| 授業名 | International CSR and Sustainable Business |
|---|---|
| Course Title | International CSR and Sustainable Business |
| 担当教員 Instructor Name | Rebecca Chunghee Kim |
| コード Couse Code | NUC447_N24B |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2024 UG Nisshin Term3 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
NUCB's mission is to educate innovative and ethical leaders who possess a ʻFrontier Spiritʼ and to create knowledge that advances business and society. As one of the core courses of a leading globally engaged school, this course aims to underpin NUCB's mission and future purpose for educating responsible leaders who contribute to the SDGs of global society.
授業の目的（意義） / Importance of this course
This course examines business from a comparative/global social responsibility perspectives. In particular, it explores the existence of corporations in liberal democracies; responsibility and sustainability-related concerns surrounding multinational corporations and globalisation; various issues of contemporary capitalism (e.g., sustainable management; diversity and inclusion; human rights; and ESG).
到達目標 / Achievement Goal
The main concepts and theories underpinning the CSR will be introduced, and students will have the opportunity to use these in understanding business related issues. Considerable emphasis will be placed on student participation in class, with the aim of promoting sustainable reflection on the many important issues that surround business-society relations. Ultimately, the goal of the course is to enable students to recognise and reflect upon complex sustainability-related problems with a view to enhancing students' analytical, decision-making, and managerial skills.
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
Specifically, this module develops a knowledge and understanding of:
• Divergence of CSR (e.g., West vs. Asia)
• CSR and Institutional/Cultural Changes
• Issues of international market: e.g. human rights, marketing, sustainable management, diversity and inclusion
The course develops the following intellectual skills:
• The cognitive skills of critical thinking, analysis and synthesis, including the ability to identify assumptions, evaluate statements in terms of evidence, to detect false logic or reasoning, to identify implicit values, and to define terms adequately and to generalise appropriately.
• Effective qualitative problem solving and decision making skills.
• The ability to create, evaluate and access a range of options, together with the capacity to apply ideas and knowledge to a range of business and other situations.
• Understanding of the link between theoretical and empirical work on international business.
• The ability to research both country and case-study material
This course develops these professional and practical skills:
• Qualitative research skills.
• The ability to apply theory to business problems and phenomena.
• Self awareness, openness and sensitivity to diversity in terms of people, cultures, business and management issues.
• Effective performance within a team environment, including leadership, team building, influencing and project management skills.
Finally, this course develops these transferable (key) skills:
• Effective oral and written communication skills in a range of traditional and electronic media.
• Effective self-management in terms of time, planning and behaviour, motivation, self-starting, individual initiative and enterprise.
• Learning to learn and developing an appetite for reflective, adaptive and collaborative learning.
• The interpersonal skills for effective listening, negotiating, persuasion and presentation.
• The ability to research key issues
• The ability to combine theoretical and empirical analysis
• Divergence of CSR (e.g., West vs. Asia)
• CSR and Institutional/Cultural Changes
• Issues of international market: e.g. human rights, marketing, sustainable management, diversity and inclusion
The course develops the following intellectual skills:
• The cognitive skills of critical thinking, analysis and synthesis, including the ability to identify assumptions, evaluate statements in terms of evidence, to detect false logic or reasoning, to identify implicit values, and to define terms adequately and to generalise appropriately.
• Effective qualitative problem solving and decision making skills.
• The ability to create, evaluate and access a range of options, together with the capacity to apply ideas and knowledge to a range of business and other situations.
• Understanding of the link between theoretical and empirical work on international business.
• The ability to research both country and case-study material
This course develops these professional and practical skills:
• Qualitative research skills.
• The ability to apply theory to business problems and phenomena.
• Self awareness, openness and sensitivity to diversity in terms of people, cultures, business and management issues.
• Effective performance within a team environment, including leadership, team building, influencing and project management skills.
Finally, this course develops these transferable (key) skills:
• Effective oral and written communication skills in a range of traditional and electronic media.
• Effective self-management in terms of time, planning and behaviour, motivation, self-starting, individual initiative and enterprise.
• Learning to learn and developing an appetite for reflective, adaptive and collaborative learning.
• The interpersonal skills for effective listening, negotiating, persuasion and presentation.
• The ability to research key issues
• The ability to combine theoretical and empirical analysis
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 10 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 90 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Course prerequisites
Participants should allow at least 3 hours of preparation time per case.
A laptop computer is required for electronic distribution of handouts on the day of the class.
