Academic in charge:
A/Prof. Dr. Dirk Boehe
Business School, University of Adelaide
Email: dirk.boehe@adelaide.edu.au
Profile: http://researchers.adelaide.edu.au/profile/dirk.boehe 
Course Website: www.myuni.adelaide.edu.au 

This course has the format of a SEMINAR. There will be NO traditional lecturers or tutorials.

The delivery is based on a flipped classroom approach, which means that

1) students must attend the seminar as there will be no lecture recordings; 

2) students must come prepared to the classroom (have read all the required readings before each seminar session).

This format will be supported by quizzes or exercises during the seminar sessions that feed into the overall grade for this course (see assessment).  Missing out on in-class participation and exercises increases the likelihood of implies failing the course. 



Preliminary time table (subject to change - will be updated one month before the start of the seminar):

Week 1
Introduction to Corporate Responsibility for Global Business (CRGB)

Week 2
Theories of Corporate Social Responsibility (CSR) 

Week 3
Corporate Environmental Citizenship (CEC)

Week 4
Corporate Social Performance (CSP) Model

Week 5
Stakeholder Analysis

Week 6
Institutions and CSR around the world

Week 7
Microfinance and the Grameen Bank: A bank for poor

Week 8
Social Business: A business dedicated to solving social, economic and environmental problem

Week 9
Government – business relationships

Week 10
From Strategic CSR to Shared Value

Week 11
The global value chain and CSR

Week 12
Competition, CSR and firm performance

On successful completion of this course, students will be able to:

1	Apply their critical and analytical thinking skills to problems and dilemmas in global corporate responsibility.
2	Develop applied research skills to a practical problem in global corporate responsibility, specifically, problem framing, literature research, data collection, analysis and interpretation, formulation of managerial recommendations.
3	Develop and employ team leadership, management and collaboration skills in small groups.
4	Integrate knowledge and skills from preceding courses of the bachelor of commerce program, particularly, small group research skills with knowledge of international business, foundations in accounting, finance, marketing and management.
5	Develop argumentation skills within contemporary debates in global corporate responsibility, such as the shareholder-stakeholder debate, strategic CSR, environmental and social dumping, social business and social entrepreneurship.
6	Understand the conceptual foundations in the field of corporate responsibility and comprehend the complexity of corporate responsibility for the global business.

Please see syllabus on myuni.

