Tag: wayne visser

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Canada 2008 Notes

09 October 2008

I had a very pleasant dinner at the wonderful “Fresh” vegetarian restaurant in Toronto on Tuesday evening. My friend and colleague, Prof Andrew Crane, and I met with Nai-wen Wong, a visitor from Taiwan, who is part of the CSR International network I run.

One of the stories from Nai-wen that I liked was how people in Taiwan are now being encouraged to bring their own chopsticks to restaurants, to save all the forests being cut down for disposable chopsticks. That sounds like a great environmental idea, with a cultural twist.

On Sunday, I was walking around Toronto Island Park when, to my unexpected surprise and delight, this guy on a Penny Farthing bicycle rode past me. The Penny Farthing – so called because of the relative size of the British penny next to the smaller farthing coin – was invented in the 1870s.

It got me thinking about our progress, or more accurately, lack of progress. For me, the Penny Farthing, which has hardly changed at all to become the modern bicycle more than 130 years later, is a perfect metaphor for our seeming lack of change in other areas.

I am thinking mostly about that other wheeled invention, the car. More specifically, the internal combustion engine car. The basic design has hardly changed over the past 100 years, even though we have tinkered to make it more efficient, safe and clean.

At one level, we might say that, like the bicycle, it’s because the basic design still works. So why change a winning formula? But does it really still work? Is spending hours in gridlocked traffic, or thousands dying in auto accidents, or pumping out pollution that causes asthma and climate change what “works”? Is that our definition of a winning formula?

But now we have hybrids and electric cars, I hear you say. True, and I am their biggest fan. They begin to solve some of the environmental and health problems, but they still keep us locked into the same basic design – a metal box, with an engine, on four wheels. Is that the best our fantasmagorical imagination can come up with?

A penny (farthing) for your thoughts, my dear …

11 October 2008

I’ve enjoyed a wonderful week in Toronto, with blue skies, lake views and Autumn leaves. It has me thinking about change. Would we appreciate autumn leaves as much if they were always always on display? Most likely not. It is the changes which help us to value life.

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The Long Tail of CSR

The Long Tail of CSR:

Achieving Scalability in Corporate Sustainability and Responsibility

Article by Wayne Visser

I recently read The Long Tail, by Chris Anderson and it started me thinking: What is the Long Tail of CSR? The Long Tail – named after the extended tail of a statistical distribution curve – is the idea that selling less to more people is big business. It’s the business model that has spawned the most successful companies of the Web 2.0 age. The Long Tail questions the conventional wisdom that says success is about generating ‘blockbusters’ and ‘superstars’ – those rare few products and services that become runaway bestsellers.

Anderson sums up his message by saying that:

  1. the tail of available variety is longer than we think;
  2. it’s now within reach economically; and
  3. all those niches, when aggregated, can make up a significant market.

He also notes that this Long Tail revolution has been made possible by the digital age, which has dramatically reduced the costs of customised production and niche distribution.

There are three enablers of successful long tail businesses, according to Anderson:

  1. democratising the tools of production (e.g. digi-cams, content editing software, blogging tools);
  2. democratising the tools of distribution (e.g. Amazon, eBay, iTunes, Netflix); and
  3. connecting supply and demand (e.g. Google, blogs, Rotten Tomatoes).

So how might this apply to CSR? To me, the Long Tail of CSR is all about extending the reach of CSR, and improving its ability to satisfy specific social and environmental needs. Let’s use Anderson’s enablers as a framework for thinking about this …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/inspiration_long_tail_csr_wvisser.pdf”]Pdf[/button] The Long Tail of CSR (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

Cite this article

Visser, W. (2008) The Long Tail of CSR: Achieving Scalability in Corporate Sustainability and Responsibility, CSR International Inspiration Series, No. 5.

