A study of relationships between corporate social responsibilities promotion and corporate performance in multi-national corporations.
Written in 2006; 8,291 words; 32 sources; APA; $ 176.95
Paper Summary:
This study examines the scholarly and refereed literature to identify the salient issues involved in stakeholder theory as they apply to multi-national corporations, and what companies can do today to ensure their long-term profitability, while balancing the needs of all of their stakeholders. A summary of the research and findings is presented in the conclusion, followed by personal reflective journal in the appendix.
Table of Contents
Introduction
General Overview
Problem Statement
Research Question
Purpose and Significance of Study
Scope of Study
Research Method of the Study
Literature Review
Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Data Analysis
Summary, Conclusions and Recommendations
From the Paper:
"It just makes good sense the companies must be concerned with their profitability; clearly, without profits, the company would simply cease to exist and there would be no benefits accruing to anyone. In recent years, however, there has been an increasing amount of attention paid to the underlying ethics of how companies, and particularly multinationals, compete in an increasingly globalized marketplace, and precisely what responsibilities are associated with doing business abroad. These questions are not new, but they have assumed increasing importance today. Citing studies by J. Scott Armstrong, Mayer reports that in the 1970s, there was fairly global and homogenous response to increasing corporate pressures to make decisions with their bottom line foremost in mind identified. Armstrong surveyed approximately 2,000 management students from ten countries to play the roles of corporate board members of a multinational pharmaceutical company; the author posed the question of whether the company should remove a drug that had been found to endanger human life from the market. As board members, fully 79 percent refused to withdraw the drug and sought legal and political actions to either delay or stop government efforts to ban the drug (Mayer, 1999)."
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