1.5.1 Articles & Book Chapters

Banerjee, S. B. (2008), "Corporate social responsibility: The good, the bad and the ugly", Critical sociology, Vol. 34 No. 1, pp. 51-79.
Cao, B. (2015), "Environmental Citizenship Incorporated (Chapter 6)", in Environment and Citizenship. Routledge, London & New York.
Carroll, A. B. (1979), "A three-dimensional conceptual model of corporate performance", Academy of Management Review, Vol. 4 No. 4, pp. 497-505.
Crane, A., Palazzo, G., Spence, L. J. and Matten, D. (2014), "Contesting the value of “creating shared value”", California Management Review, Vol. 56 No. 2, pp. 130-153.
Freeman, R. E. (2001), "A stakeholder theory of the modern corporation", in Hartman, L. P. (Ed.), Perspectives in Business Ethics. McGrawHill, Boston (MA), pp. 38-48.
Friedman, M. (1970), "The social responsibility of business is to increase its profits", The New York Times Magazine No. September 13, pp. 122-124.
Garriga, E. and Melé, D. (2004), "Corporate social responsibility theories: Mapping the territory", Journal of Business Ethics, Vol. 53 No. 1-2, pp. 51-71.
Lencioni, P. M. (2002), The five dysfunctions of a team: A leadership fable, John Wiley & Sons.
Marconatto, D., Cruz, L. B. and Pedrozo, E. A. (2016), "Going beyond microfinance fuzziness", Journal of Cleaner Production, Vol. 115, pp. 5-22.
Mitchell, R. K., Agle, B. R. and Wood, D. J. (1997), "Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts", Academy of Management Review, Vol. 22 No. 4, pp. 853–886.
Mulligan, T. (1986), "A critique of Milton Friedman's essay ‘the social responsibility of business is to increase its profits’", Journal of Business Ethics, Vol. 5 No. 4, pp. 265-269.
Paine, L., Deshpande, R., Margolis, J. D. and Bettcher, K. E. (2005), "Up to code - Does your company’s conduct meet world-class standards? ", Harvard Business Review, Vol. 83 No. 12, pp. 122-133.
Palacios, J. J. (2004), "Corporate citizenship and social responsibility in a globalized world", Citizenship Studies, Vol. 8 No. 4, pp. 383-402.
Porter, M. E. and Kramer, M. (2006), "Strategy and Society: The link between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, Vol. 84 No. 12, pp. 78–92.
Porter, M. E. and Kramer, M. R. (2011), "Creating shared value", Harvard Business Review, Vol. 89 No. 1/2, pp. 62-77.
Valente, M. and Crane, A. (2010), "Public responsibility and private enterprise in developing countries", California Management Review, Vol. 52 No. 3, pp. 52-78.
Wijen, F. and Van Tulder, R. (2011), "Integrating environmental and international strategies in a world of regulatory turbulence", California Management Review, Vol. 53 No. 4, pp. 23-46.
Wilson, F. and Post, J. E. (2013), "Business models for people, planet (& profits): exploring the phenomena of social business, a market-based approach to social value creation", Small Business Economics, Vol. 40 No. 3, pp. 715-737.
Wood, D. J. (1991), "Corporate social performance revisited", Academy of Management Review, Vol. 16 No. 4, pp. 691-718.
Yu, J., Coulson, K. R., Zhou, J. X., Wen, H. J. and Zhao, Q. (2011), "Communicating corporate environmental citizenship: an examination of Fortune 500 web sites", Journal of Internet Commerce, Vol. 10 No. 3, pp. 193-207.
Yunus, M., Moingeon, B. and Lehmann-Ortega, L. (2010), "Building social business models: Lessons from the Grameen experience", Long range planning, Vol. 43 No. 2, pp. 308-325.

1.5.2 Case Studies

Berte, E. and Vujovich, C. (2014). Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision, North American Case Research Association, Inc. (NA0308).
Delios, A., Jimenez, D. and Turner, C. (2012). Australian miners and the resource super profit tax. NUS & Ivey Publishing Case (W12001).
Lee, S.H., Mol, M. and Mellahi, K. (2016). Apple and its suppliers. Ivey Publishing Case (W16146).
Porter, M.E., Kramer, M. and Sud, P. (2015). Walmart: segmenting social impact, Harvard Business School (HBS 9-715-435).
Price, G. (2010). Stakeholder Management and the endangered Wildlife trust, Gordon Institute of Business Science & Ivey Business School (910M66).
Valente, M. (2015). TATA Chemicals Magadi: Confronting poverty in rural Africa, Ivey Publishing (W15034).


1.5.3 Notes

Paine, L. and Bruner, C. (2006). Bribery in Business - A Legal Perspective, Harvard Business School (HBS 306012-PDF-ENG).
Ramanna, K., Sucher, S., McKown Cornell, I. (2015). Business & Government, Harvard Business School (HBS 113037-PDF-ENG).
Sucher, S. (2011). A framework for ethical reasoning, Harvard Business School (HBS 9-610-050).

Please see syllabus on myuni.

Lecture slides will be uploaded to MyUni.

In addition, course communication and possible additional readings and links will be provided in MyUni throughout the course.

This course has the format of a SEMINAR. There will be no traditional lecturers or tutorials.
The delivery is based on a flipped classroom approach, which means that:

1) students must attend the seminar;
2) students must come prepared to the classroom (have read all the required readings before each seminar session).

This format will be supported by quizzes or exercises during the seminar sessions that feed into the overall grade for this course (see assessment). 

 

The University expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours for a three-unit course of private study outside of your regular classes (University Policies: http://www.adelaide.edu.au/policies/669#_Toc335392986 ).
We expect you to attend all lectures throughout the semester plus one tutorial class each week. Please NOTE tutorials begin in Week 1 of lectures. Unsatisfactory attendance is likely to jeopardize the learning process because (1) course modules build on each other; (2) direct participation is a prerequisite for developing argumentation and critical thinking skills (Course Learning Outcomes 1 and 5 – see section 2); (3) continuous interaction with group members in tutorials is decisive for a successful small group discovery learning (SGDE) applied research project; and (4) discussion of conceptual frameworks and case studies in lectures and tutorials complement each other.

