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

Lecture Topics

1. Introduction to Corporate Responsibility for Global Business (CRGB) 2. Corporate Social Performance Model & Stakeholder Analysis 3. Institutions and CSR around the World 4. Social Business & Microfinance 5. Government – Business Relationships 6. From Strategic CSR to Shared Value 7. The Global Value Chain and CSR 8. CSR and Financial Performance

The full timetable of all activities for this course can be accessed from the Course Planner at https://access.adelaide.edu.au/courses/search.asp

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.

This course is custom made for you, in line with specifically designed course and program learning objectives. Therefore, we do not use a standard textbook for the entire course, even though some modules may use specific textbook chapters as an input. There is a downside to this: you will likely feel lost if you don’t go to our classroom sessions and to the tutorials, if you don’t read the materials (articles, case studies, specific chapters) and if you do not assume an active, responsible learning attitude.
The upside is that you do not have to spend a cent on course materials (the University has already paid for it) unless you want to print out everything – so better think green and read on the screen! Your course material is probably better than most textbooks that we know and it is certainly unique and innovative as you won’t get the same course anywhere else!

Details on the required readings associated with which lecture/tutorial will be provided on the course outline. The information below is subject to change and may be updated up to about four weeks before the beginning of the course. 

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.

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).

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).

The resources below are not mandatory readings, but can be helpful for the applied research project and to enhance understanding of Corporate Responsibility for Global Businsess.

Reference Books

Bainbridge, S. (2008) The New Corporate Governance in Theory and Practice. Oxford: Oxford University Press.

Hill, C. W. L., Cronk, T. & Wickramasekera, R. (2008) Global Business Today: An Asia-Pacific Perspective.

Hoekman, B. M. & Kostecki, M. M. (2010) The Political Economy of the World Trading System. (3rd edn.) Oxford: Oxford University Press.

Homann, K., Koslovski, P. & Luetge, C. (2007) Globalisation and Business Ethics. Hampshire, UK: Ashgate Publishing Company.

Litvin, D. (2004) Empires of Profit: Commerce, Conquest and Corporate Responsibility. (2nd edn.) New York: Texere.

Monks, R. A. G. & Minow, N. (2008) Corporate Governance. (4th edn.) Chichester, UK: John Wiley & Sons.

Shapiro, A. C. & Sarin, A. (2008) Foundations of Multinational Financial Management. New York: John Wiley & Sons.

Sharma, S. & Starik, M. (eds) (2003) Research in Corporate Sustainability: The Evolving Theory and Practice of Organizations in the Natural Environment. Cheltenham UK: Edward Elgar Publishing Ltd.

Soros, G. (2009) The Crash of 2008 and What It means: The New Paradigm for Financial Markets. New York, Public Affairs.

Soros, G. (2005) George Soros on Globalization. New York: Public Affairs.

Stiglitz, J. (2007) Making Globalization Work. New York: WW Norton & Co.

Stiglitz, J. (2003) Globalization and Its Discontents. New York: WW Norton & Co.
Tricker, R. I. (2009) Corporate Governance: Principles, Policies and Practices. Oxford: Oxford University Press.

Vagelos, P. R. & Galambos, L. (2006) The Moral Corporation : Merck Experiences. Cambridge: Cambridge University Press.

Waddock, S. (2008) Leading Corporate Citizens: Vision, Values, Value-Added. (3rd edn.) New York: McGraw-Hill Irwin.


Articles

Berry, H. (2009) ‘Corporate Governance: Beyond Convergence? A Comparative Analysis in the Wake of the Global Credit Crunch’ Global Business and Economics Review, 11(3-4): 234-250.

Brennan, M. N. & Solomon, J. (2008) ‘Corporate governance, accountability and mechanisms of accountability: an overview’ Accounting, Auditing & Accountability Journal, 21(7): 885-906.

Borsch, A. (2004) ‘Globalisation, shareholder value, restructuring: the (non)-transformation of Siemens’ New Political Economy, Sep2004, 9(3): 365-387.

Dine, J. & Shields, K. (2008) ‘Fair trade and reflexive democracy’ European Business Organization Law Review, 9(2): 163-186.

Doyle, T. & Doherty, B. (2006) ‘Green public spheres and the green public state: the politics of emancipation and ecological conditionality’ Environmental Politics, Nov2006, 15(5): 881-892.

Driver, C. & Shepherd, D. (2005) ‘Capacity utilisation and corporate restructuring: a comparative study of the US, UK and other EU countries’ Cambridge Journal of Economics, Jan2005, 29(1): 119-140.

Frederiksen, C. S. (2010) ‘The Relation Between Policies Concerning Corporate Social Responsibility (CSR) and Philosophical Moral Theories – An Empirical Investigation’ Journal of Business Ethics, May2010, 93(3): 357-371.