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CSR Myths

CSR Myths:

Popular Misconceptions on Corporate Sustainability and Responsibility

Article by Wayne Visser

In an article published by Ethical Corporation, I set out to explode 7 myths about corporate sustainability and responsibility (CSR). Most of these myths exist as a result of the feeding frenzy that inevitably occurs every time the media has hunted down and sunk its teeth into one or other juicy story of corporate exploitation. The myths are also sustained, however, by whole legions of largely well-intentioned people who have vested interests in promoting their particular brand of the truth about CSR. The 7 myths are:

  1. Economic growth is not compatible with CSR
  2. Multinationals are the biggest CSR sinners
  3. Multinationals are the biggest CSR saviours
  4. Developing countries are anti-multinational
  5. CSR is the same the world over
  6. Developed countries lead on CSR
  7. Codes can ensure CSR …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/inspiration_csr_myths_wvisser.pdf”]Pdf[/button] CSR Myths (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/business-frontiers”]Page[/button] Business Frontiers (book)

Cite this article

Visser, W. (2008) CSR Drivers: The Forces Shaping Corporate Sustainability and Responsibility, CSR International Inspiration Series, No. 3.

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CSR Drivers

CSR Drivers:

The Forces Shaping Corporate Sustainability and Responsibility

Article by Wayne Visser

In doing research for my chapter CSR in Developing Countries, published in The Oxford Handbook of CSR, I identified 10 drivers for Corporate Sustainability and Responsibility (CSR), which I summarise below.

National (or internal) drivers refer to pressures from within the country and include:

  • Cultural tradition
  • Political reform
  • Socio-economic priorities
  • Governance gaps
  • Crisis response
  • Market access

International (or external) drivers tend to have a global origin and include:

  • International standardization
  • Investment incentives
  • Stakeholder activism
  • Supply chain …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/inspiration_csr_drivers_wvisser.pdf”]Pdf[/button] CSR Drivers (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-world-guide-to-csr”]Link[/button] The World Guide to CSR (book)

Cite this article

Visser, W. (2008) CSR Drivers: The Forces Shaping Corporate Sustainability and Responsibility, CSR International Inspiration Series, No. 3.

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CSR Change Agents

CSR Change Agents:

Experts, Facilitators, Catalysts and Activists

Article by Wayne Visser

In research conducted for my PhD on CSR, I identified four types of Corporate Sustainability and Responsibility (CSR) change agents: Experts, Facilitators, Catalysts and Activists.

Each type represents a constellation of attributes. It is expected that any individual CSR change agent will embody elements of all of these types, but that the relative influence of each type will differ per individual. Hence, the dominant type can be thought of as a centre of gravity for each CSR change agent’s work, i.e. the mode of operating in which they feel most comfortable, fulfilled or satisfied …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/inspiration_csr_change_agents_wvisser.pdf”]Pdf[/button] CSR Change Agents (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Link[/button] The Age of Responsibility (book)

Cite this article

Visser, W. (2008) CSR Change Agents: Experts, Facilitators, Catalysts and Activists, CSR International Inspiration Series, No. 2.

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CSR 2.0: The New Era

CSR 2.0:

The New Era of Corporate Sustainability and Responsibility

Article by Wayne Visser

The field of what is variously known as CSR, sustainability, corporate citizenship and business ethics is ushering in a new era in the relationship between business and society.

Simply put, we are shifting from the old concept of CSR – the classic notion of “Corporate Social Responsibility”, which I call CSR 1.0 – to a new, integrated conception – CSR 2.0, which can be more accurately labelled “Corporate Sustainability and Responsibility”.

The allusion to Web 1.0 and Web 2.0 is no coincidence. The transformation of the internet through the emergence of social media networks, user-generated content and open source approaches is a fitting metaphor for the changes business is experiencing as it begins to redefine its role in society. Let’s look at some of the similarities …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/inspiration_csr_2_0_wvisser.pdf”]Pdf[/button] CSR 2.0: The New Era (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

Cite this article

Visser, W. (2008) CSR 2.0: The New Era of Corporate Sustainability and Responsibility, CSR International Inspiration Series, No. 1.

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A Typology of Meaning

A Typology of Meaning

Chapter by Wayne Visser

Extract from Making a Difference

Chapter Objectives

  1. To define what is meant by “typology of meaning”;
  2. To introduce a typology of meaning for sustainability managers, including its four proposed types and key features;
  3. To use the interview data to illustrate the applicability and workings of the typology; and
  4. To conclude with a summary of the possible management implications of the typology of meaning for sustainability managers.

For the purposes of my research, “typology of meaning” refers to the classification of typical sources of meaning derived by sustainability managers in their work into four types, each associated with distinctive roles within the organisation.

