation.Theoverarchingmotive(ortheselectivecoding)fromallinterviews

was“tobeconnectedtoCSR,”eitherthroughexternalrulesandnumbers,orbytheabovelisted

seveninternaldrivers.

Intheinterviews,IalsoimplicitlyorexplicitlyheardthatimplementingCSRisseenasnotorhardly

possible because ofmissing external support structures. The executives criticized that CSRwas

neitherprominentlypositionedenough inthecompanystrategy,norpartof theirpersonalgoal

agreements,nordiscussedenoughatboardmeetings.Particularly,external supportwascrucial

forintervieweeswhoshowedlessintrinsicmotivation.However,allintervieweesmentionedthat

moreexternalsupportwouldnonethelesshelptobetterimplementCSR(seechapter3.2.4).

Inaddition,Ihadaskedtheexecutivesabouttheirinterestinamotivationbookletorcalendaron

CSR(seeAppendix6).IreceivedalistofcreativesuggestionsfromshowingthebigvisionofCSR

includingthebusinesscase,topracticalbehavioraltipsandexamples,toincludinghumor,jokes,

upliftingpoemsand stories, to listing relevantquestions and short checklist regardingCSR (see

8Summary 152

chapter3.6).Thisdefinitelymotivatedmetodevelopsuchacalendar,whichcanbefoundinthe

appendix.

Mylearningoutcomes:While Iwasabletodeterminethedifferent intrinsicandextrinsic

motivesforbusinessleaders,thereseemstobeagapbetweentalkingandwalking.While

mostmanagerswouldliketodomoreaboutCSR,theyfindithardtointegrateitintotheir

dailybusinessdecisions.Acombinationofexternalpressuresandstructures,ofenoughin-

formation and training about CSR, and a high intrinsicmotivation appears to be a viable

combinationinordertoevolveCSRinorganizationstoahighermaturitylevel.Anaturalfol-

lowupofthisinquirywouldbetogobacktotheexecutiveswiththeresultsandseeifthey

resonatewith them; another crucial stepwould thenbe tohave themactout their own

recommendations,andmoreconsciouslyandpro-activelystartinspiringothersaboutCSR.

GoingforwardwiththetopicofCSRLeadershipandthemotivationforit,itisencouragingtosee

thattheagendaofthe2016WorldEconomicForuminDavosdidcontaincorporategovernance,

ethicalstandards,andthenewUnitedNationalSustainableDevelopmentalGoals.122Theseseven-

teenglobalgoals(asshowninFig.38)canserveasthefundamentalbasisforCSRandleadership.

Fig.38: TheGlobalGoalsforSustainableDevelopmentuntil2030

Source:UnitedNations

122http://www.un.org/sustainabledevelopment/sustainable-development-goals/

8Summary 153

So, for leadersengaging inCorporateSocialResponsibility inSouthAfricaandelsewhere, itwill

remainacontinuousefforttoengagethemselves,differentpartners,andstakeholderstoachieve

theabove-shownglobalgoalsforsustainabledevelopmentandCSR.

Particularly innovative social and environmental entrepreneurs give hope. Young founders like

Boyan Slat, who works on cleaning the world's oceans of floating plastic (see

http://www.theoceancleanup.com),areencouragingrolemodels.Maybetheyinspirethebigcor-

porateleadersofwhatispossibleandwhatchangecanlooklike!

Forthe leaders inSouthAfricawhomIspoketo, it isclearthatCSR ismostlydrivenby intrinsic

motives,eventhoughtheyacknowledgedaneedforexternalregulation.Withthedeteriorating

economyinSouthAfricaandthecontinuingburdenofpoverty, illiteracy,andsoforth,thechal-

lenges for leaders inthiscountryremainthesameorhavebecomeevenbigger.Havingalready

achievedmorethanmostoftheotherAfricanstates,SouthAfricacanbeproudofitscurrentCSR

maturity level.Nevertheless,thepressureisonandleaderscancontinuetoaskandreflecthow

theyinspirenotonlythemselves,butalsootherstodriveCSRintheirorganizationsandbeyond.

ListofFigures 154

ListofFigures

Fig.1: RolemodelCEORayAnderson..............................................................................................8Fig.2: TheBanana-Ape-Story.........................................................................................................16Fig.3: ComparisonofModernism/PositivismandSocialConstruction.........................................18Fig.4: HandprintofNelsonMandelaaswellasapaintingofhisviewfromhiscell.....................35Fig.5: PrinciplesofAppreciativeInquiry........................................................................................36Fig.6: InterviewQuestionsforCSRManagers...............................................................................37Fig.7: InformalemailtoCSRManagers(2014)..............................................................................39Fig.8: InterviewlistforCSRManagersworkingatGermancompaniesinSouthAfrica................40Fig.9: Overviewoflocalexpertconversationsconductedformyinquiryjourney........................41Fig.10:LearningSnippetsfromleadersinterviews-Commentsenrichingmy

understandingforCSRinSouthAfrica(SA).........................................................................47Fig.11:PhotographiestakenattheTrialogueConference2014.....................................................53Fig.12:AgendaoftheTwo-DayTrialogueConferenceonCSRinSouthAfrica...............................54Fig.13:EssentialMethodsofGroundedTheory..............................................................................59Fig.14:Question1OpenCoding.....................................................................................................62Fig.15:Question2OpenCoding.....................................................................................................64Fig.16:Question3OpenCoding.....................................................................................................65Fig.17:OpenCoding/AxialCoding/SelectiveCodingacrossallquestions......................................66Fig.18:MotivationaldriversofselectedexecutivesinSA...............................................................68Fig.19:Differentmotivationalcontenttheoriesandtheirmainclusters........................................69Fig.20:MotivationaldriversofselectedexecutivesinSAmatchedtothecontent

motivationmodels..............................................................................................................70Fig.21:Phenomenafromtheinterviewsleadingtoideasforthebooklet.....................................73Fig.22:Samplepagesfromthebooklet..........................................................................................74Fig.23:CSRPyramidbyCarroll(2016).............................................................................................76Fig.24:WordCloudonCorporateSocialResponsibilityandrelatedterms....................................84Fig.25:2016DeloitteMillennialSurvey:Millennialswouldprioritizethesenseof

purposearoundpeopleratherthengrowthorprofitmaximization..................................87Fig.26:MaturitylevelsofCSR.........................................................................................................88Fig.27:DonatedMoneyperCountrytoCommunityCauses/Charities(TopTen)...........................95Fig.28:SouthAfrica’sunemploymentincontext..........................................................................102Fig.29:DriversforCorporateSocialInvestment...........................................................................104

ListofFigures 155

Fig.30:SouthAfrica’sPopulationPyramidin2014.......................................................................105Fig.31:SouthAfrica’sCSRisonaSecondGenerationMaturityLevel..........................................110Fig.32:Dichotomyofmanagingandleadingandtransactionalvs.transformational

leadershipadaptedforCSRLeadership.............................................................................116Fig.33:CambridgeSustainabilityLeadershipModel.....................................................................121Fig.34:Businessethicsteachingparadigms(adaptedfromRossouw,2004)................................128Fig.35:PhotographsofflipchartonmycoremotivationforthePhD...........................................133Fig.36:Differentmotivationalcontenttheoriesandtheirmainclusters......................................137Fig.37:MotivationalandVolitionalActivitiesduringaMotivationDynamic................................139Fig.38:TheGlobalGoalsforSustainableDevelopmentuntil2030...............................................152

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Appendix 172

Appendix

“Ifyouthinkyouaretoosmalltomakeadifference,

trysleepingwithamosquitoinaroom.”

DalaiLamaXIV

Appendix1 Reachout-Thisisme

“...whatifwecloseoureyesandbegantoimaginetheworldsofourhopes”(...)This

wouldbetoplacetheresearchersvaluesintheforefrontofhis/heractivities..(…)and

purposefulandpassionatevisionswouldsupplyatransparentsourceofaction.”123

ResonatingwiththissentencefromKenGergen’sarticleon“FromMirroringandtoWorldMak-

ing”andhavingjustfinishedtheintroductionchapterofCarlRogers’book“Onbecomingaper-

son”(CarlRogers1995),itstruckmethatitisimportantforthisinquirytobrieflydescribewhoI

am.

Iconsideritworthwhiletoreflectandsharemyvalues,mybeliefs,andmydefiningmomentsasI

amawarethatallofthisisbiasingthisthesis.Bydescribingit,ithopefullygivesyou,thereader,

somecontextaboutmeasapersonandthusabetterunderstandingofhowIconductedmyin-

quiry.Asanybody,Iamconstructingmyrealitylargelybasedonmyvalues,basedonwhoIhave

becomeandwanttobecome–andallthisininteractionandalignment,ordifferentiationwithor

fromothers.

Writingthis,InoticedthatIamnotusedtopresentingmyselfinsuchapersonalwayandittakes

somecourageformetodoso.

GrowingUp

Igrewup insmall town insouthernGermany inatypicalmiddleclasshouseholdwithtwokids,

beingtheoldersistertomy3.5yearsyoungerbrother.Welivedinamulti-familyresidencewith

fiveotherfamiliesandahugegarden.Ihavefondmemoriesofthefirstyears,myparentswere

verycaringandrelaxed,andastherewereotherslivinginthehouse,therewasalwayssomeone

123ThequotecanbefoundontheTaosWebsiteinanotebyKenGergenfromNovember2013:

http://www.taosinstitute.net/Websites/taos/images/DegreeStudentResources/Gergen,_Ken_-_Mirroring_to_World-Making_2014.pdfaccessedagainSeptember2015.Itintroducedatthattimeaworkingpaper.Theofficiallyreleasedandawardedarticleisnowcalled„FromMirroringtoWorld-Making:ResearchasFutureForm-ing“byKenGergen,Taos,2014andcanbefoundontheTaosWebsiteaswell.

Appendix 173

around.Thedoorswereoftenopenandifyouhadbeenintroublewithmom,dad,oryourbroth-

er, you couldwalk down to “Auntie Sander” and get some candy. Thehuge gardenwith all its

treesservedalsoasaperfectplaygroundforusandtheotherkidsinthehouse.

Myparents come fromverydifferentbackgrounds,which Ibelievehas influencedmeearlyon.

Mydadcomesfromafarmwitharoughandheartyenvironment;mymomwasraisedinanaca-

demichousehold,hermotherbeingadentist,wheredisciplineandetiquetteplayedabigrole.As

akid,Irememberthetwodifferentcutlerydrawersinmygrandparents’kitchens:thedraweron

thefarmwastightanddifficulttoopen,youhadtopullhardwithallyourstrengthandthenin-

sideyoufoundknives,forks,spoons,everythingfloatingaroundinchaos,sometimesotherstuff

mixedin,too.Inthedentisthousehold,anoiselessdrawerthatyoualmostdidnothavetotouch

would reveal neatly sorted and huddled next to each other forks, spoons, and knives. I called

them“mytwoworlds”andIlovedbothofthemforwhattheyrepresentedandwhattheytaught

me:Ineverhadaninterestindecidingwhattolikemoreorless;thesedifferentworldswereboth

valuableandenrichingtome.

SchoolTime

School years passed by without major events; my parents supported but never pressured my

brotherandmeintoanything.Myupbringingwasnot“intellectual”butratherpragmaticandeasy

going.Inmyteens,myparentsownedarepairshopforfarmingequipmentandmachines.Given

thatitwasalotofworkandlonghours,itstrainedmyparent’srelationshipquiteabit.Itwasa

painfuleye-openerformetorealizethatrelationshipsofadultscanbecumbersomeandthatlife

isnotalways“heileWelt”,meaningmyhappyworlddidgetsomerealitydents.

During these timesmyGerman and ethics teacher became important formy development be-

causeheopenedthedoortophilosophy,todifferentschoolsofthought,andtomyeclecticap-

proachthatIstillbelieveintoday.However,Iwouldnotconsidermyselfanintellectualprimarily.

Idohavegreat instinctsandan intuition forsituationsandpeople,butstill,written language is

notmyfavoritechannelofcommunication.Nevertheless,Ilovereadingbookswithbeautifuland

preciselanguageasitgivesmewordstodescribewhatIsenseandfeel.AnduntiltodayIhavea

greatthirstforlearningandgrowingpersonallyandtogetherwithpeoplearoundme.

UniversityYears

Beforegoingtouniversity,IwentabroadforayeartoFranceandtotheUS,whichIbothtrulyen-

joyed. I lovedthedifferences;varietymakesmefeelalive– itevokesdifferentsides inme.The

loveforvarietyiswhyitwasnoteasyformetomakeachoicewithmystudies.Itookclassesina

Appendix 174

lotofdifferentsubjects:inanthropology,inpolitics,inpsychology,ineconomics,inGermanand

American literature,untiloneday the ladyat the studentoffice said, “Young lady, youneed to

makeadecisionnow,Iamnotchangingyourstudybookagain.”

Then after 6 years I finished with a Master’s degree in International Politics, Economics, and

Americanstudies. Iowemyaccomplishments tomyoneyearstudying in theUS.Theacademic

teaching style there was much more personal and motivating. It boosted my self-confidence.

From theGerman education system andmy parents’ upbringing I learned not to overestimate

myself,tobehumble,andtonotthinkIamspecial.Thiswasneverexplicitlyexpressed,butitruns

inthefamilysincebothofmyparentshavebeenraisedthatwayaswell.IntheUS,Ilearnedtobe

proudofthatwhichIamgood.IlearnedthatIcanchangethingsandtothinkbig;Ilearnedthatit

isOKtoshareyourstrengthsandtotalkaboutthem.Nonetheless, this isstillhardformeuntil

today.