Fritsch, S. (2008) ‘The UN Global Compact and the global governance of corporate social responsibility: complex multilateralism for a more human globalisation?’ Global Society, 22(1): 1-26.

Holmes, L. (2009) ‘Good guys, bad guys: transnational corporations, rational choice theory and power crime’ Crime Law and Social Change, Apr2009, 51(3-4): 383-397.

Kurihara, Y. (2005) ‘The changing corporate governance in Japan: adapting to globalisation’ Global Business & Economics Review, Feb7-2005, 1(1): 82.

Lewis, A. & Juravle, C. (2010) ‘Morals, Markets and Sustainable Investments: A Qualitative Study of “Champions” ‘ Journal of Business Ethics, May2010, 93(3): 483-494.

Moshirian, F. (2008) ‘Globalisation, Growth and Institutions’ Journal of Banking and Finance, 32(4): 472-479.

Newell, P. (2005) ‘Citizenship, accountability and community: the limits of the CSR agenda’ International Affairs, May2005, 81(3): 541-557.

Turner, M. (2007) ‘Society must be protected: Polanyi’s “double movement” and the regulation of conflict goods’ Journal of Corporate Citizenship, 26: 85-100.

Utting, P. & Zammit, A. (2009) ‘United Nations – Business Partnerships: Good Intentions and Contradictory Agendas’ Journal of Business Ethics, Oct2009, Supplement 2, 89: 39-56.

Welford, R. (2003) ‘Beyond systems: a vision for corporate environmental management for the future’ International Journal of Environment and Sustainable Development, Aug 27-2003, 2(2): 162.


Useful Web Sites

Acumen Fund: www.acumenfund.org

Aspen Institute, Colorado (US): www.aspeninstitute.org

Australian Centre for Corporate Social Responsibility: www.accsr.com.au

Australian Institute of Company Directors: www.companydirectors.com.au

Business Ethics - The Magazine of Corporate Responsibility: www.business-ethics.com

Centre for Research on Globalisation and Economic Policy, Nottingham University (UK): www.nottingham.ac.uk/economics/leverhulme

Corporate Watch: www.corpwatch.org

Corporate Responsibility Coalition of NGOs (CORE): www.corporate-responsibility.org

CSR Asia: www.csr-asia.com

CSRWire: www.csrwire.com

EthicsWorld: www.ethicsworld.org

FTSE4Good: http://www.ftse.com/Indices/FTSE4Good_Index_Series/index.jsp

GreenBiz: www.greenbiz.com

International Development Research Centre (Canada): http://www.idrc.ca/en/ev-1-201-1-DO_TOPIC.html

Justmeans: www.justmeans.com

Multinational Monitor: www.multinationalmonitor.org

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.

The course is delivered in intensive block mode, comprising eight Lectures (2 hours each, 10am-12noon) and eight Tutorials (2 hours each, 2-4pm). Lectures and tutorials combine short presentations, case study discussions, role plays and small group work.

Students in this course are expected to attend all lectures and tutorials throughout the intensive program.
The workload of this course is high, in particular, because students are required to come prepared to the classroom, i.e., to prepare for the lectures and the tutorials alike, based on the required readings indicated in the syllabus. 

See Course Timetable (syllabus) for details. Information below is subject to change and will be updated approximately four weeks before the beginning of the course. 

LECTURES

All students are expected to attend all lectures and to prepare for their lectures (see required readings in the syllabus).


Topics: 
  1. Introduction to Corporate Responsibility for Global Business (CRGB)
  2. Corporate Social Performance Model & Stakeholder Analysis
  3. Institutions and CSR around the World
  4. Social Business & Microfinance
  5. Government – Business Relationships 
  6. From Strategic CSR to Shared Value
  7. The Global Value Chain and CSR
  8. CSR and Financial Performance


TUTORIALS

Tutorials will be held on the dates indicated in the Timetable. In preparation for each Tutorial, students are expected to read the allocated case and prepare written (typed) answers. The questions are located in the syllabus. The Schedule for Tutorials is listed below.

Tutorials are an important component of your learning in this course. The communication skills developed in tutorials by regularly and actively participating in discussions are considered to be most important to the Business School and are highly regarded by employers and professional bodies.

Preparing Written Answers to Cases: (limited to 3-4 pages, maximum)

1. Begin by reading the case thoroughly, and underline the key facts.
2. Provide a brief ‘situation analysis’ summarising the key facts that comprise the case. This should take a paragraph or two at the most. You might like to use dot points here if this is easier.
3. Analysis of the case begins by identifying the most important problems that the case raises and then trying to highlight the main problem. It is important to highlight the main problem and other important problems by using a Stakeholder Theory Approach. This means we are trying to include a number of different stakeholders and their views. It is essential to apply an analytical framework to each case study. Information on analytical frameworks are provided in the required readings of this course. In addition, students are highly encouraged to conduct research and identify suitable frameworks of their own choice. Stakeholder salience analysis, for instance, is one of those frameworks, among others.
4. Finally, we need to provide a Solution or Recommendation. You might like to offer a short term and a long term recommendations. Rather than presenting a list of unconnected solutions, it is essential to logically derive recommendations from the analysis (item 3). This should take no more than one page.

