Based on the underlying assumption that Corporate Social Responsibility (CSR) is valued differently by companies and stakeholders, the thesis empirically analyze the synergy between business strategy and CSR activities, as well as the perception of two business cases for strategic CSR. Companies have already done much to improve the social and environmental consequence of their activities, yet these efforts have been nearly as productive as they could be, one reason for this is that they put business against society. From this analysis it is found that companies report on their CSR performance as never before, however there are few that implement their CSR activities to their core business. Companies that have a strategic approach to CSR can easier link their CSR performance to financial performance and longterm shareholder value. Strategic CSR can become a source of tremendous social progress, as business applies its considerable resources, expertise and insight to activities that benefits the society as well as the company. The theoretical analysis shows that the two case companies perceive the value of CSR differently, as companies working strategically with CSR can obtain competitive advantages and crate long-term value for the company, society and stakeholders. In some businesses this is currently not realized due to lack of expectations from the environment, lack of methods of implementation as well as value created by the firms social responsibility engagement. The current most common method of implementing CSR is generic. The generic approach is fragmented and so disconnected from business and strategy as to obscure many of the great opportunities for companies to benefit society. An integrated model is suggested, and should pursue CSR integrated in companies core business. Analyzing the findings using Novozymes and SimCorp as a study case it is found that in practice each company value CSR differently. The arising attention to improve social and environmental consequences of their activities is mostly based on the society. Mainstream companies have no concrete ideas of how to link business strategy with CSR, and how their engagement crates value for both the company and society. The study shows that a transition is underway, as CSR continuously will increase its importance in the future. NZ is recommended to continue its work with strategic CSR as a role model for communicating information and the value of social responsibility to the community. NZ is a company working strategically with CSR and will be able to extend the benefit of working with sustainability. SimCorp is one step behind and is recommended to implement a new core model for implementing CSR policy in their core business and strategy. The work will benefit them in a long-term perspective and satisfy stakeholders as well as it continuously will gain economic success.
|Educations||MSc in Finance and Accounting, (Graduate Programme) Final Thesis|
|Number of pages||102|