Findingmyplaceinprofessionalandprivatelife

Choosingmyworkenvironmentafteruniversitywasnoteasy–againIwasspoiltforchoice.One

ofmymentorsoncesaidtome:“Annette,youarelikeadonkeyamidstmanyhaystacksandIsee

youstarvingbecauseyoucan’tdecidefromwhichonetoeat.”Ioriginallyneverwantedtowork

in business, but rather for theUN, the EU, or anNGO, thus servingmybig ideals tomake the

worldabetterplace.

Yet, during my internships at those governmental and nongovernmental bodies I experienced

suchtremendousamountsofbureaucracyandchaosthatitscaredmeaway.Myfantasyatthat

point intimewasthattheglobalcorporateworldworksmoreprofessionallyandalsooffersac-

cesstoaninternationalenvironment.So,Istartedworkinginthehumanresources(HR)depart-

mentatDaimlerHeadquarters in Stuttgart. Today I amverygrateful for this life turnbecause I

founda functionalarena that Iamreallygood in–workingwithpeople. Iamendlesslycurious

aboutwhotheyare,whytheydowhattheydo,howtheygrow,howtheyresist,andsoforth. I

simplyhaveagenuineinterestinhumanbeings.

MydecadelongcareeratDaimlerallowedmetoseealldifferentHRfunctions.Ilivedandworked

indifferentpartsoftheglobe–includingSouthAfrica–whilelearningtoplaywellinthecorpo-

rateworld.AndIaddedmanydifferentqualificationsfromthepsychologicalfield,suchasafour-

yearGestaltqualification,systemsthinkingclasses,theNLPPractitioner,ProvocativeTherapycer-

tification,constellationwork,ritualwork–justtomentionafew.Ontheprivateside,myfirstbig

lovebrokeapartafter12years,withmebecomingmoreandmoreassuredofwhoIwasandwhat

Appendix 175

Iwantedfromlife:tolearn,toreflectandgrow,tobringthebestoutofmyselfandeachother,

andtohaveapartnerwhowantedthisaswell.

MytimeintheUS

Intheyear2000,achallengingworkassignmentattheUStruckcompanyFreightlineraswellasa

newlovebroughtmetoPortland,Oregonforfiveyears.IlovethePacificNorthWest,thenature

isjustbeautifulandeventodayIenjoythelaidbackstyle.Despitethefantasticenvironmentand

mynew love–whobecamemyhusband– Iworkedextremely longhours.Reflectingon this, I

think Iworkedsohardmainly for two reasons.Firstly, I felt responsible to fulfillmy jobassign-

ments;Iwantedtoco-createandleadthisculturalturnaroundwithallmypassionandmyvision

tocreateabetterworkingplacetogether.Secondly, Iwasambitiously livingtheegoofmythir-

ties.Iwantedtoprovethat“Icandoit”,thatIcaninspireotherstojoinintheculturechangeas

well–weachievedalotduringthismostintenseworkingtimeofmylife.Afterfiveyears,Iwas

readyforatwelvemonthssabbatical.

BackinEurope

NotgoingbacktoDaimlerwasoneofmybiglifedecisions.OntheonehandwiththisdecisionI

hopedformorefreetimetostartafamily;ontheotherhandIwantedtoworkforasmallerfirm,

focusinglessonHRandinternalpolitics,butmoreonleadershipinvariousdifferentcontexts.

Thefirsthopedidnotquiteworkout:pregnancystayedawayandmymarriagefellapart.These-

condcametruewithmeworkingfirstfull-timeataleadershipconsultancyfirmandsince2010in-

dependentlyasagloballeadershipconsultantandcoachacrosssectorsandindustries.Ifeelvery

blessedthatIfoundmyprofessionalcalling!Thedifferentworksettingsservemyinterestforva-

riety and learning. Nomatter if I serve theUnitedNationsWorld Food Program togetherwith

othercolleaguesdesigningandfacilitatinganemergencyplanningmeeting,orifIruninternation-

alleadershipprogramsforGeneralElectricinEurope,theMiddleEast,andAfrica,orifIsupporta

privateGermanTVstationwiththeirinternalchangeprocess–IfeelthisiswhereIcancontribute

andlivemytalentsandpersonalitytothebest.

Thelastthreeyearsalsohavebeentreatingmeverywellinmyprivatelife.Ifoundasoulmatein

Berlinandheandhistwodaughtersaremydearhomebase.Wearecreatingagoodlifetogether

bychallengingandsupportingeachother,byopenlyandwillinglygoingthroughupsanddownsof

lifetogether,andbycommunicatingandnegotiatingourneeds.TomethisiswhatIcallbringing

bestoutofeachotherandwritingthisputsabigsmileonmyface.

Appendix 176

Ihope that theabovedescriptiongaveyouabetter ideaofwho I am.Nonetheless in thenext

paragraphsIwilldescribeformyownclarityandreflectionwhereIseemyvalues/biasesandlife

principles.

Mybiasesandprinciples

IamcomingfromtheworldofbusinesslivingthePrussianvalues:workhard,bedisciplined,fight

forwhatyoubelievein,nevergiveup!

AndIbelieve inparadoxesorpolaritymanagement:globalversus local,speedversusquality,or

knowledgeversusbelief.I learnedthatthetensionbetweenthesepoleswillnevergoaway,but

need to bemanaged. This learning relievedme, because suddenly I understoodwhy the same

problemscamebackagainandagain.Becausethesearenoproblemstobesolved,butparadoxes.

PolesthatneedtobemanagedaslongasIlive.

Ioftenhearmyselfsay:thereisnotnecessarilyrightorwrong;allbehaviorsusuallyhavea“func-

tion”andthisfunctionisimportanttoexplore.

Iexperienceeverydaythatcuriosityfordifferencesbringsusmuchfurther.Ialsolearnedabout

myself,thatIoftenstoplisteningtooearly,assumingIknowalready.Thus,Itrytostayincuriosity

modeaslongaspossible.

Ienjoyaesthetics,clearstyles,andoccasionallyfeelguiltyforit.Itcanbethebeautyofasimple

flower inagarden,butsometimesaestheticsareconnectedwith luxury–andinaworldwhere

stillalotofpeoplesufferfrompoverty,thisisahardbalancingactforme.

I have abias for “fairness” –my idealistic tendencies are sometimes abit toonaïve.As I think

therearewaystomaketheworldabetterplaceandthatIcancontribute.Ontheotherhand,my

idealskeepmegoingandletmyselfnotgetfrustratedtooquickly.

Ienjoypragmatism–meaningIhavethetendencytomakelearningapplicableandusable.

…..andtherearemore,yetIwillleaveitherefornow.

Appendix 177

Appendix2 SummaryofinterviewswithselectedCSRmanagersinSouthAfrica

Name,Company,

InterviewDate

BriefindividualBackgroundInfor-mation

DefinitionofCSR PersonalPrideCSRbehaviorsandrelevantquestionsleaderscouldask

FactorsHinderingCSR VisionforCSR Ratings

BeautyJack,

Mercedes,27.1.2014

Female,CSICoordinatoratMercedes,5yearsintheposition,black

Givingbacktosociety Lovesalltheprojects,e.g.Madibaday,earlychildhooddevelopment,educationprojectforteachersetc.

Beinginvolved,e.g.throughvolunteerism,roadshowsthroughcommunicatingaboutCSR

NothavingadedicatedCSRdepartment(wehaveoneonlysince6years)

Strongerexecutivecom-mitteeinvolvement,moremeasuring,morestrategy,

Doesnotdaretoassess

EsterLange,

BMW

28.1.2014

Female,CSImanageratBMW,black,10yearsinposition,noDR

CSImeansinvestinginourcommunitytohelpthemdevelopandtomakethembetter–astheANCphrasesaid„tomakepeople’slifebetter

CSIismoreoutsideori-entedversusCSRismoreinside

Shewasproudbutshortandhumblereferringtomentioned–allofourprojectsonthewebsiteandsmiled;shealsosaidIwouldwantpeopletosayinthesamebreathBMWmakeswonderfulcarsandtheydogreatsocialvibrantprojectsthatworkagainstine-quality

CSIleadersshouldspeakaboutthistopicsandpromoteitactively;theyshouldseeitasacorebusiness,asafocusnexttomanufacturingpremi-umcars;theyshoulden-courageinoneononeconversationandinstaffmeetings;theyshouldknowwhattheemployeeisinterestedin/Volunteerism)andtrytoconnecthimorhertotheirinterestviaCSI.Theyshouldbecaring

SeeingCSRastickingabox,notenoughbuyin,poorarticulation,poorsupportfrommanydif-ferentsides,nomentor-ing,notenoughCSRre-sources,mindsetis“notright”meaningtooprof-it-maximizationoriented

HaveCSRtrainingmate-rialthatHRcoulduse:aguidingCSRmentoringhandbook,somethingthatinspiretheleadersto“upliftthemselvesandtheirneighbors”,focuswithprojectsonruralar-eaandkeepyoungpeo-pleoutofthecities–toomuchcrime

7CSRDep

6overall

TasnienPatel,Bayer,6.2.2014

Female,HeadofCom-munication,BayerinJoburg,responsibleforCSR,2employees,col-oredIndianbackground,comesfromJournalism,13yearsofworkexperi-ence

Howanorganizationissociallyandenvironmen-tallyresponsible.Howitcontributestosociety.ShemakesnodifferencebetweenCSIandCSR,didnotevenhearthetermCSIbefore

Schooldevelopmentalprojectinmathandsci-ence

Didnotreallyknow,onlysaysthenitisnotaniso-latedbehaviorbutacombination.

Askq:HowdoesCSRre-latetothebusiness,whatimpactshallithave,whatcanwegain,whataretherisks

Selfishness,notbeingstrategicaboutCSR

HavingaCSRcommittee,offeringmoreinfor-mationonCSRandvol-unteeringprojects

dofewerprojectswithmoreimpact,BBBEEishelpinginbeingaframe

5(CSRDep)

7overall

Appendix 178

Name,Company,

InterviewDate

BriefindividualBackgroundInfor-mation

DefinitionofCSR PersonalPrideCSRbehaviorsandrelevantquestionsleaderscouldask

FactorsHinderingCSR VisionforCSR Ratings

EmilyMolefe,Siemens,

7.2.2014

Female,CSRManagerSiemens,black

Investinginecological,socialandeconomicalprojectsthatupliftourcommunity

TheopeningoftheMan-delaSchoolforScienceandTechnologymakesmeveryproud–longplanning,hugeproject

Didnotreallyanswerthequestions,focusedmoreonprojectsthanbehav-ior;repeatedthatexecu-tivesshouldbe“engage”

DisinterestinCSR,put-tingprofitALWAYSfirst,seeingCSRasaddonandnotaspartofdoingbusi-ness

CSRwouldneedtobealotmoreconnectedwithotherfunctions,e.g.HR,wecouldthencollectal-somoreBBBEEpoints

5forboth

NobuntuLange,VW

7.2.2014

Female,StrategicStake-holderConsultant,black,2years,noDR,BAincommunications

Tocontributetoeconom-ic&socialprogressofourcommunitiesbyinvestingineducation,youthde-velopment,health,com-munityofwellbeingandtheenvironment

Sheproudlyshowsawell-prepareddocumentofprojects;herpersonalpreferenceistheem-ployeevolunteerismandmentoringproject–wasstronglyinvolvedinthat.VWhas33leadersasmentorsand39pupilmentees

LeaderscontinuetopromotethatVWhasal-waysbeenandshouldbeapeople’scompany,sharingVWvalues,creat-ingdialogueonCSR,begoodatchangeman-agementforCSR,coach&guide,befairandcou-rageous

NotfollowingourTrans-formationVisionfor2018(seedocument),every-thingistherewejustneedtodoit

Connectsocialandcor-poratebenefit,havemorestrategicpartner-ships,alignwithnationalpriorities,supportlocalchampions

ReferredtoherbosstoanswerthisQ.

Source:AnnetteThum-Longersummariesofeachinterviewuponrequest124.

124CSRWebsitesoftheinterviewees’companies–justasinformation:http://www.vw.co.za/en/volkswagen-groupsouthafrica/corporate-citizenship/corporate-social-responsibility.html

Mercedes:http://www.mercedes-benzsa.co.za/sustainable-development/corporate-social-investment/Bayer:http://www.bayer.com/en/sustainabilitystrategy.aspxSiemens:http://www.siemens.co.za/sustainable-development/videos/csr-in-south-africa.htmlBMW:http://www.bmw.co.za/products/automobiles/bmw_insights/CSR/CSR_Overview.asp

Appendix 179

Appendix3 Samplequestionsforexecutives

Generaldataabouttheexecutivehasbeencollectedupfront:• Name,title,gender,ethnicity,yearsinposition• Functional/educationalbackground• Numberofdirectreportsandheadcount.

QuestionaireNo Question Com

ment

1 WhatdoyouconnectwithCorporateSocialResponsibility(CSR)whenyouheartheterm?

2 WhenwasthefirsttimeyougotincontactwithCSR?Inwhatway?

3 IfyouwouldneedtodefineCSR,whatwouldyousay?

4 HowisCSRrelevantinyourdailyprofessionallife?

5 Howdoesitinfluencethewayyourlead?WhatquestionscouldleadersaskinthedailybusinesstotakeCSRintoconsideration,e.g.function-specific?

