考克斯圓桌會議CRTSlovenianationalvaluesandcsrppt課件

1、National Values &Corporate Social ResponsibilityStephen B. Young,Global Executive DirectorCaux Round TablePortoroz, SloveniaApril 4, 20211.The Challenge:What are the cultural foundations for CSR Management?Does CSR Management fit within a national development strategy?2.What is CSR Management? Busin

2、ess decision-making that includes anticipation and measurement of a wide range of consequences Incorporates cultural and moral perspectives into the financial metrics of successful firms Normative standards derived from global perspectives (Caux Round Table, UN Global Compact, GRI, SA 8000)3.What is

3、 National Culture? Customs, habits, values, priorities that create a psychological comfort zone for individuals Predispositions and dispositions of personal character Core concepts axial principles - expressed in language and apprehended through language use4.What Are Axial Principles? Core principl

4、es about human purpose and reality that influence many attitudes, behaviors, and expectations of right and wrong, good and bad, close and far Cultures have unique axial principles Axial principles shape national character Axial principles are expressed in language but carried out in behavior5.From N

5、ormativity to Facticity(Jurgen Habermas)6.7.Other-RegardingThe Moral SenseSelf-RegardingSelf-Interest Considered upon the wholeSelf-Interest Narrowly consideredBasic physical and Ego needsSelf InterestVirtue8.9Stewardship ServiceThe Moral Sense Exploitation Power for common good;Ethical leadership;

6、Kyosei FearPower only for selfDysfunctional LeadershipDominion9.CosmosThe BasicSelf10.VirtueSelf interest11.12.13 Mutuality/Reciprocity “Jen/“ShuSocial Office of Business;lord lords; minister ministers; father fathers; son sons; CRT PrinciplesPersonal responsibility;concern for consequences; achieve

7、 goalsCRT ArcturusSustained Social Justice & Wealth CreationCustomersQualityEmployees AgentsOwners/InvestorsFiduciary; TransparencySuppliersShare RisksCompetitorsCompete on quality; No fixed marketsCommunityNo Corruption;Good EnvironmentProposed Chinese Business Value Pyramid.14.15.16.17. 18.19.20.2

8、1.22.23.24.25.26.27.28.Conclusion:CSR Management will be most successful when CSR norms are integrated with axial principles of a national culture29.The Cultures and Axial Principlesof Southeastern Europe:The past controlling the presentWe live our lives walking back and forth on the Value Sediments

9、 left by History30.Value Sediments Left by ConflictLiving At the intersection of value empires: Between Rome and warrior tribes Between Slavs and Ural-Altaics Between Roman Catholicism and Eastern Orthodoxy Between Islam and Christianity Between Turks and Slavs (with Albanians as well) Foreign Rule

10、from Venice, Budapest, Vienna, Istanbul Smaller Imperial visions: Greater Serbia, Greater Bulgaria, Greater Romania31.Value Sediments left by Family Structure Dinaric family system the Kuca (Dinko Tomasic, Personality and Culture in Eastern European Politics, G.W. Stewart, NY 1948) Patrivilocal hous

11、e cycle with complexity (Karl Kaser, Introduction: Household and Family Contexts in the Balkans, The History of the Family, Vol. 1, No.4 1996)32. Daughters-in-law and granddaughters-in-law come to live with husbands family; multigenerational household cycle Sons stay together as an economic/social u

12、nit; paternal property (the ocevina) not divided with marriage or death, but only after generations when the family group divides. Kuca ruled by the Starjesiva domineering head male elder “Where the elder is not obeyed, God does not help. “The young to obey; the elder to command.33.Family Dynamics w

13、ithin the Kuca Oscillation between overindulgence in affection and over strictness in punishment Ambivalence between love/hatred; submission/defiance Desire for self-maximization coupled with keen resentment of accepting dictation from others Frequent conflicts: Father/son & Parent/child34.One Conse

14、quence: Too good an opinion of oneself; pride can become quite boundless Desire to win a place of their own in the world can lead to unjustified personal and national claims35.Second Consequence: Alternate between activity and passivity Lack of emotional balance Hope and Despair equally excessive36.

15、Third Consequence:Rivalry and Antagonism Cunning manipulation of others admired Submission yet waiting to exert own power Mistrust from fears of disloyalty on the part of others “He who does not trust will not be duped. “Woe to him who trusts a man. “He who has force has justice. “Force is stronger

16、than a kind word. “He who knows how will gain double.37.Value Sediment Left by History Power is not accepted as automatically legitimate Determination to preserve core values against rulers National/linguistic/ethnic/religious sub-cultures in the region most important for sustaining individual ident

17、ity and family solidarity38.Turning Lead into Gold Every value has its good and bad aspects What is a strength can become a weakness What is a weakness can become a strength Yin/Yang approach to the flow of power and circumstance39. Self-assertion side of Dinaric family pattern Keen Awareness of sel

18、f and values held dear by self Deep respect for importance of values Search for value-based solutions in the face of power, cruelty and cynicism40.Positive CSR Management Orientations: Predisposition to please customers, to innovate, to seek quality Role as favored suppliers in global supply chains

19、Provide employees with opportunities to excel Employees willing to step up to challenges if they get personal freedom and recognition Emphasis on training and workforce development Respond avidly to competition in free market setting Concern for quality of life in local community Resistance to abuse of poli