Key Drivers Of Sustainability And Corporate Responsibility In The Age Of Responsibility

Answer 1

According to Wayne Visser, traditional approaches have failed that left the business stuck in the Ages of management, marketing, philanthropy, and greed. He stated the fact that corporate and sustainability are the key drivers at the age of responsibility. With the help of Web 2.0 as a metaphor, he showed the way how business needs to be transformed radically to reach the true age of responsibility (Janssen, Sen & Bhattacharya, 2015). Specifically, he replaced the 2^nd generation movement with an old model of Corporate Sustainability and Responsibility (CSR). One of the reasons that make the companies take sustainability seriously is a huge difference in the community, country, and region. Another reason is due to the transition from analog to digital and the understanding that globalization is a huge deal. As per Wayne Visser organizations begins to understand that based on the perception of the firm it is significant to pay attention to the longer term that will be beneficial for the business (Visser, 2014). Sustainability with help the organizations to develop a more prosperous and inclusive society and avoid a change in the catastrophic climate. For example, Apple is considered to be a powerful organization whose actions can create an agenda for the overall industry. If a person creates an app that is relevant for children than it may or may not gain any profit. Following this if Apple makes this issue a priority than it will shift the overall ecosystem. It is also observed that organizations face multiple incentives based on the factor of sustainability.

According to Wayne Visser if a company ignores sustainability than there is a high of becoming unsustainable within the market. Ignoring sustainability could lead to the consequences of limited opportunities for decent, more remote and safe work, encroaching environmental threats and extreme social-economic inequality (Brint, 2015). As sustainability is determined to be the risk mitigation and key business driver thus, it becomes vital for the organization to follow sustainability. If the company ignores the risk of sustainability than it becomes difficult for the company to understand the business perspectives and the consequences of its actions. Ignorance of sustainability could result in the occurrence of social and environmental risks and may affect the performance and productivity of the business. I acknowledged the difference between gathering knowledge about sustainability risk and knowing the way how to overcome with it. Therefore, I understood that to avoid the consequences that arise because of ignoring sustainability it is significant for the companies to take sustainability seriously. Taking sustainability seriously will help the organizations to manage the organizational activities better to gain profit.

Responsiveness is considered to be one of the five principles of CSR 2.0 in the age of responsibility. It is determined to be a long-term match among the needs of the people and what they receive from political leaders and parties based on policy output and policies. It is acknowledged that in the age of responsibility responsiveness is not a conflicting democratic value where the political support act as a significant mechanism (Wisse, van Eijbergen, Rietzschel & Scheibe, 2018). It is significant for a responsible government to be responsive at the age of responsibility. Responsiveness is regarded as huge transparency not only by the reporting of the mechanisms such as the Carbon Disclosure Project and the Global Reporting Initiative but also through sharing critical logical assets. Based on the principle of responsiveness business possess long track record to fulfill the community needs. I understood the fact that CSR 2.0 requires transformative and uncomfortable responsiveness that asks whether the business or the industry model itself is a part of the problem or the solution.

Answer 2

For example, the pharma giant GSK created a patent pool for developing drugs for neglected diseases that showed responsiveness. Whereas, Walmart’s and Tata’s Nano car transition to organic cotton is an example of scalability initiatives (Buffel, Skyrme & Phillipson, 2017). There is a vast difference between responsiveness and scalability. It is observed that scalability is designed from the top down principles whereas, responsiveness is designed from the bottom up activity. The trade-off difference between scalability and responsiveness are scalability needs authorization from the walled garden while responsiveness is an open source development where anyone could play it (Wójcik, 2016). According to my opinion scalability is a cathedral designed by a small group whereas, responsiveness is designed by a crowd. The trade-off for scalability needs tested distribution while for responsiveness it requires open source repository. There is also a huge difference in the trade-off curves among responsiveness and scalability. Most of the curves may be positive are some are negative based on their strategies applied by the organizations. The trade-off is evaluated based on web search and design languages. For example, to edit the Wikipedia pages it invites the visitor who is sustainable as the version management developed into the software platform permits speedy reversion of irrelevant edits (Leo?ski, 2016). Therefore, it helps a greater cooperative editing project sustain for both scalability and responsiveness. Another example is of Linux source management where it has driven a rapid change in the changing structure that helped the organization to maintain its scalability initiatives, and that increased its responsiveness within the market.