6 Whatareleadershipcharacteristics/behaviorsthatsupportaCSRapproach?

7 WhatarewaysyouincorporateCSRintoyourdecisionmaking?

8 WouldyousayyouactasarolemodelforCSR–ifyeswhy,ifnowhy–whatcouldbehelp-fulresourcesforyoutorole-modelevenmore?

9 Onascalefrom1-10(1obeingthebest=howwelldoyoufeelsupportedfromyourCSRde-partment/responsible?/ for CSR people turn question around and ask how they feel sup-portedbytheleadersoftheorganization

10 HowdoyoubelieveCSRiscurrentlylivedandpracticedinyourorganization?

11 Whatare1or2CSRexamplesandcasesfromyourorganizationsthatyouareproudof?

12 Whatcouldyoudo/areyoudoingtopromoteCSRintheorganization?

13 WhatdoyouthinkispossiblewhenitcomestoCSRinyourorganization?Whatcouldbeanidealfuture?Whatbestpracticeswouldyouwanttoseeimplemented?

14 Whatcouldgetinthewaytorealizethisvision?

15 HowdoesBBBEEhelporhinderCSRactivities?WhatwouldyourcompanydointheCSRfieldwithoutBBBEE?HowrelevantistheGRIreportingforyou?

16 Howcouldyouovercomethesehurdles?

17 Overall, ifyouwouldhavetogiveyourselfaratingonCSRperformance–howwouldyourateyourself?(scalefrom1-10,10beingthebest)

18 IfyouwouldhavetorateyourorganizationonitsCSRperformanceoverall,howwouldyourateit?(scalefrom1-10,10beingthebest)

Appendix 180

Appendix4 ParticipantlistofseniorexecutivesforphonecallsonCSRandmotivation

No Name(randomorder)

PositionandCompany CallTime

1 OwenSmith

HeadofPurchasingMercedes-BenzSouthAfricaLtd

16.10.20151:30-2:30pm

2 ThomasKlein ManagingDirectorMercedes-BenzPassenger

CarsatSandownMotorsHolding(Pty)Ltd.

4.11.20153-4pm

3 MayurBhana(Miles)

VicePresidentGroupCorporateAffairs,Mer-cedes

Mercedes-BenzSouthAfricaLtd

29.10.201510:30-11:30am

4 RalfFranke GeneralManager

KühneundNagel

2.12.20156-7pm

5 MichaelGoth

GeneralManagerandHeadofSouthAfricaOffice

STEAGEnergyServicesGmbH

14.12.20154-5pm

6 SiggiBuschMarketHead&ClientExecSouthAfrica|Direc-tor|Europe,MiddleEast&AfricaSwissReinsuranceCompanyLtd

9.10.20158-9am

7 RolfWeber ClientRelationshipManagerMunichRe 6.11.20157:30-8:30am

8 ThysNieuwoudt

ExecutiveHeadLife&HealthAfrica|Director|Europe,MiddleEast&Africa

SwissReLifeandHealthAfricaLimited

3.11.201511:30-12:30am

Appendix 181

Appendix5 Anonymousprotocolsofseniorexecutivesfromthephonecallson

motivationandCSR

ProtocolSeniorExecutiveA:

IhmWichtig–ersprichtalsPrivatperson!NichtalsFirmenVertreter!

A:WiedefinierenSieCSR?

MG:offiziell...–wasmantut,tunmussalsFirma,umdurchsozialeProjektPunktezusammeln,uminderScorecardvornemitdabeizubleiben(manhört leichte Ironie&Süffisanz inseinerStimme...) Ich ....-Mirgeht’sumAus-undWeiterbildung,ichnehmedassehrernst.AuchwenneskeinePunktegibt.WirsuchenjungeIngenieureundstellensiebeiunsein–festalsinterns–undschickensienachDeutschland.Allevondenensindnochbeiuns–dafürbrauchenwirkeineScorecard.

A:WennSieCSRnebenderexternalenPerspektivenauchinternalsehen,wasbedeutetCSRdannfürSie?

MG:AlsodamüssenSieaufdieoffizielleWebseitegehen,aberfürmichpersönlichheißtdaserstmalDingewirichbauneSchuleundlassmichdanndavorfotografierensindtotalzumScheiternverurteilt,weilnichtnachhaltig.EsmussintegriertseinindieeigeneWertschöpfungskette,wiez.B.dasEntwickelnvonLieferan-ten,dasistsinnvolloderebenmeineThemenAus-undWeiterbildung,wasmannutzenkann,wasdieKetteamLaufenhält.EinfachGeldreinzustopfen,nee,dasbringtnicht.

A:WasglaubenSie,wasmotiviertdieFKs,dieCSRleben

MG:lachtundsagt:alsoichhabeeigentlichnochniejemandengetroffen,derCSRlebt,sondernnurjeman-denderdastut,wasnotwendigist.Ichdenk,dassbeantwortetdieFrage.

A:wasmotiviertsieselbst?

MG:HilfezurSelbsthilfegeben, jungen Ingenieurenzuhelfen,sichselbstzuentwickelnund IhrenMarkt-werterhöht.UnddasanderedasichangeleiertisteinlokalesKraftwerkinPortElisabethaufzubauen–damusssichnochzeigen,obdaserfolgreichist.AberwirwollendielokalenLeistungenhieraufbauen,hierhal-ten,wirwollenkeineFremdleistungen.DasAufzubauenmotiviertmich.

A:UndwiekönntenSieanderefürdasThemamotivieren?

MG:Dasistschwierig.Daskannichnichtwirklichsagen.IchhabmichjetzteinemKreisangeschlossenoderbineingeladenworden(ichhöreStolz),dasistsowaswieeinZusammenschlussbesorgterBürger,einCom-munity,dietreffensich2malimJahrunterdemMottoSAfürSA.Dasistnichtschick,aberdasindhochran-gigePolitikerdabei,esistfürmichdaeineEhremitzuspielen!Undwirbesprechenda,wasmantunkann,ladenauchDozentenzudemThemaausStellenbosheinetc.-dashalteichfürsinnvoll.

A:UndnochmalszurückzuIhrereigenenMotivation:wasistes,wassieamEndetreibtsichfürdasThemaeinzusetzen?

MG:FürmichisteseinstarkesSüdafrikazuschaffen,einenSAdemesgutgeht–ichkannesgarnichtrich-tigerklären.SAkönnteeinesder reichstenLänderderWelt sein. (ichhöreHoffnungaus seinerStimme).Das ganze ist fürmich auchein spannendeswirtschaftlicheundpolitisches Experiment.Außerdem treibtmicheinfachmeineNeugier,meineExperimentierfreude.

Appendix 182

A.WaswürdenSeisagen,waskönntenFirmenimallgemeinentun,umIhreFührungskräfteimBereichCSRzuunterstützen?

MG:Dashatschonsowasinstitutionalisiertes...Manchmalwürdeeseinfachhelfen,wenndieeineneinfachmachenlassen,wennmanmehrFreiraumbekämeundwenigerRegularien.ZumanderenkönntendieFir-menmehrVerständnisschaffenfürKulturundLand,undzwarnichtnureinfacheinenkleineninterkulturel-lenKurs.Auchnurjemandenschicken,derwirklichInteresseamLandhat(undnichtnuramJob!)

A:WiemotivierenSiesichselbst?

MG:MeinNaturellistso,ichbrauchedanichts.FürmichistesspannendbeidemThemainteressanteLeutekennenzulernen, interessante Diskussion und wertvolle Gespräche zu führen. Vernünftige Menschen zutreffen,aufdiemanbauenkann,dashältmichbeiLaune,dasmachtSpaß,auchdabeidervorhingenann-tenGruppemitzuspielen.

A.WiekamensiedennindieseGruppe?

MG:DurchlokaleFreunde–dashatmitVertrauenzutun.HierinSüdafrikagehtesganzbesondersumVer-trauen–esgibtdasReconciliationBarometer2015,dagehtesnichtumschwarzoderweiss,dageht’sumVertrauenaufallenEbenen.UndmirgehtesumvertrauensbildendeMaßnahmenzwischenRegierungundWirtschaft.

A.Dasistspannend–gebeInputzuCSR1.0,2.0,3.0

MG:Ja,daskannichgutnachvollziehen,nurdazumüssensiedieLeutehaben,dieebenbeidehaben,Inte-ressenanIhrerArbeitundanIhremLandoderdemLandindemSiearbeiten.

A:WiemotivierenSieselbstjungeMAfürdasThemaCSR?

MG: Ichversuchesieganzschlicht fürMentorshipszugewinnen,sodasssieetwaserleben.EsgehtauchimmerumZeitgeben.Zeit istvielwertvolleralsGeld.Geldgeben isteinfach-dabautmaneinGebäude,stelltsichvornedran,lässtsichfotographieren,kannmitdemFotoangeben,dasisteinfach.Ichverstehjaschon -Tueguteundrededarüber,aberdashatnichtsmitNachhaltigkeitzu tun.NachhaltigkeitbrauchtZeit,siemüssenmitdenLeutensprechen,immerwieder,daszeigtdannevt.Wirkung.

A:WennSiesichanihrepersönlichen„CSRHighlightserinnern,wosiestolzwaren,sichvollerEnergiege-füllthabe,waswardasfürSie?

MG:Ohdagibteseinige: Ichhattez.B.einenSporttrainer,ummichfitzuhaltenunddenhabe ichmoti-viert,dasserPhysiotherapiestudiert.Dashatmichgefreut.Oder ichhabemaleinBoxtournementfürJu-gendlicheorganisiert,umsiewegvonderStraßeindenSportzukriegen,daswarauchtoll–überhauptal-lesmitSportmachtmirhaltFreude–warfrühermalimTurnerbund–ja,essindebenauchdiekleinenDin-geunddieZeitdiemandafürgibt.

A:KennenSieeinRollenmodellfürCSRundwennwasmachendieoderder?

MG:regiertfastgenervt–vonsowashalteichnicht,dasistkeinThema,mansollsichnichtvergleichen...

A:ichformuliereesanders–habenSieguteIdeengesehen,diesieevt.inspirieren.

MG:Erlachtundsagt:NajafürmichsinddasdieMenschenfreunde,diewirklichdenMenschenernstneh-menohne,dassiegleichwasdafürbekommen.SieopfernZeitohnezufragen,wollennichtmaterielles–sowieMutterTheresa,ichhabemaleineDokumentationgesehen,diemichsehrbeeindruckthat.

A:Nocheine letzteFrage:WennSieein inspirierendesBüchleinzumThemaCSRundFührungsehenwür-den,wasmüsstedrinstehen,damitsieinteressiert?

MG:ohje–ichhassediesenultimativenGuidekram,daswürdeichsofortliegenlassen–dieseirreführendeManagement-Literatur...

Appendix 183

A:ok,wiemüssteessein,dasssieesnichtliegenlassen?Alsofürmichmüssteeskonkretsein,mitKontakt-adressen, sodass ich Leuteanrufenkannundmichmitdenendirektunterhalten. Ichwürdegerneback-groundinfoshabenauchzuderKulturundwie ichCSReinbette.EshatmitMenschenundKulturzutun,deshalbistdakeinHowtomöglich.AußerdemsolltendaBeispielhafteProjektedrinsein.Mankanndasoviel falschmachen. Ichwarmal inBangladeshunddahateinermiteinemverkrüppeltenBabygebettelt,wennichdemGeldgegebenhätte,dannwürdeichsowasnurverstärken....

A:Sonstnochetwas?

MG:Nein,dafälltmirjetztnichtsein–nachhaltigmüssendieTippsebensein–nachhaltig.

Ich danke ihm erst Mal und wir sprechen noch ein bisschen über südafrikanische wirtschaftliche The-men, .B.dassdiestaatlicheBeschäftigungzunimmtunddieprivatwirtschaftlicheab–waser für schlechthält,denninderstaatlichenarbeiteteinerund9erhaltensozusagen„socialwelfare“undarbeitennichts,dasmüsstesichallesindiePrivatwirtschaftverlagern.IchfrageihnnochnachFirmen,dieihminSüdafrikaeinfallen,diefürihnfürCSRstehenundernenntEvonicundKühneundNagel,aberweilersiekenntundeswirklichweiss–alleanderenkönnenjaerzählenundschreibenwassiewollen...

Erlädtmichnochein,beieinemBesuchinSAdasGesprächfortzusetzenundwirverabschiedenuns.

Appendix 184

ProtocolSeniorExecutiveB:

A:GebeHintergrundderStudieundVerlaufunderklärt ihmResearch-Frage.UndfrageichdannnachderDefinitionausseinerSichtvonCSR.

TK:CSRbedeutet fürmich,wieunterstütze ichLandundLeuteundbin imEinklangmitProfitabilität,mitdenlegalenGegebenheitenundunterstützedasGrosseundGanze

A:WassindIhrerAnsichtnachdieMotivevonFKsCSRimTäglichenzuleben?

TK:WeiteFrage–jenachWerten–ProfitgetriebeneMenschen,denendasganzegalist,ichhabsovieler-lebtinden2,5Jahrenindenenichhierbin–ÖleinfachablaufenzulassenmitkeinerleiSchuldgefühlen,daesjazuteuerwäre,dasanderszuentsorgen,dannauchnichtgewartetodereinenPlanhätte,aberdannzusagenbevorichnuneineMillionRandProfitinvestiere(inKlammern–dennichwerdejaanteiligbezahltandemwasicherwirtschafte),dannlassichdochlieberdasÖlindenGullilaufen...MichtreibtdersozialeTeilvonSR,ichbineinfachalsPersonjedesMaltiefbetroffen,wennicheinTownshipgeheoderwennichmitirgendeiner extrememArmut und Bildungsnotstand konfrontiert bin.Man ist sich aus Deutschland kom-mendgarnichtwirklichbewusst,wieprivilegiertmaneigentlichist.Mansagtdaszwarimmer,abersorich-tigbewusst...sowennmanimTownshipstehtunddanndieGesichtersieht,dabinicheinfachrechtemp-findlich.WirhabenhiereinenklarenCodeofConducteingeführt,einenklarenWertekodex,vielgemacht,dasswirinkeinemWeiseVerstößedulden,wirhabenauchLeuteentlassen,dashatgenausogroßeWirkungalswennmannichtstut. Insofern isteswiesieauchsagenvielleicht immereineFragedeseinzelnen. Ichmusssagen-beieinerFirmawieunsimmermehrereeinzelne–aberwennichderEinzigewäre,dereinenSinnfürRechtundOrdnunghätte,dannwärewahrscheinlichichdasProblem(lacht),nachdemMotto–einGeisterfahrer....dasmusseinemeinfachbewusstsein.BeieinerFirmamit200MAmussmaneinfachvornesehenundesleben.