Even though this course does not use a textbook, the students will learn theories, notions and models in the field of international management.
Preparation report
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report (i.e., (1) critical understanding of the cases (1 page); and (2) expected key takeaways from the cases (1 page)).
Submission method : via Google Classroom.
Submission deadline: Before the class begin (7:00am for each class day).
Final Report
The case for final report will be announced ahead of the submission deadline to give you some time to familiarize yourself with the decision-making scenario.
Submission method: via Google Classroom.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
Participants should allow at least 3 hours of preparation time per case.
A laptop computer is required for electronic distribution of handouts on the day of the class.
Even though this course does not use a textbook, the students will learn theories, notions and models in the field of international management.
Preparation report
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report (i.e., (1) critical understanding of the cases (1 page); and (2) expected key takeaways from the cases (1 page)).
Submission method : via Google Classroom.
Submission deadline: Before the class begin (7:00am for each class day).
Final Report
The case for final report will be announced ahead of the submission deadline to give you some time to familiarize yourself with the decision-making scenario.
Submission method: via Google Classroom.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
授業スケジュール Course Schedule
第1日（Day1）
Part 1: Introduction to Corporate Social Responsibility (CSR)Topic 1: Course Overview, Objectives, and Expectations
Topic 2: Introduction to CSR: Scope, Importance and Challenges
●使用するケース
The Dannon Company: Marketing and Corporate Social Responsibility (A) (HBS)第2日（Day2）
Part 2: Global CSR ITopic 3: Shareholder-stakeholder Twist
Topic 4: Profitability versus Sustainability
●使用するケース
PATAGONIA’S SUSTAINABILITY STRATEGY: DON’T BUY OUR PRODUCTS (IMD)第3日（Day3）
Part 3: Global CSR IITopic 5: Circular Economy
Topic 6: Sustainable Management
●使用するケース
IKEA: Becoming a Circular Business (IVEY)第4日（Day4）
Part 4: CSR in Asian Institutional DynamicsTopic 7: How and to What Extent CSR in Asia Different?
Topic 8: How Does International Business Manage It?
●使用するケース
Unilever's Lifebuoy in India: Implementing the Sustainability Plan (HBS)第5日（Day5）
Part 5: CSR and EmployeesTopic 9: Whistleblowing
Topic 10: Corporate Misconduct
●使用するケース
Theranos: Who Has Blood on Their Hands? (A) (HBS)第6日（Day6）
Part 6: Social EnterpriseTopic 11: Critical Factors of a Social Enterprise's Business Model
Topic 12: How to Manage Both the Social Purpose and Financial Sustainability
●使用するケース
Daddy Lab: A Chinese Social Enterprise's Dilemma (CEIBS)第7日（Day7）
Part 7: Future of CSR and Environmental, Social, and Governance (ESG)Topic 13: Sustainable Growth Strategy
Topic 14: Explore the link between sustainability and accountability.
●使用するケース
Chanel 1.5°: A sustainability journey (IMD)成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 10 % |
| 授業内での挙手発言 Class Contribution | 40 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 10 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 40 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Preparation before class and active participation in both small group discussion and open class discussion are expected. The preparation report and the final report will be graded by the comprehensiveness and depth of arguments. The final course grading will follow a forced distributed curve when the number of participations is larger than 10.教科書 Textbook
- Rasche, A., Morsing, M., Moon, J., & Kourula, A.「Corporate Sustainability: Managing Responsible Business in a Globalised World」Cambridge University Press（2023）(Print) 9781009100403, 9781009
参考文献・資料 Additional Readings and Resource
SELECTED PEER-REVIEWED JOURNAL ARTICLES OF THE LECTURER
1) KIM, R. C. (2022). Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility, 31(2), 346-362.
2) KIM, R. C., SAITO, A., & AVVARI, M. (2020). Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management, 19, 379–406.
3) KIM, R. C. (2018). Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia. Sustainability, 10(11), https://www.mdpi.com/2071-1050/10/11/4128.
4) KIM, R.C. YOO, K. I., & UDDIN, H. (2017). The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident. Business Horizons, 61(4), 533-544.
5) KIM, R.C., & MOON, J. (2015). Dynamics of corporate social responsibility in Asia: Knowledge and norms. Asian Business & Management, 14(5), 349-382.
6) KIM, C.H., AMAESHI, K., HARRIS, S., & SUH, C-J. (2013). CSR and the National Institutional Context: The Case of South Korea. Journal of Business Research, 66(12), 2581-2591.
