The Failure of Corporate Social Responsibility in India
The findings of Gomez (2009) in his article: The failure of corporate social responsibility shall be presented in this paper. The relevance of this article for businesses people in the 21st century is by its demonstration on the abuse of corporate social responsibility that forms an important aspect of Multinational Corporations. The author’s thesis of this article is the “study of nine countries – India, the Philippines, Peru, Bolivia, Australia, Canada, Nigeria, Chad and Cameroon – institutional capture manifests itself in a number of ways, most of which can contribute to practices that would otherwise be severely criticized.” My initial reaction towards the article was that of astonishment and surprise upon reading the article. This is because I had not imagined how far these multinational corporation may abdicate their social responsibilities in preference of mischievous games of exploiting the indigenous people without any sense of concern and sensitivity.
Summary
Gomez, in this explorative study argues that failure of corporate social responsibility by multinational corporations has been precipitated by the abdication of these firms’ duties in the provision of key social services to the indigenous people. The debate is about the consequence of indiscriminate resource extraction without due consideration of the key social demands of indigenous people. Through a comparative analysis, the author has provided boardroom decisions that manage major multinational corporations. In addition to the above, Gomez illustrates the mutual benefits these corporations stand to reap from appropriate and relevant social responsibility initiatives.
Critique
The authors have settled on an appropriate topic that immediately makes it clear what issues are to be discussed in the paper. The abstract presented is an accurate and comprehensive summarization of the entire thesis. The methodology (explorative research) used is also appropriate for the research as it follows a clear synthesis of the major findings as presented by various authors on the topic under discussion, based on empirical as well as theoretical research. The discussion presented is detailed, comprehensive and informative in evaluative language that helps business managers align their corporate social responsibilities within the key social demands of the indigenous people.
Conclusion
In the exploration of The failure of corporate social responsibility in India, the Philippines, Peru, Bolivia, Australia, Canada, Nigeria, Chad and Cameroon, Gomez effectively support the thesis by pointing out factors that contribute to this failure in the individual countries. The article opens a rich area within MCNs that is an interesting topic for further studies.
Weaving Social Responsibility with Business Strategy: A Case Study of South India Paper Mills
The second article; Weaving Social Responsibility with Business Strategy: A Case Study of South India Paper Mills by Kanchan (2010) explores how South India Paper Mills has effectively responded to the critical social demands of the indigenous people through the entrenchment of strong culture of social responsibility in its operations. Kanchan’s thesis is exploration of the ability of any company to become a leader through the choices that encompass its culture of operations. My initial reaction towards the article after reading it was encompassed by the positive roles multinational corporations can play in improving the lives of the people. South India Paper Mills case study stands out as a true demonstration of beneficial relationship.
Summary
By drawing relevant theories in the filed of management, the author presents how South India Paper Mills has effectively entrenched the culture of social responsibility to smoke away competition and enhance corporate image amongst the indigenous Indian communities. The author has demonstrated how this firm has weaved Social responsibility with business strategy to achieve business success. This article also expounds on the need for a social responsibility philosophy within the culture of an organization. In addition to the above, it illustrates how social responsibility initiatives can effectively improve the lives of indigenous people.
Critique
The strongest part of this article that has contributed to its relevance is the illustration of specific areas that South India Paper Mills has weaved in its social responsibility with business strategies. The author did not only present the critical contribution through evaluative language of the relevance of social responsibility to an organization but has also analyzed the effectiveness of the initiatives undertaken by the company to the benefit of the indigenous community. The conclusion and future research have also been succinctly presented, based on a dissemination of the key findings generated from research.
Conclusion
The overall purpose of the article Weaving Social Responsibility with Business Strategy: A Case Study of South India Paper Mills as a presentation of a case study on how South India Paper Mills has effectively weaved social responsibility with business strategy. The author has effectively supported his thesis by creating a link between the thesis, the body and the conclusion of the article. However, a comparative analysis with how the other local and MCNs in India are handling their social responsibility issues would have provided an interesting delineation on the topic.