A:Siesagensiesindempfindlich,empfänglich–hatsichdasgewandelt

TK:Jaklar,ichmachvielüberdieFirma–wirhabenaberauchprivataucheineFraudieunshilft,unddiehatvieleProbleme,aberwirkönnensiehaltnichtimmerschützen.

A.TunsieauchwasbeiMercedes,umdasThemanochernsterzunehmenundauchanderezumotivieren?

TK:Ichglaubeichtueschonrechtviel,mehralsmancherSüdafrikaner,derauseinerUnbetroffenheit,auseineUnbekümmertheit,fürdieesvöllignormal,dasssie3malamTagSteakessenundanderegarnichtsessen.Waswirhiermachen:großeInitiative:wirunterstützendiesmitAuto,GameResortschützen,schu-lenaufbauenetc.,neustreichen,unddagehichmit...streicheetc.IneinemunseremBetrieb–eineNachtineinemKartoonmitderStrasseschlafen–einCEOInitiative.OderMercedesBenzSüdafrikaistsehrinderSportfoundationinLaureusstarkengagiert.AberwirhabenauchvieleMitarbeitermitpersönlichenPaten-schaften,wir stellen Foodbaskets auf... Alsowir versuchen schon immerwieder klar zumachen, es gehtnichtallensogut.AberesgibtebennichtbeiallenBetroffenheit.ManchmalwennesfreiesEssengibt,dannnehmendiesich5malundstopfensichdieTaschenmitSoftdrinksvoll.

A:SpiritofGivingistgroßinSA–daliegtSAweitvorneaufPlatz2,wasmichnochmehrinteressiert,istdasinterneCSR(CSR1.0,2.0,3.0Input)SinddieLeuteauchmotiviertüberinterneszureden.

TK:Dawürde ichsagenstrukturiertKonversationengelingtunsevt.einmal imJahr,wasdeutlichgrößereSeiteeinnimmt,sinddieTransformationThemen,d.h.mehrSchwarzeinUnternehmertumhaben.AberdahabenwirjaauchdenDrucküberBBBEE.JemandenderursprünglichdisadvantagedwarChancezugeben,d.h.wieschaffenwirkleineUnternehmer?Dasheißt,wirschauen,wirfinanzierenEuchindenersten2Jah-renundihrholtunsdannunsereReifenab.Unddastreibenwirschon,dassliegtauchanunseremCEO.ER

Appendix 185

warauchderersteCEOschonimmerstarkgetriebenhat,derdasThemadurchunddurchatmet,demLandsehrverbunden–obwohlerWeiserist-undwilleinenBeitragleisten.

A:Danochmalseinhacken,wasglaubenSie,wasIhrenCEOmotiviertoderauchanderediesoagieren?

TK:Ichglaube,dassdieseintiefchristlicher,gläubigerAnsatzist,trotzseinesfortgeschrittenenAlters

A:undwelcheMotivekönnteesnochgeben?

TK:gutesBeispielsein,dannauchgeschäftlicheMotive,welcheRatingwirhaben–dennwirhabendannei-nenanderenZugang

A.undfürsieselbstnochmals?

TK,Achich,keineAhnung,abervielleichtbin ichdazuweichherzig,wennichdannsehewiedieVerträgesindfüreinenLehrlingaussehen...450EuroimMomentbrutto,dasistAusbeutung.Ichmusssagenwirge-fälltandemThemaTransformationauchdieProvokation. IchversuchedannauchSchwarzeeinzustellen.WirhabenjaauchjedesJahreineMitarbeiterbefragungunddakommtoftraus,dassichdieThemensehrernstnehmen–unddieFragewirdgestellt,warumnimmteinThomasdasernsteralsExpatalseinLoka-ler...Dasliegtaberauchdaran,dasswirnichtdieseKategorienhabeninD.FürdiejungenSüdafrikanerwirddasneusein.Aberichhabjanixzuverlieren,ichkannhierVeränderungvorantreiben,waseinlokalerevt.nichtkann.MeineSekretärinhatauchoftAngst,wennichgehe,weildannvielleichtjemandsagt,sojetztsetzenwirDichmalwiederdahinwoDuhingehörst...dassindÄngstediedasind.

A:KurzerThemawechsel–ichplaneeine„leichtfüßigesBuch“dassManagerunterstütztbeimThemaCSR.WennsiesoeinBüchleinaufgreifenwürden,wassolltedrinstehen?

TK:Mansollteaufpassen,dassesnichtsoeinenWohltätigkeitstouchbekommt,esgehtumVerantwortungwahrzunehmen,indemmanseineErfolgeaufehrlichemWegegeneriert.Beispiel,wennmanvonderPoli-zeigecatchtwirdhatmandieMöglichkeitmitdemaufsRevierzusagen,dassdereinemdasTicketausstel-lenkann,daskostetsiedannaber4hodersiegebenihmhalt100Euro....–eineGeschichte:FrauDennhardwardavonCompliance(A:istjajetztzuVWgewechselt).Gutalssiedawar–kleinesSpiel....(KartenunterdemStuhlgrün,gelb,blau–BeispielHochzeit(folgeRegularien=grün;ichfindeeinenWeg-gelbundesistmirzuschwerdarübernachzudenken=blau),welcheKartegebeichab.–undesgabeinzigegrüne,sondernnurgelbe)

A.WastunSieimAlltagsgeschäftumdasThemamehrindenVordergrundzustellen

TL:JAimPuls=eineZeitung,genauwir immonatlichenNewsletterunddannhabenwireinenwöchentli-chenNewslettermitWerten.DannmachenwirIntegrityDialog,einzweitägigesTraining.Hilftnichtimmer-geradeheutemorgenmussteichzweiLeuteentlassen,Lehrlinge,dieÖlausderWerkstattmitgenommenhatundwirhabenBoni,diewiraufgrundvonVerhaltenauszahlenbzw.nichtauszahlen,unddahabe ichauchgeradewiedereinen,demichesdiesesJahrnichtauszahlenwerde.Undwaswirauchmachen–mussichzumeinerSchandegesehen-wirkommunizierenauchschlechteBeispiele–mitNamenusw.

A:Nochmalszurück,wennSiesichüberdenTagbeobachten,zuwieviel%spieltdasThemaüberhaupteineRolle?SoganzimechtenTagesgeschäft.

TK: ImechtenTagesgeschäft - was ja sehrVertriebsgetrieben ist, sicherüberlege ichnichtbei allenEnt-scheidungen,wiedaszuCSRpassenkönnte,aberichhabeesschonimHinterkopfunsereRegularien.Klei-nesBeispiel:EineDame,die fürdasTrainingverantwortlich istkamzumirundhatgesagt,siewolle jetztdenAnbieterwechseln–bzw.hattediesfastschon.DannhabeichSeigefragt,undwiepasstdasindieRe-gularienunseresEinkaufs(denneswareinrechtgroßerVertrag–habtIhreineAusschreibunggemachto-dermachstDu,weilichdastollfinde–undjetztsagtderKleinichmussjetztRegularienbeachten,vonda-herspieltesschoneineRolle.AllerdingslaufeichnichtjedenTagisnBüro.

A.UndwiemachensiemotivierendeCSRAktivitätenfürjungenManager?

Appendix 186

TK.BeiunsmachtesCorporateAffairs.Aberwiemanchmalfrageichmichauch,waskannichtun,ichhabehiereinige jungeControllingLeutesitzenundplötzlichmerke ich,diekönnenz.B.keinenegativenZahlenaddieren,DasfindestDuzweimallustigunddanntutesDirwirklichleidundDufragst,waskannichtun,dassderdaslernt!Wirsehendasintuitiv–dienicht.DassiedannschlechteKritikbekommen,versteheich.Aberda istkaumeiner,dermaldenkt,wiekannichdemhelfen,oftseheicheher–auchbeidenweisenSüdafrikaner, jederSchwarze,der„doof“ ist,hilftmitmeinenArbeitsplatzzusichern...das ist immernocheinThema

A:EineFragezuStolzbzgl.CSR-wasistIhnengutgelungen.

TK:Ichgeniesseschon,dassmeineschwarzeSekretärinmittlerweilebesseristalsIhreweisenKolleginnen,ich geniesse das schon jemandenwachsen zu sehen, ich fühle, dass ich da einen kleinen Beitrag leistenkann.Ichbinauchstolz,dassbeiderMitarbeiterbefragunggesagt,wird,dassdereinzige,derdurchdieHal-lenläuftundalleHändeschüttelt,derDirektor(alsoer)ist.DasfindeichinteressantunddaführeichauchGesprächemitmeinenMitarbeitern, ich fragedann,dasmussEuchdochbetroffenmachen,dassdiedasnichtüberEuchsagen–aberdannschauensieeinennur relativ leeranundsagen,abermeineLeistungstimmtdoch...

A:HättenSieevt.andereThemenhochgebracht,wennichstattCSRdasThemaSustainabilitygenutzthätte.

TK:Ichglaube,wirhätteneineähnlicheFlugkurvegenommen.UnserGesprächführtmirgeradeinsgesamtvorAugenwieunterschiedlichgrossdasGanzedurchdenLänderunterschiedist.UndSüdafrika istgeradeechtaufeinemschlechtenKurs–wiegehtesdennweiter,e.g.Telekomhat3000LeuteentlassenwegenBBEE,nundannhabenSienach3Monatenallewiederangerufen,weilsiekeineSchwarzengefundenha-ben,damussmandochnurdenKopfschütteln,dasüberlegtmansichdochvorher.WirsehenjetztgeradeinunseremWerkinLondon–waspassiertmitunsereNachfolgeC-Klasse.DafindenspannendeVerhand-lungen stattmit der Regierung.Wird es n Zukunft Zollvorteile geben, sind die Investitionen sicher, oderwerdenwirwieinSimbabweenteignet?UndwennwirdiegrossensüdafrikanischenIndustriellenhören,dieauchgeradesehrkritischsindbzgl.IhreseigenenLandes,dannmussmanfragen,wiedasallesweitergehtunddasWortsustainabilitybekommtdannwirklichnochmalseineganzandereBedeutung/Wichtigkeit.

A.ZweiFragenhätteichnoch:Stichwort:InspiringCSRbooklet:DazunochIdeen?

TK:Manmüssteherausarbeiten,wasesfürCSR-Armegibtes–z.B.ihrCSR1.0,2.0etc.–darumdenkenwirnichtnach-auchpraktischeAnwendungsbeispiele,einpaarermunterndeBeispiele,womankleinangefan-genhat,aberwowasdrausgewordenist.

A:Gibtesnochwas,wasunserGesprächevt.getriggert/veränderthatbeiIhnen?

TK:daskannichIhnenmorgenbeantworten–ichschreibIhnendanneineEmail,aberunserGesprächführtmirnochmalsvorAugen,dassichdasThemanochaktivertreibenkönnte,auchwennichmireinbilde,dassichdaseigentlichschongutmache,aberwahrscheinlichmehrmachenkönnte.AlsowürdenSiemichjetztnachunseremTelefonatfragen–stecheichjetztalsleuchteCSRFackelheraus,würdeichsage,dieglimmtvielleicht...wirlachen.

A.DarfichIhnenevt.denAnhangmalrüberschickenfüreinFeedback?DürfteichIhnendasschicken?

TK:Dasdürfensiegerne!BitteeinfachschickenundgebenSiemireinpaarTagezumReflektieren.

A:SupervielenDank,dasmachichundjetzteinengutenTagnoch!

TK:DankeauchfürsGespräch!

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ProtocolSeniorExecutiveC:

Igivehimabitofbackgroundaboutmyself,myresearchpurposeandapproachandmakealsoconnectiontohisCV,e.g.Freightliner....etc.

A:WhatdoesCSRmean toyoupersonally– I amcurious toknowyourpersonalopinion,not somuchacompany’sopinion.

M:Myviewis:CSRistheartofgiving.Itiswhatsortofpositionandstrengthanorganizationhasthatcaneffectpositivechangeinsomebodies’else’slife.It isanorganizationwithalotofexpertise, it isanactivememberofsocietythathastheresponsibilitytoactandchangeincommunities.Asaluxurycarbranditisevenmoreresponsibilityonus.Wehavesuchavastgapbetweentherichandthepoor.Weneedtomakesurethatthatgapbecomessmaller,evenforourownsustainability.Thisisnotaselfishview.IdonotwanttosellmorecarsbecauseofmyCSRstrategy.Iwanttocreateanopportunityforsomeone’sdreams.Thismaysoundfluffy.Wehavesomanykidswithdreamsbutwithoutguidance,means,motivationtolivetheirdreams–notonlyinSouthAfrica,buttheworld.

A:Doyouhavechildrenyourself?

M:Yes,IdoIhaveafiveyearoldandaninemonthsold.

A:Theykeepyoubusy.

