CSR Economic Assignment Help With Solution
PLEASE reference EVERYTHING when writing… Harvard referencing style throughout the assignment.
The question is as follows:
Block 6 covers a number of contemporary themes in strategy, including strategy discourse and strategy’s role in social responsibility and sustainability. This question asks you to consider a case study about strategic corporate social responsibility (CSR).
Word limit 2500 words overall
Read the article: ‘In search of the good business’, The Economist, 9 August 2014 [Online] (Accessed 22 August 2014). How might an understanding of strategy as discourse support Unilever’s implementation of the Sustainable Living Plan? (1000 words)
Drawing on the work of Porter and Kramer (2006), evaluate the Sustainable Living Plan as a potential source of competitive advantage. (1500 words)
Guidance to students
This question asks you to consider how discourse, particularly storytelling and narrative, can support the implementation of strategy. What are the stories that Polman is tapping into? What stories does he and his colleagues need to tell (and to whom) to realise the Sustainable Living Plan? There are a lot of potential examples, so be selective. You need to concentrate on demonstrating your understanding of concepts from Block 6, supported by carefully chosen examples from the case study.
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Part 2 is an invitation to compare Unilever’s strategy for CSR (as reported in the case study) with the principles advanced by Porter and Kramer (2006) in their work on CSR as a source of competitive advantage. As far as you can interpret from the case study article, would Unilever’s justification for CSR survive Porter and Kramer’s criticism of ‘misguided’ arguments for CSR? How does it perform against Porter and Kramer’s suggested use of value chain analysis to understand impact? And how does it measure up to their suggested use of the diamond framework to capture the elements of Unilever’s competitive context? Come to a justified conclusion about the extent to which it provides a source of ‘shared value’ (Porter and Kramer, 2006, p. 84).
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