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Corporate Governance &
Corporate (Social Responsibility Synergies and
Interrelationships)
Group Members:
M.Rehman Shabbir-...
Paper will focus on
 Corporate Governance (CG)
 Corporate Social Responsibility (CSR)
Synergies and Interrelationships
Corporate Governance CG
 The system by which companies are
directed and controlled
◦ CG encompasses
◦ the notions of comp...
CG encourage the companies
To promote ethics or fairness
Transparency, and accountability
in all their dealings
They are e...
Corporate Social
Responsibility (CSR)
demonstrates
 Companies should balance interests
of
◦ Customers
◦ Communities
◦ Bus...
Corporate Social Responsibility
(CSR)
 Evolved largely in the early 21st
century
 Basic standards of business ethics
 T...
Result
CSR is based on self-regulatory principles
linked to internal and external management of
the company.
Corporate gov...
Four Key Pillars of Corporate
Social Responsibility (CSR)
Strategic Governance Human Capital
 Strategic scanning
capabili...
Four Key Pillars of Corporate
Social Responsibility (CSR)
Stakeholder Capital Environment
 Regulators and
 policy makers...
Corporate Social Responsibility
Embedded in Corporate
Governance
Strategic
Leadership
Stewardship
Board Structure
Capital ...
CG and CSR as Part of a
Continuum
 Integrative framework
 varying degrees of compliance
RESEARCH
METHODOLOGY
 Top managers of eight corporations
 Screening provided a preliminary idea
 Interviews
 Case stud...
FINDINGS & THEORETICAL
PROPOSITIONS(cont.)
Awareness of
international codes of
good governance
• Counterbalanced
• Appreci...
FINDINGS & THEORETICAL
PROPOSITIONS(cont.)
• Local socio-politico-institutional environments
significantly affect CG pract...
FINDINGS & THEORETICAL
PROPOSITIONS(cont.)
CG and CSR are two
sides of the same coin
(Bhimani & Soonawalla, 2005).
It posits CG as a
necessary foundational
pillar or...
CONCLUDING
CG & CSR should not be considered and sustained
independently
CG necessary pillar for CSR
CSR orientation in in...
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine...
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine...
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine...
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine...
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Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine and Myriam Rabbath

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Corporate Governance and Corporate Social
Responsibility Synergies and Interrelationships
Dima Jamali*, Asem M. Safieddine and Myriam Rabbath

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Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships Dima Jamali*, Asem M. Safieddine and Myriam Rabbath

  1. 1. Corporate Governance & Corporate (Social Responsibility Synergies and Interrelationships) Group Members: M.Rehman Shabbir-005 Farhan Abbas Rizvi-081 M.Salman Shahid-021 Faizan Anjum-101 Date: Sunday, 13 April 2014
  2. 2. Paper will focus on  Corporate Governance (CG)  Corporate Social Responsibility (CSR) Synergies and Interrelationships
  3. 3. Corporate Governance CG  The system by which companies are directed and controlled ◦ CG encompasses ◦ the notions of compliance, ◦ Accountability ◦ transparency  How managers exert their functions through compliance with the existing laws  regulations and codes of conduct
  4. 4. CG encourage the companies To promote ethics or fairness Transparency, and accountability in all their dealings They are expected to continue generating profit Maintaining the highest standards of governance internally
  5. 5. Corporate Social Responsibility (CSR) demonstrates  Companies should balance interests of ◦ Customers ◦ Communities ◦ Business partners ◦ employees with those of shareholders  To meet public requirements for CSR compliance.
  6. 6. Corporate Social Responsibility (CSR)  Evolved largely in the early 21st century  Basic standards of business ethics  Taken simple concepts of honest and transparency  Added expectations for companies of social and environmental responsibility
  7. 7. Result CSR is based on self-regulatory principles linked to internal and external management of the company. Corporate governance‟ indicates to an idea of company's governance and management issue Corporate governance is a broad theory concerned with the alignment of management and shareholder interest
  8. 8. Four Key Pillars of Corporate Social Responsibility (CSR) Strategic Governance Human Capital  Strategic scanning capability  Agility / adaptation  Performance  indicators/monitoring  Traditional governance concerns  International “best  practice”  Labor relations  Recruitment / retention strategies  Employee  motivation  Innovation capacity  Knowledge  development
  9. 9. Four Key Pillars of Corporate Social Responsibility (CSR) Stakeholder Capital Environment  Regulators and  policy makers  Local communities/NGOs  Customer relationships  Alliance partners  Brand equity  Cost/risk reduction  Market share growth  Process efficiencies  Customer loyalty  Innovation effect
  10. 10. Corporate Social Responsibility Embedded in Corporate Governance Strategic Leadership Stewardship Board Structure Capital Structure & Market Relations Social Responsibilities
  11. 11. CG and CSR as Part of a Continuum  Integrative framework  varying degrees of compliance
  12. 12. RESEARCH METHODOLOGY  Top managers of eight corporations  Screening provided a preliminary idea  Interviews  Case studies
  13. 13. FINDINGS & THEORETICAL PROPOSITIONS(cont.) Awareness of international codes of good governance • Counterbalanced • Appreciation • Needs to be considered in context • Practices are invariably influenced • Moulded by national institutional environments • Cultural • Economic Various constraints stemming from • Macroeconomic instability • Very limited attention • Capacity of the regulatory • Judicial systems in the country.
  14. 14. FINDINGS & THEORETICAL PROPOSITIONS(cont.) • Local socio-politico-institutional environments significantly affect CG practices in developing countries. Proposition 1 • Limited institutional pressures for homogenization in CSR translate into philanthropic and instrumental CSR orientations in developing countries. Proposition 2 • Good CG is increasingly considered in developing country contexts as a necessary foundational pillar for a genuine and sustainable CSR orientation. Proposition 3 • good CG in developing economies is increasingly complemented by due regard and consideration for voluntary corporate social performance. Proposition 4
  15. 15. FINDINGS & THEORETICAL PROPOSITIONS(cont.)
  16. 16. CG and CSR are two sides of the same coin (Bhimani & Soonawalla, 2005). It posits CG as a necessary foundational pillar or building block for CSR Hancock (2005) It illustrates the crossconnects between CG and CSR revolving around strategic leadership and stewardship as implied in Ho’s (2005)
  17. 17. CONCLUDING CG & CSR should not be considered and sustained independently CG necessary pillar for CSR CSR orientation in internal roots of CG foundation CG is not entirely effective without a sustainable CSR CG sets the overall tone for the organization

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