M:yes,andreal.whenyouinteractwithchildrenandtheirimagination,wecanseedreamsandopportuni-tiesandwelosethataswebecomeolder,becausesocietymoldsourdreamsmoreandmoreandwemorethingsimpossibletoattain.Thelimitationweputonourselvesareextreme.Andthisistheproblem.Itisnotsomuchaboutgivingmoney. It isaboutreallyunderstandingthesocial fabricofthatcommunity.Under-standingwherethesekidscomefrom,whatdoestheirfamilysituationlookslike,whatdoestheschoolsitlooklike,isthererunningwater….Andthenhowbesttocontributetothatenvironment.

A:Theresearchsaysthatthereis:CSR1.0(Investingintoschools-)CSR2.0whichincludes1.0(companylookstointernalvalueschain)–andthenthereisCSR3.0whichseescompanyandleadersastheco-creatorwithgovernmentalbodiesetc.DoesCSRdoMercedesatwhatlevel?

M:IwouldliketothinkweareatMercedesat2.0.Iwouldsaywedidthatinthelast5yearsmore,morein-tenselywithmorefocus.Theaspirationaltargetisforustogettolevel3.Thefundamentalproblemiswearebyourveryexistence–asalesorg!Inanyorganizationwefocusfirstonbreadandbutter–gettoahighperformancedomorewithless.Onceyougettoacomfortablepositionthenyoucanthinkbigger.Wearefortunatelyinacountrywhichisblessedwithgreatdiversity,beauty,acountrywithlonghistoryandahis-toryofmaking the impossiblepossible.AndyoucantakeMadibaasanexampleof that.Nowhere in theworldatransitionlikethathashappenedwithoutviolence.SoweSouthAfricanhavethatwithinus(makingtheimpossiblepossible)andweareproudofit.Togettostagethreewehavetothinkhowdowebecome–fromasalesorg–toa“family”- initiate leaderstobecomeactivecommunitymembers.Thisweneedtohaveinourstrategy.Thatisdifficult,becauseyourtargetdonotdecrease,justbecauseyouareinaruralareadealingwithamajorinatown.Weareverymuchintheexploratoryphaseinphase2.

A:WhatwouldyousayarethepersonalmotivesofleaderstoliveCSR?

M:Yougettwotypesofleadersinmyregards.Onewhoisbornandraisedinthiscountryandhasenoughexperience, awareness andembraces the social challenges. That leader should focusonupliftingpeople,thatpersonunderstands that ispartofmy life. Iamnotgoinganywhere.An individual thathas fallen inlovewiththepeopleandthecountry.Theotherleaderisonlyhereforashortperiodoftimeandisdriven

Appendix 188

bysales.Theonemoreempathyandtheotheroneless.Notwrongandaright.Twomindsetsontwodif-ferentobjectives.

A.Ihearyousay:Livinginthecountryandbeinganexpatmakesadifference–andfallinginlovewiththecountryandsocietymakesthedifference.

M:yes it isabout loveandappreciation,most likelytheonesbornherehavethismore,there isahigheridentificationwiththecountry.

A:Whataretheshouldbemotivesofleaders?

M:Alonger-termvisionregardlessofwhoyouare,ofwhoarereportingtoetc.youhavealsoaresponsibil-itytodeveloppeoplelongterm.ItmaysoundlikeIamspeakingfromafairytailbook….(Soundsapologetic)

A:thisisrare–keeponspeakingfromafairytailbook–welaugh…

M:Ihavehadaleader–anexpat–buthefellinlovewiththecountryanddidgreatthings–andthenyouhavethosepeoplewhojustareheretomakemoney.AsaleaderregardlessIthinkyouhavethestrategicresponsibilitytoalsodevelopcommunities–becausewearepartofit–andwehavebeenhereforlong–wearecelebratingour60tiesyear.Sowhatarewedoingforthepeople-Howdoweengagegovernmentetc.,thisiswhatwedointheplant..wehaveleadersreally,reallyconnectedtothepeople,theunionsitispartoftheirresponsibilitytotalktopeopletocreateaconstructivedialogue.

A:Mr.SchremppandMr.Koepke–eventhoughtwoGermansinSA-seemedtobetwoofthosepeoplere-allyinterestedinthecountry.

M:yes,Mr.Schremppwasinspirationandmotivationtome.Sowheredoesitcomefrom?(hesoundsex-citedandthinking…)Itdoesnothavetodowithwhereyoucomefrombuthowyouarebroughtup,yourfamilysocialization.Itmakesusembracecertainthingsandembracecertainthingsmorethanotherthingsandmakesyouactdifferently.Mybest-casescenarioistohaveleaderswhohaveabiggerpictureinmind,whoaremoresustainable.Iwantpeoplestandinginfrontofajournalistnotsayingonlybutmeaningit–weareanactivememberofthecommunity(notonlyasalesorganization),becauseofourinvestmentwecreatejobs,weupskill,theseareallfacts.

A:Ifyoutakeyourself,whatcouldthecompanydotoevenmotivateyoumoreforthistopic

A:Itstartsoffbytakingthistopicandputtingitontopoftheagendaandthatjustmeansitisinfocus.Andthat IcreateaconnectionbetweenwhoIamandwhatthereality is. Iamsitting inagreatoffice,withagreat viewof thedam,birds chirpingandeverything. I drive fromworkwithmy fancy car andmy fancyhome,ontheweekendIgotothemallwithmyfamilyandweconnectwepeoplealike.SowheredoIexpe-riencereality.SothisiswhywehaveEVP=excutiveVoluntaryprograms,itgiveemployeestheopportunitytoexperiencethereality.Asleaderswehavetotakeresponsibility.InthelastyearwehavegiveneachEx-commemberaresponsibilityforaprogram.Sotheycandrivetheawareness, importanceetc,sothatweareanactivecontributingmemberofsociety.

A:Again foryoupersonally, ifyourememberamomentthatyouwereproudof inconnectionwithCSR?(Emotionally,physically)

MG:ya,sure:Itdidnothappeninthelastyearbut2yearsago.Itwasapersonalconnectiontooneofthekids.Alittleboy8yearswholosthis6yearoldsister(noDad,mumnotdoingsowell).Wehadaroutinevisit,wherewewouldclap,takephotos,andweconnectedwell.Andwithintwomonths–Ididnotfeellikeleavingthisproject–Isawthemagichowthiskidwastransforming,hestartedexcellingatschooletc.hestartedcallingmedad–Ibecamefrightened,becauseIdidnotknowwhattodowiththeresponsibility.HEjustneededtohavesomeonelookingupto.Itookanothermonthtoslowlyletgo–withtheteachersin-volved.Heisjustsuchafantasticperson–Iseehimnoweverytwomonth–itisareallypersonalexperi-ence.ThisexperienceshowedmehowpowerfulIam-andyoutakeitforgranted–butI learnedformychildrenandhowtheylookforinspirationaswell.HowpowerfulIaminahumbleway–givingtime

Appendix 189

A:yesInoticeyoubeingmoved–itisnotonlypowerbypositionbutbecauseofyouareasapersonandhowyouconnectwithothers.

MG:ok–..(heseemedalmostembarrassedtohavebecomesoemotional….)

A:Howdoyouinspireothersinyourorganizationinyourteam?

MG:look,wetrytoconnectCSRtoabroadertopic,suchasNationbuildingandoneofoursponsorships-wasSouthAfricaniconcelebration.WetrytomakethemunderstandwhatCSRplaysapartinNationbuild-ing.Soweget theprojecthereorgetExecutives there–and thereare inspired throughconnections.Beconnectedemotionallyandwemakethemunderstandthesocialpictureaswell,e.g.AIDSrates,abortion,povertyrate(comparedtoothercountries).IttakesyoufromanignorantpositiontoaninformedpositionandifIaminformedandIunderstandclearly,thenIhavethepowerofchoicetoact.OtherwiseIcaninter-view10people-andIamasking:doyouliketogivebacktocommunityandtheysay,yes…sowhatisstop-pingyou–theywillsay,Idonotknowwheretostart–yetitisallaroundyou.

A:Haveyoubeenconnectedtoanethicaldilemma?(gavehimanexample)

MG:No,not intherelationtoCSR,buteveryoneinbusinesshastomaketoughdecision,butwedotakeprideinourvalues–yetIcan’treallytellyou,Annette…

(Ifeltheisavoidingabit)

A:Duetoyourconvictionand/orpositionthatyoucarry,youdoactasarolemodelalready,youshowoth-ersthatCSRispartofthecompany.Whatdoyouspecificallydoinyourdailyleadershippractice?

MG:WhatIdoconsciouslyandwithgreatintentandIdoitconsistently,Ialwaystryandbeinspirational.Takemyfearsandputitintosomethingpositive.Alwaysstartthemeetingwithsomethingmotivational,getpeopleoutof victimmode intoamodeofbeing in control.Andalways compare yourself tootherswhohaveless.AtaveryageIrealizedmybiggestfearwhichisabandonment,right.AndIamunworthyandeve-rytimeIgetabigtakeIthinkIcan’thandle,Igetthefeelingthatpeoplewillabandonme.Thiscancrippleyoufor life–andataveryyoungageIdealtwiththatandwentthroughit.There isalwaysthismessagethatyouarenotgoodenoughbutyouneedtolearntoaskforhelpandyouwillsurprisedhowmanypeoplewillwanttohelpyou–butdoitintherightspirit.Youhavetodoitwithconvictionandyouhavetobangontheirdoorsayingyouwillhelpme.Thesearesimplemessage,principlesthatIliveby.Yougetintoop-portunities,yougetoverhurdles,youconfrontyourfears,youaretakingactionwhenthe“youareunwor-thycomein”….

A:twomorequestionsIwouldhave–mybookletquestion–CSRguidebookforleaders–topickitupwhatwouldyouliketogetfromit?

MG…mmmhhhIamthinking.IthinktgetaholisticoverviewofwhatarethechallengesbecauseIdothinkwehavesimilarchallenges,behaviortraits,somanyleaders.Theonlywayforthisbooktogetmyattentionistoidentifywithit.Abalanceofwhatthereality,ifithasinspirationalstoriesofpeoplewhoaremakingabigdifferenceandyoucanseetheireffect–thatwould inspiremetodosimilar.Not leaderonthesilverplatter,notaguywhowenttoprivateschoolandmadeachange.Iaminterestedwhohadadifficultpathbutnowmadeandgiveback.

A:Yesoftenitisalsoa“howto”,e.g.givepracticaltips

MG:Yessureandutilizingthevaluechain…

A.Saymore

MG:weutilizeourvaluechaintoteachtruckdriverstovaluetheirhealth.ThereisahighHIVrate–

A:IrememberinEastLondon–toputasidemoneyforHIW.

Appendix 190

MG:Sowehavegotclinicsat thehighwayandtheygetcounseling, thenursescanbreakthestigma.Forthemitisnoteasytodiscloseandmakethemselvesvulnerable.Wetookthiswellnessaspectandputitintoourvaluechain,meaningwhenwetraintruckdrivers–drivertraining(whichispartofourvaluechain).Youhavetobeaskilleddriver.Wegotdrivertrainingprogramandawellnessprogram.SowewenttoourcustomersandofferedthataspartofourservicesandtheysaywowhowgreatMercedesisalsointerestedinourdrivers–sothisishow

A:Thisisanexamplefor2.0CSR.

MG.Ithinkthemagichappenswhenyouknowattheirdoortogether.

A.Whatwouldyousaytriggeredthisconversation?

MG:Areallyinterestingconversation–goodquestions-Iaminspiredtalkingaboutit.

A:SureIwillkeepthisanonymously–andyetchangeoftenhappensthroughthatconnectednessanditisinterestedthatoftenwedonotnameitsoopenly.

MG:ya,ok–thankyou.

A:whenitisdone,Iamgoingtosenditover.CouldIsendyouaroughdraftupfrontjusttogetyourfirstopinion?

MG:Yessure…

A:Thanksandhavealovelyweekend.

MG:Thankyouandallthebest–particularforthelastweeks.

A:Yes,youwillhearmesinghallelujahwhenIamdone…

MG:laughsandsharesfinalgoodbye.

Appendix 191

ProtocolSeniorExecutiveD:

Kurze Einleitung zumeiner Erfahrung bei Daimler,meinemWerdegang und seine Situation: Er ist LeiterPurchasing,42Jahrealt,2Kinder,seit2007beixyinEastLondon.Erhat38MitarbeiterundistSchwarzafri-kaner.

A:HowdoyoudefineCSR,whatdoesitmeantoyou?

O: Ithastodowithenvironment,peopleand lawobedience. Itmeanstonotendangertheenvironment,howweengagewithpeople,thatwedoitwithrespectandthatweacceptthelaws.

A:DoyouseeadifferencebetweeninternalandExternalCSRorboth?

O:Tomeitisboth,itgoesinternalwehaveastrongerinfluencethatexternallybutitcannotbeaneitheror.

A.WhatdoyouthinkmotivatesandinspiresleadertoliveCSRinSouthAfricaintheirleadershippractice?

O:FirstofallIwoulddivide:ifwehaveachangetohelptobeacustodian;Andthenitisseeingit,experi-encingitandthenengagingwiththepeople.Youknowourpeoplewhocometoworkonproductstheywillneverbeabletoafford,theysometimedonotevenknowwhatpartisforwhat,butifweengagewiththemif we try to understand themwe canmake the right decision. If you talk to them and start wanting tochangesomething.Andifyoudothatisalsobeneficialforthecompanyinthelong-term,thisisalsoamoti-vation.

A.Sohowisitforyoubeingtheheadofpurchasingandhavingtocutcostbeingresponsibleatthesametime?

