The failure of many governments to provide basic rights for their citizens has given rise to the expectation that globally operating corporations should step in and fill governance gaps, for example in the area of human rights. Today, many large multinational corporations claim to conduct business in a socially responsible manner, yet no tools exist to assess whether and to what degree they have indeed systematically revised their business practices to take on these new responsibilities. Managing Corporate Legitimacy addresses these research gaps by clarifying the role of the corporation as a private actor in global governance at conceptual and empirical levels; by contributing to our theoretical understanding of CC as a new phenomenon in globalization; and by furthering the development of appropriate approaches to CC in practice through its toolkit.
The tool structures the implementation process in five learning stages (defensive, compliance, managerial, strategic and civil). The final civil stage describes political corporate behaviour. The author includes an empirical assessment of five Swiss multinationals in this book which reveals that most companies – even those with relatively long-standing and mature policies on social and environmental issues – have only just started to learn how to become corporate citizens. The book therefore concludes with a discussion of an issue-specific extension of the assessment tool and presents methods for setting priorities in the approach to corporate citizenship that may also facilitate corporate engagement with stakeholders.
The tools developed in this book provide practical and detailed guidance for implementing and embedding CC and managing corporate legitimacy. It will be essential reading for practitioners looking for ways to legitimize their engagement with societal issues and for academics considering how we can better measure the engagement of business with CC.
Table of Contents
1. Global rules — private actors: The role of the MNC in global governance1.1. MNCs in global governance1.2. Research gaps1.3. Aim of the research1.4. Structure of the research 2. Mapping the theoretical foundations for defining the role of the MNC in a global economy2.1. Theoretical background and key concepts2.2. New theoretical developments in political science and business administration 3. Bridging theory and practice — Developing an assessment tool for corporate citizenship3.1. Developing an ideal of CC3.2. Putting CC into practice3.3. Results of expert interviews and analysis of best practices3.4. Learning to implement CC3.5. Developing the assessment tool 4. Assessing corporate citizenship — an empirical study of Swiss UNGC participants4.1. The methodological approach to the empirical study4.2. Case study results—implementation of CC according to three dimensions4.3. Summary of empirical results4.4. Limitations of the empirical research 5. Discussion of the empirical findings5.1. Practical implications5.2. Theoretical implications 6. Refining the assessment tool6.1. Introducing an issue-specific dimension to the assessment of CC6.2. Prioritizing issues and maintaining corporate legitimacy 7. Conclusions and further researchBibliographyAppendices