International Business under Adversity
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International Business under Adversity

A Role in Corporate Responsibility, Conflict Prevention and Peace

Edited by Gabriele G.S. Suder

What is the role of international business in this dilemma? How and why do international corporations maximize value beyond core strategy and partners through corporate responsibility? This informative and accessible resource expands the readers’ understanding of the ways in which profit maximization, value creation and community benefit interconnect. How to respect the wider business settings and communities, the environment and encourage peace? Is this just another dream? This book clearly provides a starting point for upstream mitigation, in which collective action allows disruption to be avoided at its very roots. It shows the way into responsible business, as a downright condition for an enlightened self-interest for all parties to pursue.
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Chapter 11: Corporate Social Responsibility as a New Orientation in Response to Crisis Management of Sea Changes and Navigational Dead Reckoning

Ihsen Ketata and John R. McIntyre


Ihsen Ketata and John R. McIntyre 11.1 INTRODUCTION Given the characteristics of the 21st century, with terrorist attacks a tangible reality at any time in heretofore relatively immune geographic areas, climate change as a multi-level threat, and business corruption increasingly a common occurrence, international business is struggling to find a compass to navigate through successive crises. The threat and advent of terrorist attacks (as well as the perception of such threats and their objective assessment) have weakened the world economy in both tangible and intangible ways, while consumers are increasingly asking for life-cycle sustainable and safer products with minimal ecological and health untoward impacts, that is, using less energy, reducing environmental damage and enhancing health and security conditions. Companies should respond creatively and forthrightly to these concerns, which, unaddressed, could have the unfortunate result of lasting boycotts of specific goods or services (Grimpe et al. 2007). Against the background of rising global risks and uncertainty, multinational companies must navigate a more complex, faster shifting environment, in which crisis management is a required component of global operations with varied impacts on all stakeholders. Increased pressures on all phases of decision making and strategic choices by corporations are the most pressing result. In this chapter, we have selected three overarching and salient issue areas from the multiplicity of challenges, threats and risks that the new century has brought to the forefront of international actors’ agendas and those of their top executive teams. Buttressing our analysis on these three issue areas – which...

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