O:Soallowmetoelaborateonthat:WehaveanewCEOsincethebeginningoftheyear.IoftensatdownwithhimandwetalkedaboutBBBEEandwhyandhowasacompanyweshouldengageinitornot.Soifweparticipate, ifwearebringingpeoplebackintothemarketthatisalsohelpfulforusasabusiness.Other-wiseitisaregressivepolicy.Ifweareparticipatinginthefacilitationofbringingpeopleintothemarketofhavingthemtaketheirshare,thatissupportiveandhelpfulforeveryone.SonowhealsosupportsBBBEE.And letmegiveyouaspecificexample. Ifwehaveanunderdevelopedsupplier, if they,e.g.donothaveprofessionalaccountingtoolsthatalsomakesitharderforustoworkwiththem.Ifwemanagethemtogetbetterthatwillhelpustogetbetteranditwillreducetheriskaswell.

Youknowthestartingpointistrust.WhenourCFOcame,ittookawhile,nowwehaveatrustingrelation-ship.Surewehavetothinkabouteconomicreasons,aboutthehardeconomicfactorsbutthereisalsooth-erthinks.Intheenditdependsonyourownvaluesystem.Ifyoudonotbelieveyoucanmakeadifferencewhowill.Respectissoimportant.ItdoesnotmatterifheistheCEO,orthecleaner.IfIamatthemen’sbathroomattheairport,Isooftennoticehowthecleanergetdisregarded,buttheyarepeoplelikeme,wehavetorespecteveryone.AndIalsothinkCSRdoesnotendwhenyougetoffatworkbutitiswhereveryougo.

A:WhatdoyouthinkmotivatesyourselfforCSR?

O:Youknow,itismyvaluesystem,itisaboutgivingback,itishowIlivemylife,howIbuildit,howIde-cide.Myvaluesareasoundfoundation.Idisciplinemyselfquitestrongly.Attheweekend,forexample,wearealltemptedtodrinkalcohol,Ialwaystellmyselfoneortwoisenough,alsowithfood.Itishowween-gagewithothers,ifwethinkgoodthoughts,ifweleadhelpfulprocesses.YouknowIhardlyeverraisemyvoice,90percentoftime(helaughs)Icanstaycalm.Andyouknowitisalsoabouthardwork,itistotryto

Appendix 192

gettobestofyourability,evenifIdothedishes.Ialwaystrytogivemybestandtobeinthepresent.Youknowifyouareinareflectingmanneratsomeinnerpeace,yourdecisionsareusuallysounder.

A:HowwouldyoumotivateyoungmanagerregardingCSR?

O:Ihavealotofyourpeopleinmygroupwhoareataround30.Itrytocontextualizethingsandgivethemabroaderpicture.Ioftenfindyoungermanagersaremorecaughtupinthestressandhectic,createtheirownpanic,butoftentheydonotthinkabouttheimpacttheyhavewiththeiractionItelltonotcreatetheirownpanic,Iaskthemfromwhatotheranglestheircanlook,whatmultipleeffectstheiractionsmaycauseandthatisnotonlyaboutthelaw.

A: thank you, I have been thinking about creating CSRmaterial, an inspirational booklet, formanagers.Whatwouldneedtobeinthereinyourpointofview,sothatyouwouldliketoreadit?

O:Differentcountryrequirements,andCSRisoftenseenascharity,butyouneedtoshowthebiggercon-text.IthinkIwouldliketofindthecompany,countryanddevelopmentaspectinthere.

(thenhegivestheexampleoftheRomanEmpirewherepeoplewhereexcludedandhadtoliveoutsidetheempire.But thendiseases started spreading,peoplegot illbecauseof thebad living conditionsand theyspread into theempire.So thatmeans if youstart toexcludepeopleandnot integrate them, that isnothelpfultobuildanpeacefulandhealthysociety.Suretherewillalwaysbedifferentlevelsofconsumption.Noteverybodycanconsumethesameway,wewillalwayshavelevelsofe.g.CEO,ITmanagerandaplumb-er.Thatisnormal.AndwehereinSouthAfricawedohaveaproblemwithadvertisement.Ittellsusthatwecanonlybehappyifwesitinaboardroom.Successmeanssittinginaboardroom,butyoucanalsobehap-pyandsuccessfulasaplumber.

A:WhendoyoufeelenergizedaboutCSRactivities?Doyourememberwhenthiswasthelasttime?

O: Iambusywitha lotofprojects.Somearealso including importantBBBEEdecision,e.g.howmuch in-comewegivetopeople.Ilikethatresponsibilityanditissometimesfrustratingtoo.Peopleoftenaresodif-ferent.The rulingANCpartyhasbeenputtingpeople in to jobs that theyaresimplynotyetcapable for.Howdoyousolvethis?HereistheBBBEEtheoryputintopracticeanditdoesnotreallywork.

Youknowhardworkisneeded!AndinSouthAfricawehaveamajormisunderstanding.OftentheSouthAf-ricanpeoplethinkthingsgethandedtothem.YouknowwhenIwasinGermanyfor6months,inStuttgartatKinobauer,Isawwhathardworkis,Ialsosawhowpeoplearelookingforinnovation,proactively,theyarenotwaiting. I remember I readanarticleaboutayoungcouplewhohadcreateda formula foraby-productofwheat. Theyareproducingbio cardboardwith it; it isbio-packaging they cameupwith. It ishugelysuccessful,itisagreatsustainableproduct.Thewasteisused.Thewasteofwheat,isn’tthatgreat.

O/A:OasksmeabouttheopenstructureoftheinterviewandIexplaintohimandthisisnotabouttestingahypothesisorframingaproblemstatementthatshouldgetsolved,butisaboutlettingthemesemergefrominterviewsandtheirconsolidationmaybringsideasfor„solution“ornextsteps.

A:Ionlyhaveafewmorequestions:Iamcurioustolearnfromyouhowyoumotivateyourteammember?

O:Oh,itisneveraboutpreachingIavoidthat.InmymanagementmeetingsIshareexamplesofCSR,Icre-ateanunderstandingaboutthevalueofit,Icontextualizeittotheirenvironmentandsituation.ThatishowIdoit.

A:Andhowwouldyousaydoesthecompanymotivateyou?

O: Forme it is great to see thatwithCSRprojectsmoney isnever the issue.Currentlywearedeliveringbooksintoruralareas.ThisisupliftingandIhappytogivemycompanycartotheteamfordelivery.

Appendix 193

WeclosetheinterviewandIamaskinghimabouttheimpacttheVWscandalhasinSA.Hesayseveryoneisveryshockedandthenindeeditisfrustrating.HealsoshareswithmethatDavePowels,theformerCEOhasmovedontoBrazil.HethenfinallyalsoofferstometohaveachatwiththeDirectorofCorporateAffairs.

Appendix 194

ProtocolSeniorExecutiveE:

Note:Thisisoursecondconversation.

A: Es gibtnurnocheinpaarwenigeFragen,dieaufMotivationundMotiveabzielen.6-7 Fragen.GroßesThema:WasmotiviertFKsCSRinIhrenFührungsalltagumzusetzen?

RWasistCSRnochmals?

A:Ok,dannfragichDichnochmalseheranstatteszudefinieren:wasverknüpfstDudamit?

R:HathieresneandereBedeutung–wegendesSchwarz/Weiß-Problems.NeueEntwicklungen–neueVer-schärfungenBBBEE.EinzigeKatastrophe,alsFirmafallenwirausdenKategorienraus.VonderMotivationschlecht füruns als Firma.Aberes geht einfachnurumsGeld, unddu siehst keineVerbesserung fürdiebreiteMehrheit,keineMehrwertschaffung,keinebesserereAusbildung,mehrArbeitsplätzefürmehrMen-schenauchfürHochqualifizierteunddasfindetgenaueigentlichnichtstatt.KritikanderPolitik.

CSRheißtfürdieMR,etwasfürdasLandzutun.WirhabenfrühSchwarzeeingestellt,wirhabenfrühallesinternumgestellt,umRassendiskriminierungnichtzuleben,z.B.gemeinsameWaschräume.Wirverstehenunsauch–sieheSlogan–esgehtnichtnurdarumProfitzumachen,sonderndasswirhelfen,dasLandwei-terzuentwickeln.EsgehtüberunserenScopehinausZurgesundenEntwicklungvonSAundauchRestofAf-rika,dasistunsereAgenda2025undzwarinunsereminhaltlichenVersicherungs-Bereich.

A:WasglaubstDu,wasdie FKs,DeineKollegenpersönlichmotiviert sichpersönlich fürCSReinzusetzen.(BBBEEistjanureinArm)WassindDeineErfahrungen?

R:DasdarfstDueigentlichnichtaufzeichnen,aberganzehrlich,dashängtderzeitvollgeradevonderHaut-farbe ab, ganz brutal. Und die Weißen haben derzeit gerade überhaupt keine Motivation, sondern dasschlägtgeradeum,weileseinfachnichterreichtist,nochmehrnachvollziehbar.DasistallesnichtmehraufeinerBasis,dieSinnmacht.WirmüssenjetzteinfachSchwarzeeinstellen,auchwenndiekeineQualihaben.FrüherkonntemanwennmanspezielleSkillsbraucht,auchWeisseeinstellen.Undvielleichtwürdedabe-schissen, vieleVersuchees zuumgehen. AberalsWeisser, als Firmahabe ich keineWahlmehr.VoreinpaarMonaten,vor8Wochen.UnserePolitik ist,weiterhinSchwarze in leitendenFunktionenreinzukrie-gen.UndwirhabenauchalsCEOeinenSchwarzen.WiegesagtdieMotivationfürdieFKshängtdavonab,wieweitDuabhängigbistvonderRegierung.NochhabenwirkeineAbhängigkeitundversucheninderSka-lazubleibenundwerdenesebenerkaufen.KlassischesBeispielistdieOsterveranstaltung.LetztesJahrha-benwiresdirektbeiWoolworthgekauft.AberdiesesJahrmusstenwireinenBBEEEProvidereinsetzenundhaben15%mehrbezahlt.UndderhatsichjetztdasSäcklvollgeschlagen,aberechterMehrwertwurdekei-negeschaffen.

Deswegen-dieMotivationhängtvomTopManagementab.Ichwärenurmotiviert,wennesinmeinenZie-lensteht–alsodasdieStellenmitSchwarzenbesetztwerdenmüssen.MomentanhabenwirumgekehrtenRassismus,inwirklichgerechterWelt,solltedieHautfarbekeineRollespielen,sondernnurdieQualifikati-on.

A:Gut,SAhatmitBBBEEeineSondersituation.StellDireinfachmaldasCSRaußerhalbvonSAauf,wasSinddieMotivefürFKssozial,ökologischaktiv,internevaluechainsoptimieren.

R:Wasichgesehenhabe–PositiveReputationistfürUnternehmen,einfachnureinUnternehmen,dieLän-deraussaugen.UnternehmenmüssensozialenFriedenundstützen.DafürmüssenauchUStrukturenschaf-fen.

Appendix 195

A:MichinteressiertnochstärkerdiepersönlicheMotivationistfürCSR,d.h.wasmotiviertdeneinzelnen.WasbeobachtestDu,wennDuaufdiePersonguckst.

R:Ja,aberdannkommtesaufdieindividuelleLebenssituationanundduweißtja,wiewirhergekommensind.ZumBeispielbeiunsmitunserenAnna–diemüssteschonlangenichtmehrkommen,aberok,wirlas-sendas laufen.DusiehstdasElend indemLandundausDankbarkeit,dassDuselbsteinbesseresLebenführst,musstduetwaseinfachmachen.Das istunserepersönlicheEinstellung,dasgiltfürdieExpats.DieSüdafrikanersindandersaufgestellt.KlarhabendiedieKonflikteausderVergangenheit.Diegebenschonauch ihreMünzenanArmeundauchvieleSAsind invieleProjekt involviert.Eigentlich istesunglaublich,wasderSAprivateSektorbeiträgt,umdasLandzustützenundduhastesständigvorAugen,dasElend.FürmichisteseinesderunangenehmstenGeschichten,wenndieLeuteandenAmpelnstehenundichweiss,derhatkeineChance,derstehtin10Jahrennoch,in15,dannkriegterneLungenentzündungunddannistertot.Washabendiealles fürnePerspektive?MüllgeschwadertrennenerstmaldieMülltonnenfürsichundverkaufenesfüreinpaarPennies.Wennichdassehe,auchnurfüreineSekunde,dasisteinewahnsin-nigeFrustration,warummachtdasLand,dieRegierungdanichts?DumusstMenscheneineChancegeben.NurdasResultatsehenwir ja,wassichdafürEuropaundDeutschlanddatunwird.Wirwerdenüberrolltwerden.

A:DasisteineberechtigteSorge.

R:Ja,undmitwelcherBerechtigungwillDuMenschenbefehlen.z.B.die,dieinAfghanistan,sollendiege-zwungenwerden,aufIhremGeröllfeldsitzenmüssen.IchkönnteauchnichtinAsienleben,aberichgehge-radevomThemaweg.

R:HatteauchgeradeinteressantenDiskussiongehabt,mitChristian,darüber,dassjederdenkt,dasseret-wasbesonderes,etwasbesseresverdient, tollduhasteinpaarMilliardenMenschenundwozuführtdas.Jederdenkt,dasserdasRechtaufeinbesseresLebenhat.

R:DumusstimmerdieindividuellenPersonensehen,dannistauchdieAngstweg.Aberbeieinpaarhun-dertgehtdasdannnicht.

DannlängeresGesprächüberFlüchtlinge....

A:MeineRückfrage:WennDunochmalsfürDichschaut,wasDichpersönlichfürCSRmotivierst–undduhattestbislanggesagtZieleundDankbarkeit,sozialenFriedenstiften...(Runterbricht)....

R: Ja, aber die Grundmotivation ist fürmich FAIRNESS, es ist vielleicht auch unser Erziehungssystem. Esmussfairundmenschlichsein,dieserPfeilerinderErziehung.

