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and outreach activities, they face stiff challenges in the global arena as they mingle with global stakeholders who are culturally heterogeneous.
Besides, the challenges are heightened by weak regulatory policies and implementation framework, corruption and inadequacy in social services provision. Subsequently, the dynamics of global stakeholders are energized more by the activities of civil society groups who can challenge corporate behaviors to be changed via boycott and protests. Thus a dynamic system is created within which corporate are expected to operate and thereby posing new opportunities as well as risks. This is illustrated in the figure below.

Note: Beth, K. & Ruggie, J. G. 2005. Corporate Social Responsibility as Risk Management: A Model for Multinationals. Corporate Social Responsibility Initiative Working Paper, 10, 1-21.

In summary, stakeholders encompass the government, customers, employees, shareholders, media, business partners, interest groups, ad the community at large.

发展和实施社会责任计划--- Developing and Implementing a Corporate Social Responsibility

In their article, Boyd et al. (2006) have focused on integrated global Supply Chain which they take a closer look at incorporating CSR in the Global Supply Chain. In addition, the author differs from the usual perception of many in regard to increasing CSR compliance instead of constant monitoring of its implementation. This would provide what they call procedural justice or fairness hence rendering decisions made to be ethical, transparent, correctable, and unbiased. A CSR implementation model consists of four stages; CSR review/audit, CSR strategy, Implementation as well as Repotting and Verification. This is cyclic-based model and is applicable to a wide range of organizations.

In the first stage, a CSR audit/review is done aimed at establishing the needs of an organization and relevance of the CSR program. Besides, this encompasses research on social, environmental, and political issues which face the organization’s competition in the particular industrial sector. Upon carrying out such review process, the task now shifts into developing a CSR strategy which integrates both the profitability interest of the company and its public duty. The strategy is basically a plan for accomplishing the organization’s set goals and objectives. At this stage, Stephenson, (2009) argue that a company/organization is supposed to institute measures for assessing the ‘social risks’ it is predisposed to and come up with ways in which it can manage such risks. In conceptualized model, the Beth and Ruggie (2005) argues that establishing and understanding threats, vulnerabilities, and countermeasures for such risks forms the basis of risk management. Subsequently, stakeholders are identified as a valuable tool for identifying social risks based on the fact that they have invaluable information. This will entail engaging the global stakeholders in the CSR program and this can be illustrated as in the figure below.

Figre 2. Stakeholder engagement model

Note: Beth, K. & Ruggie, J. G. 2005. Corporate Social Responsibility as Risk Management: A Model for Multinationals. Corporate Social Responsibility Initiative Working Paper, 10, 1-21.

The third stage in the CSR program implementation process involves a wide 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。