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Rebecca MacKinnon
important that such companies anticipate and seek to avoid problems that could
damage their reputation and lead to loss of “ legitimacy ” with their target users and
customers.
76
In India, the idea that business has a duty to serve the greater social good has deep
roots in Gandhi ’ s “ trusteeship ” model.
77 The Tata Group, which owns a number of
ICT-related businesses, proudly quotes its founder Jamshetji Nusserwanji Tata (1839 –
1904): “ In a free enterprise, the community is not just another stakeholder in business,
but is in fact the very purpose of its existence. ”
78 While Indian companies have traditionally equated “ corporate social responsibility ” with charitable donation, a growing
number — pushed by a broad range of civil society groups from national and international NGOs to local grassroots movements — are recognizing the need to engage with
a broad range of “ stakeholders ” affected by their business, including India ’ s many
vibrant NGOs and grassroots activist groups, representing the interests of affected
communities and groups.
79 As Indian multinationals expand around the world and
seek to sharpen their competitiveness, more of them are adopting international standards for corporate social responsibility in order to improve their reputational capital
in foreign markets.
80
In South Korea, research shows that consumers tend to reward companies with reputations for being “ good ” to their communities and to their workers, while being less
inclined to base purchasing decisions on companies ’ environmental practices.
81 Yet the
South Korean environmental movement, which blossomed after the political system
democratized in the early 1990s, achieved substantial change through public campaigns, media tactics, and political strategy. Most importantly, over the course of two
decades the South Korean environmental movement — with the support of a broader
global movement — was successful in reframing national priorities and values away
from an earlier “ developmentalist ” narrative, promoted by government and industry,
that economic development should be achieved at all costs.
82 Over time, thanks to
democratization and greater media freedoms, the public and policymakers alike came
to embrace the notion that clean soil, air, and water and conservation of national
resources were not only essential for people ’ s health and well-being, but were ultimately
necessary for the nation ’ s continued economic success. This shift in values has been
crucial to bringing about change in government policy and business practice.
83
South Korean society — like all modern industrialized consumption-driven economies — struggles with the problem of how to truly walk the talk. But the critical fi rst
step was to reframe prevailing narratives of what national “ success ” should look like.
Globally, the mounting public pressure on companies to act responsibly is due to a
dramatic shift in public expectations. That, in turn, is thanks to civil society ’ s success
in reframing the public discourse. Again, implementation remains a constant struggle.
But once the concept was fi rmly planted in the public consciousness, it took root and
has continued to grow.
Rebecca MacKinnon
important that such companies anticipate and seek to avoid problems that could
damage their reputation and lead to loss of “ legitimacy ” with their target users and
customers.
76
In India, the idea that business has a duty to serve the greater social good has deep
roots in Gandhi ’ s “ trusteeship ” model.
77 The Tata Group, which owns a number of
ICT-related businesses, proudly quotes its founder Jamshetji Nusserwanji Tata (1839 –
1904): “ In a free enterprise, the community is not just another stakeholder in business,
but is in fact the very purpose of its existence. ”
78 While Indian companies have traditionally equated “ corporate social responsibility ” with charitable donation, a growing
number — pushed by a broad range of civil society groups from national and international NGOs to local grassroots movements — are recognizing the need to engage with
a broad range of “ stakeholders ” affected by their business, including India ’ s many
vibrant NGOs and grassroots activist groups, representing the interests of affected
communities and groups.
79 As Indian multinationals expand around the world and
seek to sharpen their competitiveness, more of them are adopting international standards for corporate social responsibility in order to improve their reputational capital
in foreign markets.
80
In South Korea, research shows that consumers tend to reward companies with reputations for being “ good ” to their communities and to their workers, while being less
inclined to base purchasing decisions on companies ’ environmental practices.
81 Yet the
South Korean environmental movement, which blossomed after the political system
democratized in the early 1990s, achieved substantial change through public campaigns, media tactics, and political strategy. Most importantly, over the course of two
decades the South Korean environmental movement — with the support of a broader
global movement — was successful in reframing national priorities and values away
from an earlier “ developmentalist ” narrative, promoted by government and industry,
that economic development should be achieved at all costs.
82 Over time, thanks to
democratization and greater media freedoms, the public and policymakers alike came
to embrace the notion that clean soil, air, and water and conservation of national
resources were not only essential for people ’ s health and well-being, but were ultimately
necessary for the nation ’ s continued economic success. This shift in values has been
crucial to bringing about change in government policy and business practice.
83
South Korean society — like all modern industrialized consumption-driven economies — struggles with the problem of how to truly walk the talk. But the critical fi rst
step was to reframe prevailing narratives of what national “ success ” should look like.
Globally, the mounting public pressure on companies to act responsibly is due to a
dramatic shift in public expectations. That, in turn, is thanks to civil society ’ s success
in reframing the public discourse. Again, implementation remains a constant struggle.
But once the concept was fi rmly planted in the public consciousness, it took root and
has continued to grow.