A.WennDudichselbstnochmehrmotivierenwollenwürdest,waswürdetDudanntun?

R.wiederholtdieFrageunddenktnach.

R:DannmüsstevonArbeithereineandereGewichtungstattfinden.IchkonzentrieremichmomentanaufmeinenJob,DasheißtdieserCSRBereichkommterstamEnde,weilediegeringereRollespielt.Dasheißt,jewichtigerdasUnternehmendieSachenmacht,dannkommtesebenauchinmeinemFokus.

Na klar, du hast nur gewisse Zeit zur Verfügung, aberwenn keine Anreize da sind, dannmussmich dasThemainteressiertoderdieMenschendieestreiben.

A:WaswürdestDugerneineineminspirationalCSRBookletsehen,damitdudanachgreifst.

R:Zumeineninformativ,aberauchnichtzuviel.

IchbineinzielorientierterMensch–wennichdenEindruckhätte,dassichetwaserreichenkönnte,dasseserreichbaristundzwarauchlangfristig.Michfrustriertdas.

Appendix 196

Duwillstgrundlegendetwasverändern,damitichetwaslangfristigverändernkann.WenndaseinfachnuraufHilfsbereitschaftausist,dassistdasnichtzuspannend.EsgibtsovieleTöpfe,woDuspendenkannst.HiersindjadauerhaftInitiative.ObdudirdenBartwachsenlässt,imWinterdenkensammelstetc.EsgibthierkeineWochewoeskeineSpendenAufrufegibt.

Heftpflasterklebenkannichnichtmehrsehen–ichmusslangfristigeZielesehen

A:DeshalbfindeichdieCSRReifegradesozutreffendund(icherzähledannzuCSR)

R:undwasauchmotivierenwürde,wennDueinlängerfristigesProjekthast–aberofthörstDu-Duspen-destfüreineSchule–undeinJahrspäter,werdendieBücherimWinterverbrannt,weilsieBrennholzbrau-chen.OderxyBäckereiBeispiel(einPartnerschafts-ProjektinSoweto),eswurdeübergebenunddannnie-dergewirtschaftet,derLehrerundderDirektorhabensichallesmitnachHausegenommen,unddaspas-sierthaltoft.EswäreschönpositiveBeispielezufinden.

R:Ichwürdemichauchfreuen,indemBuchauchpositivelangfristigeBeispielezufinden,daswürdemichmotivieren.

R:FragtnachmeinerHauptmotivation:

A:FürmichistesfriedlichmiteinanderzulebenundvorallemauchmitderErde,dieunsvielgibt.

R:jaaberwirlebenaufeinemNiveau,wounsereBedürfnissebefriedigtsind,undwennDuschaust,wasfürunsallesNormalitätist....wirhabendasoeinhohesNiveau,aberdieanderensehenwieDulebst.AberwiewillstDumitdenendienichtshabenfriedlichzusammenbringen,denndiedienixhaben,mitdemzufriedensein.AberwirhabendurchunsereBeziehungeinBrainwashhinteruns.JederhatdaeinebesondereEinstel-lung.WirhabenvielevondenMaids,dieIhreDienstemachenunddannnachsovielenJahrensolltemanLoyalitätvermuten,aberdannnehmensieetwasmit,wieSiesagen,Ihrhabtjasoviel..alsodasistnichtein-fach...

A.Naja,manmusseinfachweitermachen,derTropfen,immerwiederandenTropfenglauben.

R.Ja,dahastDurecht,einfachweitermachenoderebenimmerwiederanfangen...

A.OK,danndankeichDirmalfürheuteundfreumich,wennwirunsbaldwiedersprechen.

Appendix 197

ProtocolSeniorExecutiveF:

KurzeEinleitungworüberich“forsche”undmitwelchemZielundkurzeIntro,wasermacht

DannmeineFrage,wasseineWahrnehmunggeradeinSüdafrikamitCSR/BBEEpassiert:

Ersagt:diedrückengeradeaufsGaspedal,manchesprechenschonvonreverseapartheid,auchwerandieUnikommtundwiegefördertwird.Vielederschwarzendortwechselnalle6MonatefürdoppeltdigitGe-haltserhöhungen,richtigesJobhopping,daserzeugtDruckamMarktunddieFirmentunsichschwer,esgibtauchkeineStabilität;auchwerdenFirmenzuschnellverkauft,wennessichlohnt.

MeineFrage:WasbedeutetdenfürSieCSR,wieverstehensiedies?

SeineAntwort:alsoichbinfroh,dasswiralsFirmaSchulenunterstützen,dasSvonCSRstehtdabeiimVor-dergrund.Ichpersönlichhabemichentschieden,eineOrphanagezusponsern.Fürmichwürdeesaberauchbedeuten,dasswiealsFirmnochmehr tunbeidemThemaVersicherung fürArme,dasswirProdukte indenMarktlancieren,fürz.B.Mikrofarmer,dasswirLobbydafürbetreiben,dassArmeVersicherungenbe-kommenfürwenigbiskeinGeld

(kurzerAusflugzumGMDP,dasssiedortsoetwasmachen,eristkritischundmeint,dassseieherIvoryTo-werArbeit; ichbinda, ich schauesmiranundversuchewas zuverändern,woanderswerden leidernur1000slidesproduziertauchwennallsagen“Justdoit”

MeineFrage:WaskönntedenSwissRenochmachen,umCSRzustärken?

Ersagt:Najawasfehlt,esfehlteinstategischerPlan,einPlanüber2Jahrefehltkomplett;mansetztaucheinfachnichtsum.100000SchwarzeinSüdafrika,selbst,wenndiesenichtsmehrkaufensollten,dannviel-leichtderenKinder,dieGenerationdanachkauftvielleicht.Dasistevt.so,wiebeimeinemVater,demhatdieSparkassemalwasGutesgetanundichseinSohnbindannauchzurSparkasse

Ich:dasheißt,daliefesübereinenpersönlichenKontakt,einpersönlichesGefühl

Er: ja, aberwichtig ist es die jüngereGeneration zu erwischen, ich verstehenichtwarummannichtmal5000USinvestiert,selbstwennmanaufdiesekeinenReturnbekommt,aberessichlangfristigauszahlt.

Ich:WasmachtdennxynochimCSRBereich?

Er:WirhabeneineFoundationunddiehatglobaleProjekt,wiez.B.dieAlzheimerFoundationinUK,dafürwerdenSpendengesammelt,aberwirhabenkeineAbteilung,diedasThemaCSRwirklichangeht.MancheSachenkommenz.B. auchvonprivat;esgabdaeinProjekt inNordpakistanundSwissReunterstützdasdannmit.

Ich:waskönnte,dendieFirmnochtun?

Er:Naja,wirhabenjaallunsereMBOs(ManagementBusinessObjectives),wirmüsstenCSRThemendarinintegrierenundüberhauptalsFirmenmehrüberdiesesThemasprechen(vonAlzheimerweißichauchnur,weilmirdasmaleinKollegeerzählthat)

Ich:WaswürdenSiedenndochgerneüberdasThemaCSRlernen?

Er:najamehrwissenschadetnie,aberwasgenaukönnteichjetztgarnichtsagen;außerdemhalteinendieArbeitaufTrabundwenndasThemaCSRmehrTeilderArbeitwäre,kämeesauchvielleichtnichtzukurz.

Ich:WaswardennfürSieeinenergetisierender,motivierenderCSRMoment?

ER:Ichsagenur30MillionenDisplacedPeopleinPakistan!

Appendix 198

Ich:SagenSiemehrJ

Er:Alsoin2010beidergrossenFlutkatastropheundPakistanwarmitdemGDPaufPlatz20,aberalleska-puttunddieWelttatsichschwerzuspenden,aberdiebrauchtenalles,Ärzte,Toiletten,Krankenhäuser–undwennichmirdasnochmalsvorstelle:wirdieSchweizsind8MillionenMenschen,dasheisst,wennwiraufeinmal4maldieSchweizversorgenmüssten,stellenSiesichdasmalvor(erwirdsichtlichaufgeregter)undwiedanndasVolkdortzusammengestandenhat,sichgeholfenhat.Wenndasallesversichertgewesenwaere,waeredaseinSchadenvon4MilliardenUSDollargewesen,eswarabernixversichert,esgabnix,wasversichertwar.Daskanneseigentlichnichtsein,damussmanwasmachen!(wirredenfachlichnocheinbisschenweiter,wieeineVersicherungesschaffenkönnte,dieNichtVersichertenzuversichern…)

Ichfragedann,wasertut/tunkönnte,umauchalsRoleModelfürCSRunterwegszusein.

Er:WissenSie,manchmalsindesauchdieKleinenDinge.Ichkannnichtinein5SterneHotelgehenfür500USdieNacht,woandere10USimMonatverdienen,dasgehtdochnicht,wennichsodenMotzMollyma-che,gewinne ichauchkeinVertrauen, irgendwiemussmandaeinenMittelweg finden,dennals ichdiesauchpromotedhabe,habemeineMitarbeiter irgendwannmalgesagt, indasHotelgehensienichtmehr,alsomanmusssoeineBalancefinden.

Ich:welcheFragenkönntenSiesichinIhremBereich,inIhrerRollestellen,dieIhnenhelfenwürdenochöf-teranCSRzudenken?

Er:Dafälltmirsospontannichtsein.Also ichbinverantwortlichfürCSR,aberfürdie“NichtLeben”,d.h.auchwennichnur2DRhabe,mussich50-80Leutebeeinflussen.Südafrikaistgross,esstrahltaus.IchbinkeinManagermitAuthority,sonderneinInfluencer,ichsteheinkonstantemWettbewerbumRessourcen,undmusswerben.

Ich:WaskönntedeneineCSRBüchleinfürManagerenthalten?

Er:Also ichwürde immermiteinemGeschichtsbuchundeineErdkundebuchbeginnen. Jedes Land ist soverschiedenundso spezifisch. Ich schenkez.B. immermeinemneuenMitarbeitern,dasBuchvonNelsenMandela“AlongwalktoFreedom”.Ichfindemanmussverstehen,wiedasLandtickt,sonstbleibtallesanderOberflächeundwirbauenhaltmalneSchule,aberwiemanwirklichdenLeutenhilftbleibtunklarundändernmanmitsokurzfristigenSachenwirklichwas?Wirmüsstenvielleichtauchwissen,wowirmitderLandreformstehenusw.

Ich:WiewürdenSiedenjungenMitarbeiterfürdasThemabegeistern?

Er:AlsoichhabeauchlängerinAustraliengelebtunddagabessoCommunityDays,dieimmerwiederka-men,wennmandasgemachthat,hatmaneinenTagUrlaubbekommen.Ichfindesowasmotiviert,weilesseineGemeinschaftaufbaut,diesichumgewisseThemenkümmert. Undvielleichtistesauchbesser,dieSachenimmerlocalzumachen,sowirhierinderSchweizkonstantaufdengleichenBauernhofgehen,umzuunterstützen. Ichhalteeigentlichnichtsoviel,vondemwir fliegenmalalsManagementTeamaufdiePhilippinenundnagelndaeinHauszusammen,mankannsichdaalsHeldfühlen,aberändertmanwirklichwas?

IchamEndenocheineOffeneFrage:Gibtesnochirgendwas,wasichgarnichterwähnthabe,waswichtigist?

Er:Ja, ichfindezuCSRgehörtauchdieNachhaltigkeitvonTalentaufbauindemLand.KlardenkenwiroftProduktbezogen,aberdasgehörtauchdazu.UndeineSachefälltmirnocheinzudemwieichmichpersön-lichverhalten,esisteinekleineSache,abermotiviertauchmeineMitarbeiter:IchbringeimmeretwasKlei-nesvondenReisenmit,z.B.vonSüdafrika,diesekleinenNashörnerausPerlen(ichengagieremichdazumSchutzfürNashörner)undichmacheregelmäßigPräsentationenzudemLandundwennichmitdemTeam

Appendix 199

malruntergehe,dassversuche ichdas Interesse imLandzuwecken,undübersLandzufahren,damitdieNeugierigerwerden…

WirschließenunderbietetmiranfüreinweiteresGesprächzurVerfügungzustehenbzw.IhnmiteinemKollegenvonihmTace(PresidentofxyinSouthAfricazuverknüpfen.Ichdankeihmdafür!

Appendix 200

ProtocolSeniorExecutiveG:

MebuildingrapportthroughRolfWeber,MarcRogatschniksinceheknowspeopleIknowalongtimeandobviouslyknowsMarcaccordingtoLinkedin.Ibrieflyrepeatedmyinterestsincehehadreceivedmyinfomaterialand the interviewstarted.Heuttered fromthebeginningan interest inhearing frommewhat Ifoundoutsofar.ItoldthemthatIwouldalsoproducematerialforthemasleaders–whichIwouldsendtothem.

Annette:WhatdoesCSRmeantoyou:

T:formeit ismakingadifference–outside–tothepeopleinthecommunity.Itdoesnotneedtobere-warded,itisnotaninvestment,notrewardedinmoneyyouget.Itissomethingweneedtodowithoutex-pectinganythinginreturn.

Annette:WhenyouthinkaboutwhatmotivateleadersintheirleadershippracticestoliveCSR.

T: Forme:wellwehavea legal framework–weget financial incentive,anastuteboardwillpush it, thewholebusinessframeinSAiswellsetuptomakesurethatCSRgetsonyourlist-throughBBBEEandotherframeworks,thereisaboardlevelattention,thisiswhatcompaniesshoulddo,thereisanexpectationthatcompaniesshouldgiveback.Boardmemberspushitusuallyquitestrongly,theypushpeopletospendtimeandmoney–sothebusinessmoneyisthere.