Introducing the Typology

The typology grew out of a realisation that four of the six sources of meaning in the work of sustainability managers were strongly related to organisational roles. The typology  was included in the Sustainability Managers Research Model (Figure 4.1) that was presented to participants in the Phase 3 follow up interviews and received positive feedback. This section will introduce the four types that I identified, as well as the dynamics of the model.

The Four Types

We can begin by identifying the four types: Expert, Facilitator, Catalyst and Activist. Each type represents a constellation of meaning. It is expected that any individual sustainability manager will embody elements of all of these types, but that the relative influence of each category will differ per individual. Hence, the dominant type can be thought of as a centre of gravity for meaning in the sustainability managers’ work, i.e. the mode of operating in which they feel most comfortable, fulfilled or satisfied.

We can visually represent the idea that people derive meaning from a variety of sources by showing the types as boxes in four quadrants. The relative size of the shaded boxes simply indicates how much meaning the individual derives from each type. Hence, in the case depicted, the individual is perfectly balanced, showing equal preference for each of the types.

An Expert derives relatively more meaning from the constellation of characteristics associated with this type.

There is considerable overlap between the Expert type and specialist input as a source of meaning in work (Chapter 6). Therefore, rather than repeat the illustrative quotations from the interviews in full, Table 8.1 presents typical statements and phrases indicative of Expert type sustainability managers.

These quotes illustrate some of the themes that characterise the way Experts find their meaning, namely by engaging with projects or systems, giving expert input, focusing on technical excellence, seeking uniqueness through specialisation, and pride in problem solving abilities.

Characteristics of the Expert

  • Aligned to specialist input as a source of meaning;
  • Concerned mainly with the individual level;
  • Focuses on personal development;
  • Derives satisfaction from delivering quality through their work;
  • Skills are mainly technical in nature;
  • Emphasise specialist knowledge; and
  • The legacy they wish to leave behind is successful work projects …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/03/book_mad_chap8_typology_of_meaning.pdf”]Pdf[/button] A Typology of Meaning (chapter)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.controlatest1.co.uk/waynevisser/making-a-difference/”]Page[/button] Making a Difference (book)

Cite this chapter

Visser, W. (2008) A Typology of Meaning, In Making a Difference: Purpose-Inspired Leadership for Corporate Sustainability and Responsibility, Saarbrücken: VDM, 218-237.

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CSR in Developing Countries

Corporate Social Responsibility in Developing Countries

Chapter by Wayne Visser

Extract from The Oxford Handbook of Corporate Social Responsibility

The challenge for corporate social responsibility (CSR) in developing countries is framed by a vision that was distilled in 2000 into the Millennium Development Goals—‘a world with less poverty, hunger and disease, greater survival prospects for mothers and their infants, better educated children, equal opportunities for women, and a healthier environment’ (UN, 2006: 3). Unfortunately, these global aspirations remain far from being met in many developing countries today. The question addressed by this chapter, therefore, is: What is the role of business in tackling the critical issues of human development and environmental sustainability in developing countries?

To begin with, it is worth clarifying my use of the terms developing countries and CSR. There is an extensive historical and generally highly critical debate in the development literature about the classification of countries as developed and less developed or developing. Without reviving that debate here, suffice to say that I use developing countries because it is still a popular term used to collectively describe nations that have relatively lower per capita incomes and are relatively less industrialized.

This is consistent with the United Nations Developments Program’s (2006) categorization in its summary statistics on human development and is best represented by theWorld Bank’s classification of lower and middle income countries. It should be noted, however, that the UNDP’s classification of high, medium and low development countries produces a slightly different picture than the World Bank’s list of which countries are developed and developing.

CSR is an equally contested concept (Moon, 2002b). However, for the purposes of this chapter, I use CSR in developing countries to represent ‘the formal and informal ways in which business makes a contribution to improving the governance, social, ethical, labour and environmental conditions of the developing countries in which they operate, while remaining sensitive to prevailing religious, historical and cultural contexts’ (Visser et al., 2007).

The rationale for focusing on CSR in developing countries as distinct from CSR in the developed world is fourfold:

  1. developing countries represent the most rapidly expanding economies, and hence the most lucrative growth markets for business (IMF, 2006);
  2. developing countries are where the social and environmental crises are usually most acutely felt in the world (WRI, 2005; UNDP, 2006);
  3. developing countries are where globalization, economic growth, investment, and business activity are likely to have the most dramatic social and environmental impacts (both positive and negative) (World Bank, 2006); and
  4. developing countries present a distinctive set of CSR agenda challenges which are collectively quite different to those faced in the developed world.