As per Course Timetable - see syllabus on myuni.

We recommend that students take International Business II (INTBUS 2500) before they enrol in Corporate Responsibility for Global Business because INTBUS 3501 relies on some concepts and theories discussed in INTBUS 2500.

Formal implementation of small group discovery experience (SGDE) in this course is scheduled for 2016. While the learning activities are designed to develop the research and problem solving skills that are intregal to SGDE, this will be effected primarily through individual learning and assessment tasks in 2015.

Please see the 2017 - Semester 2 version of the syllabus (on myuni).

1. Small Group Discovery Learning (SGDE) project

Depending on the emphasis of the project (social business, strategic CSR, critique of a specific company’s CSR strategy, etc.), students are required to: (i) identify a CSR-related problem, (ii) diagnose an existing CSR (stakeholder) strategy, (iii) identify an opportunity, explain why this opportunity is relevant and which problems and dilemmas it addresses, (iv) develop a framework or adapt existing frameworks that explain how the opportunity should be addressed, (v) present evidence (qualitative and / or quantitative data) supporting the CSR plan, (vi) formulate managerial recommendations. Presentation with peer review in seminar sessions #11 or #12 is required.
 

2. Exercises

Assessment of the students’ application of relevant concepts and theories.

These exercises will be administered as part of the seminar discussions using electronic media (echo360).

The content of exercises consists of the required readings. As mentioned in the syllabus (course outline), all students have to prepare for classroom discussions (which includes exercises) based on the required readings. Not coming prepared implies a high risk of failing these exercises. 


3. Final Exam

The final exam evaluates your capacity to correctly apply conceptual frameworks to corporate responsibility problems and dilemmas around the world. The basis of all exam questions are the contents of the lecturers and all readings (articles, books and case studies as indicated in the table in section 1.4 of the syllabus).

SPECIAL REQUIREMENTS FOR SGDE APPLIED RESEARCH REPORT

Regarding assessment item 1., your SGDE applied research report must include:

a. Coversheet. Course Code, Course Name, Tutor’s Name and Name and ID Number of each contributing member MUST be clearly mentioned in the Coversheet. Each contributing group member MUST sign the Coversheet before submission.
You can get a formatted Coversheet from http://www.adelaide.edu.au/professions/hub/ug/downloads/ .
Markers can refuse to accept assignments that do not have a signed acknowledgement of the University’s Policy on Plagiarism: www.adelaide.edu.au/policies/230/.
b. Executive Summary (250-500 words). Please see examples from professional consulting reports (downloadable from the websites of Accenture, BCG, Deloitte, McKinsey and many others) to see what an executive summary should include. Also NOTE that an executive summary is not a replacement of the introduction part.
c. Introduction, which must include a statement of the purpose of the report, research question(s), a brief summary of the different parts of the report (including scope, conceptual, methodological approaches and implications). Since your recommendations are to be based on multiple, potentially conflicting, criteria (financial, political, economic, cultural/social, technological, environmental and legal merits), you should also include an explanation of how you are going to use these criteria in reaching your decisions.
d. Body (Analysis) must include the items detailed under 3.2 and in the specification of your project (released on myuni – folder “SGDE – Applied Research Project”).
e. Conclusion/Recommendation, which must clearly state the action to be taken and summarise the reasons for the final choice.
f. References. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism (see http://www.adelaide.edu.au/policies/230).
You can find comprehensive guidelines in the Communication Skills Guide (http://www.adelaide.edu.au/professions/hub/downloads/Communications-Skills-Guide.pdf). Further assistance with referencing is available from the Faculty’s Learning Support Advisors.
g. A ‘table of contents’ page indicating sections, sub-sections, tables and diagrams is required (words not counted) for the report.
h. Tables and figures should be clearly labelled and unit of measurement indicated in the report (words not counted).
i. It is essential that grammar and spelling are of high standard and will affect the overall grade if they are not. The student Hub on the Ground Floor provides advice on language and learning advisors.