Annette:IamsummarizingandthenIaskthemforthemorepersonalmotivation

T:Annette,Iamsayingforapersonalmottoinmylife: it ismypersonalconvictionthatleadershiphastomakeadifferencenotonlybychasingprofit,itismainlythedesiretomakeadifferencealsoinotherareas.

Annette;Sowhatwouldyousay–wherefordidforyouorforotherleadersthispersonalconvictioncomefrom?

T:Itisdefinitelyabeliefinabiggerpictureandthegeneralwellnessforsociety,tomakesurethattheworldaroundus canbeabetterplaceand contribute to thatwhileweareonearth,make thisworldabetterplace.

Annette:Didyounoticeforyourselfthatthisconvictiongrewovertheyears?

T: interestingQ:FormypersonallifethisconvictionwasalwaysthereandInoticedhoweverclimbingthecorporateladderthatthereismuchmorethatbusinessescoulddo.AndIwasinthepositionthatIcanuseandthisevolvedonlyoverthetime.AndIamnowalmost20yearsinthebusiness.AndIamnowalsohav-ingbudgetforCSRactivitiesanditisalmostdisturbingtonotice

A:Whatothermotivescouldyousee:

T:Soanotherone,whichisalsomostcertainlymine:Itistoseetheeffectthatithasonotherpeople.Itisnotonlyaboutthemoney.Butifyoudootherstuff.Likegoingwithyourpeopletopaintschoolclassroomsetc.thatmakesadifference.Soalsouseyourtime.Andthevalueformeiswhatitdoestothepeople.Itgivesasenseofcommonpurpose,itcreatesasenseofcamaraderie,anditisservingfactor.Thisisagreatbenefit,theydogivetime,it isfun–thisisall immenselypowerful.Irememberlastyearwehadthesus-tainabilityday–paintingintheschoolandtherewasthisbuttintheoffice,ithadcreatedmorecommunity.ThismakesCSRveryrealandtangible,youcanseewherethemoneyandthetimegoes.

Appendix 201

A.Sinceyouaskmeinthebeginningaboutmylearning–Iwillsharesomethingandbuildmynextquestionsonit–andIshareinternalandexternalCSRapproaches–myquestionsisthen:HaveyoubeenobservingCSRinternally

T:Ithinkitismoreandmorepeoplelookingforcarbonneutralbuilding,e.g.wearemovingofficeandweneedtolookforabuildingthathasacertainnumberofstars.Icanimagineinotherindustrieswherethesupplychainismoreinthefocustheycanfocusmoreonthevaluechain.Butwecanalsolookatoursup-pliersandcheckthisout.But inour industrythemost importantrisk isthereputationalrisk,so ifweseesomeonewhoisnotactingresponsible

A.WhatdoyouthinkyourcompanycoulddotomotivateleadersforCSR:

T. Look, I thinkyoucanuseBBBEE,a lotofdifferent things,external things,but inmymindyouare justchasingthenumbers,butyoushouldasacompanymakeaprinciplepointthat it istherightthingtodo,thisisthejumpcard,Ibelieve.Somakingitoutofprinciples.Thatistheonlyway.

A.Thosewhoactoutofprinciplewhatdoyouthinkhasgotthemmotivated?

T: I liketobelievethattheyaredoing itbecausetheythinktheydotherightthingbut Ithink inthe longtermIthinktheydoitbecauseitisbestforthecompany.ButIthinkthelongtermaspectforthecompanyisagood.

A:Ifyouthinkaboutyourself–howdoyoumotivateyourself?

T:Youneedtobetruetoyourselfandyouneedtofindtimetodoandyouneedtoprioritizeitinyourdiary.Soyouhavetoprioritize.

A.Doyouhavelittletricksforyou?

T:IliketoplanaheadandhowIspendthedayssoItrytoputsometimeinmycalendar–SoIliketolookatCSRinitiatives,actuallyinaweek’stimeIamhavingtheCSIcommitteepresentingtous.Itshowsuswherewearespendingmoney.

A.Howdoyoumotivateyoungermanager, ifyouseeyourselfdoingthat.Howdoyoumotivateotherstojoinin?

T: Themost important by far is leading by example and beforehand to create a little bit of excitementaroundthesethings.CSRisnotjustsomethingthatneedstobedone,CSRissomethingthatisexcitingandfun,itisaninternalmarketingpiece;andinstaffmeetingswehavededicatedtimeslots.

A:Iamswitchingnowtoanotherquestion–apracticalguidebookformanagerwhichistheappendixtothePhD.Soimagineyourselfattheairportseeingabooklikethatwhatwouldyouliketoread.

T:ohhh,firstofall:whyitmatters,whatthebiggestbenefitswouldbe,e.g.abenefitsforemployees,thecamaraderieandhowtogetpeopleonthesamepageregardingCSR

A:Whendidyoufeelengagedandexcited,energizedinconnectionwithCSR?

T: whenyouphysicallycontribute, likepaintingandthenthesecondthingiswhenwegetfeedbackfromtheCSIteam–andtheyusepictures,thatisengagingandpowerful

A.Andforyou–apersonalmemoryofyour

T.ActuallythefirsttimeIhadmywifeandchildreninthecarandwedrovebytheschoolandthiswasre-warding I told them heywe did that, I definitelywas proud of that: Share this experiencewith awidergroup,thefamilynotonly

A.DoyoufeelyoutalktoyourcolleaguesquiteoftenabouttheCSRtopics.Letussayonascalefrom1-10(1notatall,10alot)

T:Ithinkitisstilllow,somaybefour,notmuchhigherthat.

Appendix 202

A:WhatquestionscouldleadersthemselvestodriveCSR?

T:WherecanwemakeabiggerdifferenceandSimplykeepquestioningyourselfisthisasociallyresponsiblethingtodo?Andmaybeeventhoughadecisionisasoundone,isitintheverylongtermthebestforthebusiness,takingallotherrisksintoaccount.

A.HowdoyoupracticeCSRwithinyourteams:Iheardyousaysomethingsbutanythingthatyoudothatyouhavenotmentionedyet.

T:maybeonethingtoadd,maybeonethingsisanexternalthings,e.g.weidentifyatopiclikeeducation,sowethiscarefulplanningofCSRisimportant,otherwiseyougivetenrequestmoney.Sotohaveafocusisimportant.

A:DoyouhaveaCSRmanager–orisitforSwissRetheCSRcommittee?

T:explainscommitteestructureandhowitmeets.

A:Iliketobelievethateveryconversationmakesadifference–did

T.ItdefinitelyhighlighteditagainformethatIneedtohavehigherfrequencyofconversationaboutCSR.

A.Anythingelse?

T:No,Iamgood.

Appendix 203

ProtocolSeniorExecutiveH:

(Ichkenneihnpersönlich)

A.WasbedeutetCSRfürDichnochmals?

R:CSRbedeutetfürmich,dasseineFirmaineinemLandindemesgravierendesozialeUnterschiedgibt–sichmitengagiert,sodassdassozialeNiveauangehobenwird.

A:Spezifizierungvonmir:WasistMotivationderFKsundDeinedieszutreiben?

R:Oh,dasistschwerzusagen.Fürmich:z.B.JugendarbeitslosigkeitzuverringernundBildungzuverbessern

A:meinNachhaken:ja,dassindZieleaberwasistDeineMotivation,jadeinGlaubeandiebessereWelt?

R:Puhh -DenglaubenandiebessereWelthabe ich schonvor50 Jahrenverloren. Ich seheCSRalseineNotwendigkeit,etwas,daseineFirma,dieineinemsolchenUmfeldarbeitet,einfachzutunhat.

A:WaskönntenandereDinge/MotivatorenfürandereLeutesein?

R:JaeineNotwendigkeit,abernichtweilsievonaußendiktiertwird,sondernausmirheraus.WirkönnenalsFirmaeinfachnichtalsInselagierenineinemLandmitsolchensozialenUnterschieden.

A:WasmachtKühne&NagelumDichzumotivieren.

R:Nichts.

A:Gäbeesetwas,wasdieFirmatunkönnte?

R:DieFirmakanndanichtstun,entwedersinddieLeutemotiviertundhabeneineAntenneodernicht.

A:WasmachstDuumanderezumotivieren,z.B.Jüngere?

R:DiejungenLeute-ne,denndiesinddie,diewirunterstützenwollen.

A:Diemiddlemanager,vielleicht?

R:Ne,diesindsounterWasser,fürdieistdasüberhauptkeinThema,dieschaffensoihreArbeitkaum.DashatkeinePrio.

A:WennDuaktivbistinCSR,erinnerstDuDichanMomente,woDuenergetisiertbist.

R: Es geht immerdarum junge Leute inArbeit zubringenund zumotivierendanndabei zubleiben.Undwennichdaeinpaarhabundwennes10%,diedabeibleiben,binichschonhappy,dasistneguteGeschich-te

A:alsowürdestdusagen,esistderFortkommen,dasUmsetzen,einVorwärtskommen,wasDichtreibtundfreut....

R:Ja,dasFortkommenunddadurcheinegrößereMittelschichtentstehtundwiewirwissen,dasistjaeinetragendeKraft.

A:WenndunochmehralsRollenmodellagierenwürdest,waskönntestDunochmehrtun?

R: ja,andereLeutezubegeistern,abereigentlichmüsstees javonIhnenkommen,abernaj,dasmandasebendarstelltundzeigtdurchdasunddashabenwirdasunddaserreicht–aberdazumüssenauchalldranglauben?

Appendix 204

A:IstCSRThemainderGeschäftsleitung?

R:AlsoichkannDirsagen,heutzutagegibt’snureinThemaunddasistzuüberleben.HeutzutagewirstDukaumLeute finden,diedasmachen,wirmacheneinbisschenwas,weilwireinkleinesProgrammhaben.AberwirmüssenvieleStellenabbauenunddamithastDunichtallzuvielRessourcen–daherCSRabsolutesRandthema.

A:CSRBookletfürExecutives–wassolltedarein,damitesDichinteressiert,waswürdestDuDirwünschen

R:OhGott,dukannstFragenstellen...najaineinemsolchenBuchsolltenimmererfolgreicheBespieleste-hen,Vorbilder,mitdenenmansichidentifizierenkann.

A:NocheineIdee?

R:nee,esgehtinmeinenAugen,umdas,wasmantutunddenEffektdaraus.

A:Ichhackenach–weilmeinGefühlist,dassmancheAbteilungengarnichtwissenwiesiesichmitCSRbe-schäftigenkönnen,welcheFragensiesichstellenkönnen,wieSiedarüberredenkönnen...

R:ichbinderMeinung,dassesmannichtgroßvermarktenmuss,soll,essolltekeinwirtschaftlicherVorteildarauskommenmüssen.

A:Alsoabsichtslos

R:GanzabsichtslostutkeineFirmairgendwas–ganzsichernicht....

A:GibtesfürDicheineBeispielfirma?Diemachenesgut?

R:z.B.Siemens,macheneinegrößereGewinnmargeundhauendannauchmehrGeldrein,dannkönnendienatürlichauchmehrmachen.

A:GlaubstDu,dasdieFKsnochmehrdarüberinformiertwerdenmüssten,wasCSRistundwasmandatunkann–

R:(Sehrspontan)...daswissendie,dasweißjeder....

A:ok–nocheineweitere Frage:WennDu indeineArbeit schaust, aufdasDubesonders stolzbistbzgl.CSR?

R:JazumBeispieldieDualeAusbildung–(Stimmeganzanders),alsowennwirdieLeutevonderStraßeho-lenunddannauchwennwireinenStudentenunterstützenalsBeispiel,derdanndurchdasStudiumdamitkommtundsonsthätteeresgarnichtgeschafft

A:HastDuzueinzelnennochKontakt?

R:Nee,nix,dasgehtauchschnellwiederunter.

A: Ich erinnere mich an Deine Erzählungen, daß die jungen Leuten für 500 Dollar wechseln.... R unter-bricht...

R:...für500,nefür100,sagenwirfür150...esgibtseltenIdentifikationmitdemUnternehmen

A:undworanglaubstDudasdieshängt?

R:WeildienurnenJobmachenundkeinenBeruf,diehabenkeineBerufung...

A:SiehstDudiesSAspezifischoderistdasüberallso?

R:Ichglaubedasistüberallso.

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Appendix6 CSRInspiration&ActivityBookForLeaders

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Appendix7 DiagnosticSchemeforMotivationfrom

RheinbergandVollmeyer(2012)

Ques%ons( Mo%va%on,Formats( Mo%va%on,Problems(

J(

J(

J(

J(

J(

J(

Is#the#work#as#such#fun?#

Is#the#work#expected#to#be#done?#

Does#the#work#create#a#result?#

Does#the#work#have#rewarding#consequences?#

Can#I#influence#the#result#through#my#work?#

Is#the#work#aversiv#or#do#I#have#to#give#up#sth.?#

Do#I#have#enough#competence#in#elf@

regulaAon?#

Self@controlled#work#

Self@iniAated,#spontaneous#work#

Work#that#is#externally#controlled#

Self@driven#work#

Total#moAvaAon#deficit#

SAmultaAon#deficit#

Impact#deficit#

VoliAon#deficit#

J(

J(

N(

N(

N(

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1#

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Note:TranslationfromGermanintoEnglishbyAnnetteThum

Appendix 261

Appendix8 IdeasPaperonaCSR&HRcollaborationtomaximizeBBBEEbenefits

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Appendix 267

Appendix9 InvitationletterfromtheGermanChamberofCommerce(GCoC)to

supportmyresearchstudy

Appendix 268

Appendix10 AttachedinformationtoinvitationletteroftheGCoC

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