Tutorial Number	Case Study
1	Case: Going Global - Working in Jumandia (CU 05)
2	Case: Stakeholder Management and the endangered Wildlife trust (Ivey/Gordon 910M66)
3	Case: TATA Chemicals Magadi: Confronting poverty in rural Africa (W15034)
4	Case: Social Business
5	Case: Australian miners and the resource super profit tax (W12001)
6	Case: Walmart: segmenting social impact (HBS 9-715-435)
7	Case: Apple and its suppliers (W16146)
8	Case: Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision (NA0308)

Online links to these case studies are provided in the syllabus. 

Assessment Task	Task Type	Weighting	Learning Outcome
Applied Research Report	Group	30%
Individual Exercises	Individual	30%
Final Exam	Individual	40%
Total		100%

Assignment: Applied Research Report 30%

Group Assignment (up to 4 team members per group)

Formative/summative assessment to evaluate the students’ practical implementation of the main concepts covered.
The continuing development of good written communication skills is widely recognised as important for Business graduates. This course specifically seeks to develop students’ abilities to analyse documentary material, to apply relevant theories and conceptual frameworks.

Individual Exercises 30%

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

These exercises will be administered as part of the classroom discussion 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. 


Final Exam 40%

Summative test to assess the students’ basic understanding of the fundamental principles and practices of corporate responsibility for global business, and application of current concepts and theories individually.

Duration: 3 hours.

ATTENDANCE

Statutory obligations in Singapore are such that attendance in person is a compulsory condition of passing a course. Our specific requirements are that students must attend at least 80% of class sessions to be graded for that course. For these purposes each intensive weekend is defined as comprising 5 sessions with 1 on Friday evening and 2 on each of Saturday and Sunday.

Each course in total comprises 10 sessions; Students must attend a minimum of 8 sessions to be eligible to be given a grade for the course. Students failing to meet these requirements will be automatically graded 0% Fail (F) on their transcripts.

TUTORIALS
For tutorial sessions, hand-ins of student preparation work to the tutor are required. The case analysis MUST be TYPED and submitted through turnitin. Submissions count as part of the Exercises mark (see assessment summary). To be eligible for the 10% exercise contribution mark, students are required to achieve “satisfactory” for at least 6 tutorial hand-ins. Students failing to fulfil this requirement will be awarded 0% for this assessment item.

EXAM
To gain a pass, a mark of at least 50% must be obtained on the examination as well as a total of at least 50% overall. The final examination will comprise of a case study and discussion questions. Students not achieving the minimum exam mark will be awarded no more than 49.

The assessment components are as follows:

Assignment: Applied Research Report 30%
Group Assignment
Due Date: TBA
Location: To be submitted via Myuni

Assignment questions and topics for the reports (from which students can choose) will be made available on myuni. 

Your report must include:

1. Executive Summary (one page only) (not included in the word count).

2. Introduction, which must include a statement of the purpose of the report. Since your recommendation is to be based on multiple, potentially conflicting, criteria (financial, social and environmental merit), you should also include an explanation of how you are going to use these criteria in reaching your decision (for example, only one criterion might be applied as a hurdle requirement, or both criteria might be equally important in your final decision, etc). Your introduction must also include an explanation of the scope of the report, and your methodology (how you obtained your data, and whether it was primary or secondary data).

3. Body (Discussion), which must include a research-based comparative critical analysis of the three companies based on the assessment criteria (details on myuni). Remember, you should be aiming to present an argument as to why one of these three is better than the other two and hence should be chosen.

4. Conclusion/Recommendation, which must clearly state the action to be taken and summarise the reasons for the final choice.

5. Reference List (not include in the word count).

6. Appendix (not include in the word count).
Includes supporting material, especially evidence, used for the preparation of your analyses.  

In undertaking this task, you will be expected to use conceptual frameworks and analytical tools. 

All assignments must be attached to an Assignment Cover Sheet which must be signed and dated by the students before submission.

Markers can refuse to accept assignments which do not have a signed acknowledgement of the University’s Policy on Plagiarism: www.adelaide.edu.au/policies/230/ .
 
Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.adelaide.edu.au/professions/hub/downloads/Communications-Skills-Guide.pdf

This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations, etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. 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. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.

Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.

Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date and need to be supported by valid documentation (e.g., medical certificate). Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late. 
 
Return of Assignments
The Lecturer’s aim is to mark and return assignments to students within three (3) weeks of the due date, with written feedback. All feedback will be made available through turnitin online marking and rubrics.