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Full Description
Recently multinational corporations have begun to reinvent themselves as socially responsible actors, largely in response to anti-corporate activist pressure. The author argues that a concern with corporate reputation is leading to an ideational shift in corporate behavior - in essence, it is disciplining their behaviour. This innovative exploration of the idea of a self-regulating corporation in an era of globalisation first examines the link between corporate reputation, corporate behaviour and self-regulation, and goes on to compare and contrast various studies of multinational corporations that have sought to self-regulate.
Terry O'Callaghan includes a multifaceted critique of anti-corporate activists, which acknowledges both the dangers multinational corporations pose to communities and the fact that anti-corporate activists are the first groups to understand that corporate reputations could be put at risk by targeted campaigns. He also illustrates his themes through three case studies of companies that have attempted to self-regulate, including Royal Dutch Shell, the Toyota Motor Corporation and Interface Inc.
Undergraduate and postgraduate students of international business, management and business ethics will be interested in the essential topics covered in this book, and academics and practitioners alike will appreciate its accessible lessons about reputational capital and holding MNCs accountable.
Contents
Contents: Introduction 1. Towards corporate self-regulation 2. Disciplining MNCs: corporate reputation as a driver of ideational change 3. Exploring the idea of a self-regulating corporation 4. Royal Dutch Shell's PR-led approach to self-regulation 5. The rise and fall and rise of the Toyota way 6. Interface Inc: a model of a self-regulating corporation? 7. Conclusion: Beyond Sustainability and Long Live the Australian Night Parrot Bibliography Index