The latter claim is explored further in the sections which follow and is summarized at the end of the chapter. The chapter begins by proposing different ways to categorize the literature on CSR in developing countries. It then reviews the research which has been conducted at a global and regional level, before considering the main CSR drivers in developing countries. Finally, a model of CSR in developing countries is proposed, before concluding with a summary and recommendations for future research …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/04/chapter_wvisser_csr_dev_countries.pdf”]Pdf[/button] CSR in Developing Countries (chapter)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/corporate-citizenship-in-africa”]Page[/button] Corporate Citizenship in Africa (book)

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-world-guide-to-csr”]Page[/button] The World Guide to CSR (book)

Cite this chapter

Visser, W. (2008) Corporate Social Responsibility in Developing Countries, In A. Crane, A. McWilliams, D. Matten, J. Moon & D. Siegel (eds.), The Oxford Handbook of Corporate Social Responsibility, Oxford: Oxford University Press, 473-479.

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Partnerships for Sustainable Development

Partnerships for Sustainable Development:

An Inclusive, Cross-Sector Approach

Paper by Ruth Findlay-Brooks, Wayne Visser and Thurstan Wright

Abstract

Cross-sector partnerships are increasingly being seen as a key development approach for the 21st Century, with many governments and international agencies viewing them as the most effective way to deal with complex and intractable development problems that have defeated single-sector interventions.

However, partnerships are not a straightforward option. Some see them as merely a “phase of policy experimentation” (Geddes, 2000, p797) – a short-term response to rapid global change. There can also be issues of accountability and power imbalance, when un-elected corporations and NGOs have influence in states where governments are weak or failing.  Even where they are the best solution, there can be real obstacles in both the development and management of partnerships which are too easily ignored.

This research draws on the University of Cambridge Programme for Industry’s (CPI’s) many years’ experience of partnership work – and in particular on the experiences of those running and participating in the Postgraduate Certificate in Cross-sector Partnership (PCCP) course.

Through exploring the experiences of these partnership practitioners, together with current thinking on the topic, the paper concludes that, if we are relying on partnerships to bring about structural change and long-term development impacts, then they need to be firmly tied into genuinely inclusive consultation processes, operate within accountability frameworks, be properly supported and evaluated, and where appropriate lead ultimately to policy change.

Introduction

Following the perceived shortcomings of the 1980s Structural Adjustment Programmes in developing countries, public/private partnerships or tri-sector partnerships are perceived as a more sustainable option, with donor agencies giving direct budget support to governments, along with the encouragement of partnership between development agencies, national governments and business. Tennyson asserts (2004, p3) that “only with comprehensive and widespread cross-sector collaboration can we ensure that sustainable development initiatives are imaginative, coherent and integrated enough to tackle the most intractable problems.”

The increasing popularity of partnership as a development solution, however, makes it all the more important to take a realistic view and to test the assumptions made about it. Two common pitfalls need to be avoided:

  1. that the act of setting up a partnership is seen in itself as having taken action on a problem, irrespective of its appropriateness or outcomes; and
  2. that cross-sector partnership is seen as a friendly, straightforward solution to development issues, resisting efforts to problematise, question or test its effectiveness.

Unless a more robust and realistic approach is taken to partnering as a development approach, then it risks suffering a backlash from unmet, unrealistic expectations which could result in its positive potential being lost. For this reason, we have endeavoured to take a critical approach to the findings of this study and look at ways in which partnership can, if it is to offer a successful way of aiding inclusive development, be supported through planning and policy …

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2012/05/paper_partnerships_sustainability_wvisser.pdf”]Pdf[/button] Partnerships for Sustainable Development (paper)

Related pages

[button size=”small” color=”blue” style=”info” new_window=”false” link=”http://www.waynevisser.com/books/the-age-of-responsibility”]Page[/button] The Age of Responsibility (book)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.cpsl.cam.ac.uk”]Link[/button] Cambridge Programme for Sustainability Leadership (website)

Cite this article

Findlay-Brooks, R., Visser, W. & Wright, T. (2007) Partnerships for Sustainable Development: An Inclusive, Cross-Sector Approach Cambridge Programme for Sustainability Leadership Paper Series, No. 4.

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