7) BOLTON, S., KIM, R. C., & O’GORMAN, K. D. (2011). Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study. Journal of Business Ethics, 101(1), 61-74.
8) KIM, C.H., & SCULLION, H. (2011). Exploring the links between corporate social responsibility and global talent management: a comparative study of the UK and Korea. European Journal of International Management, 5(5), 501-523.
1) KIM, R. C. (2022). Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility, 31(2), 346-362.
2) KIM, R. C., SAITO, A., & AVVARI, M. (2020). Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management, 19, 379–406.
3) KIM, R. C. (2018). Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia. Sustainability, 10(11), https://www.mdpi.com/2071-1050/10/11/4128.
4) KIM, R.C. YOO, K. I., & UDDIN, H. (2017). The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident. Business Horizons, 61(4), 533-544.
5) KIM, R.C., & MOON, J. (2015). Dynamics of corporate social responsibility in Asia: Knowledge and norms. Asian Business & Management, 14(5), 349-382.
6) KIM, C.H., AMAESHI, K., HARRIS, S., & SUH, C-J. (2013). CSR and the National Institutional Context: The Case of South Korea. Journal of Business Research, 66(12), 2581-2591.
7) BOLTON, S., KIM, R. C., & O’GORMAN, K. D. (2011). Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study. Journal of Business Ethics, 101(1), 61-74.
8) KIM, C.H., & SCULLION, H. (2011). Exploring the links between corporate social responsibility and global talent management: a comparative study of the UK and Korea. European Journal of International Management, 5(5), 501-523.
授業調査に対するコメント Comment on Course Evaluation
Class discussion will follow a more structured and theoretically based manner.
担当教員のプロフィール About the Instructor
Rebecca Chunghee Kim, Ph.D. is Professor of Business Ethics and International Management at the NUCB Business School. She was a British Chevening scholar and a visiting scholar of University of California, Berkeley. Rebecca received her PhD degree (2009) from University of Strathclyde Business School, UK.
Specialized field and societal impact:
Rebecca is particularly interested in research on comparative and global CSR, ESG, and capitalism through active collaboration with scholars/practitioners from around the world. Her research interest also includes: UN SDGs; Inclusive Leadership; Family Business; and Institutional Theory. As a discussion-loving scholar, Rebecca has delivered speeches/guest lectures on international CSR and ESG in various nations including Japan, Korea, Malaysia, India, Indonesia, Vietnam, Philippines, Mongolia, UK and USA.
Selected Refereed Articles:
• (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR, Business Ethics, the Environment & Responsibility, 31(2), 346-362.
• (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan, Strategic Analysis, 46(4), 403–415.
• (2021) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice, Asian Business & Management, 19, 379–406.
• (2018) The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident, Business Horizons], 61(4), 533-544.
• (2018) Can Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia, Sustainability, 10(11), 4128.
Refereed Proceedings
• (2023) Retention of Millennial and Gen Z Employees: Does CSR Matters? 2023 AoM Conference Proceedings (Boston, USA)
• (2023) Revisiting Carroll’s Pyramid of CSR Model: How to Improve CSR Education in Multi-cultural Setting, 2023 European Academy of Management (EURAM) Conference Proceedings (Trinity Business School, Dublin, Ireland)
• (2022) Inclusive Leadership in Times of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 2022 EURAM Conference Proceedings (Zhaw School of Management and Law, Winterthur, Switzerland)
• (2021) Inclusive Leadership in a Time of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 47th EIBA Annual Conference 2021 (Madrid, Online)
• (2021) Distortions of Capitalism and Corporate Social Responsibility: 5 Ways To Reinvent CSR” 2021 EURAM Annual Conference Proceedings (University of Quebec, Online)
（実務経験 Work experience）
Previously, Rebecca taught at Ritsumeikan Asia Pacific University, University of Nottingham, University of Strathclyde, and University of Edinburgh. Prior to entering academia, she worked in the fields of foreign diplomacy, government, NGO and CSR consulting business as a professional of international relations for twelve years.
Refereed Articles
- (2022) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management 19
- (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan. Strategic Analysis 46(4):
- (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility 31(2):
Refereed Proceedings
- (2023). Retention of Millennial and Gen Z Employees: Does CSR Matter?. 2023 AoM Proceedings .2023 Academy of Management (AoM) Conference . 1. 2. Boston, USA