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This week’s discussion is about Corporate Social Responsibility (CSR), focusing on the brief case study TOMS Puts Its Right Foot Forward, (p. 102).

● Chapters 2 & 3 in International Management: Culture, Strategy, and Behavior

● Chapter 3 PowerPoint slides in International Management: Culture, Strategy, and Behavior

● “Brief Integrative Case 1.2: TOMS Puts Its Right Foot Forward” (p. 102) in International Management: Culture, Strategy, and Behavior.

● Beumer, C., Figge, L., & Elliott, J. (2018). The sustainability of globalisation: Including the ‘social robustness criterion’. Journal of Cleaner Production, 179, 704-715.

● Christ, K., & Schaltegger, S. (2018). Multinational enterprise strategies for addressing sustainability: The need for consolidation. Journal of Business Ethics, 1-22.

● Richter, U., & Arndt, F. (2018). Cognitive processes in the CSR decision-making process: A sensemaking perspective. Journal of Business Ethics, 148(3), 587- 602.

This week’s discussion is about Corporate Social Responsibility (CSR), focusing on the brief case study TOMS Puts Its Right Foot Forward, (p. 102).

As a leader, Blake Mycoskie’s decision to make the “One for One” philosophy the central tenet for his organization brings Corporate Social Responsibility to the forefront of the company. 

Thinking about the goals of the case, if you were to start a company with the “One for One” philosophy, as a leader, what decisions would you make to combine commercial objectives with social goals to improve the impact of corporate social responsibility efforts? How might the two conflict? 

Embed course material concepts, principles, and theories, which require supporting citations along with two scholarly peer-reviewed references supporting your answer.

Be sure to support your statements with logic and argument, citing all sources referenced. Post your initial response early and check back often to continue the discussion. Be sure to respond to your peers’ posts as well.

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