Glocality is a term that shows the relationship between global and local and therefore it eventually means as the global localization concept. In addition, Glocality use as a marketing strategy by which the companies adopted the framing techniques of the local conditions in relation to that of the global framing conditions. According to the author Alvarez, (2017), the world is shrinking, and therefore alternative policies and vision should be made by the organizations in order to fulfill the people common needs in the future. Based on this aspect the Glocality concept arises that demonstrates the firms’ general responsibility to capture the global world concept and thereby apply it on the local concept by enhancing their sense of connection, accountability, and responsibility towards ecosystems and local communities. In order to make a difference in the products and service approach, the companies in present-day apply this concept of Glocality. Therefore, it can be said that Glocality is a concept that helps the firm to enhance their consumer base as applying this concept the companies can provide local products in accordance with the global background.

Glocality help a brand to develop and position in the market strategically, and therefore the companies use this concept into their product or services. According to my view, a food product company can use this concept in order to enhance their competitive advantage in the market. Glocality refers the relationship of local and global, so if the food company uses local products, local advertisements procedures, and local services but make the product as a global background, then they can easily apply this concept on their business (Bryant & Livholts, 2017). In addition, the food company can also make dishes as like of local dishes, but their services and serving quality is like that of global background then they also apply this Glocality concept in their business. For example, McDonalds’s uses this Glocality concept so that they enhance their business growth in different countries of the world.

The major benefit of the Glocality concept in business is that by applying it, the firm can increase their value based brand positioning strategy in the particular market. In addition, the Glocality concept in business helps the company to increase their competitive dynamics internationally in comparison to the other similar businesses in the market (Næss, 2016). Besides this, the strategy of glocalization is essential for all type of businesses in the current day because it helps the companies to think strategically to achieve their corresponding vision. In other words, the variation of the glocalization strategies helps the customers of the host country to relate them to the global character in an effective and much better way.

References

Alvarez, M. G. (2017). Glocality: a second international life for excellent work. Journal of the European Honors Council, 1(1), 1-3.

Brint, S. (2015). Professional responsibility in an age of experts and large organizations. In Professional Responsibility(pp. 89-107). Springer, Cham.

Bryant, L., & Livholts, M. (2017). Glocality and social work: methodological responsiveness to moments of rupture. In Social Work in a Glocalised World (pp. 228-238). Routledge.

Buffel, T., Skyrme, J., & Phillipson, C. (2017). Connecting research with social responsibility: developing ‘age-friendly’communities in Manchester, UK. In University Social Responsibility and Quality of Life (pp. 99-120). Springer, Singapore.

Janssen, C., Sen, S., & Bhattacharya, C. B. (2015). Corporate crises in the age of corporate social responsibility. Business Horizons, 58(2), 183-192.

Leo?ski, W. (2016). CSR 2.0 as a new approach to corporate social responsibility. Jagiellonian Journal of Management, 2(Numer 3), 217-226.

Næss, H. E. (2016). Creating” the Field”: Glocality, Relationality, and Transformativity. In Forum Qualitative Sozialforschung/Forum: Qualitative Social Research (Vol. 17, No. 3, p. 20). DEU.

Visser, W. (2014). The Principles of CSR 2.0. In CSR 2.0 (pp. 51-65). Springer, Berlin, Heidelberg.

Wisse, B., van Eijbergen, R., Rietzschel, E. F., & Scheibe, S. (2018). Catering to the needs of an aging workforce: The role of employee age in the relationship between corporate social responsibility and employee satisfaction. Journal of Business Ethics, 1-14.

Wójcik, P. (2016). How creating shared value differs from corporate social responsibility. Journal of Management and Business Administration, 24(2), 32-55.