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5.3. Canon’s conflicts5.3.1. Stress-related illnessesWhen trying to analyze the company’s behaviour it was difficult to find reliable independent articles.Nevertheless, one article from 2007 deserves attention.159 In Canon Denmark a problem of stressrelatedillnesses occurred. These illnesses were the result of changes in the organization and increasingpressure to perform. As this caused many problems for business managers, human resources (HR) andincreased the workload for other employees, Canon Denmark started to develop a policy to reduce stressin the workplace. While it was carrying out research for that policy, the government of Denmark alsostrengthened the anti-smoking legislation and the works council was demanding changes to a number ofexisting policies. The company realized that a specific stress-reduction policy was not enough and startedto examine not only its own, but the European and global Canon policies as well.1605.3.2. Employees not allowed to sit down during working hoursInternet research also presented a couple of articles related to Canon Electronics Inc., a company basedin Japan, forcing its employees to stand during their work and demanding that they walk at a specificpace. As it was not possible to find an NGO report on this topic or any other completely reliable source,this research is based on blogs and comments by alleged employees. In Hisashi Sakamaki’s theory(Representative Director of Canon Electronics) forcing employees to stand not only saves money butincreases productivity and enhances employee relationships.161 It can be called into question whether removing chairs enhances productivity in the long run. It is fair to assume that people feel under pressurewhen they are not allowed to sit down or when they are forced to walk at a prescribed speed. The previouslymentioned Canon Denmark case clearly showed that work-related stress has a negative effect on thewhole working process and that good management focused on preventing stressful situations is crucial.Good practices from one company should apply to the whole group. The annual report should provideinformation on the way the company follows best practices in its worldwide operations and this shouldwell exceed legal requirements.162 Clear conclusions on how this case was addressed, if addressed at all,cannot be made due to the non-ability of the author of this article to understand the Japanese language.But at the same time it points to a lack of transparency in reporting on this issue. An official report fromthe company would be appreciated as it is difficult to assess the situation from an European point of view

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5.3. Canon’s conflicts5.3.1. Stress-related illnessesWhen trying to analyze the company’s behaviour it was difficult to find reliable independent articles.Nevertheless, one article from 2007 deserves attention.159 In Canon Denmark a problem of stressrelatedillnesses occurred. These illnesses were the result of changes in the organization and increasingpressure to perform. As this caused many problems for business managers, human resources (HR) andincreased the workload for other employees, Canon Denmark started to develop a policy to reduce stressin the workplace. While it was carrying out research for that policy, the government of Denmark alsostrengthened the anti-smoking legislation and the works council was demanding changes to a number ofexisting policies. The company realized that a specific stress-reduction policy was not enough and startedto examine not only its own, but the European and global Canon policies as well.1605.3.2. Employees not allowed to sit down during working hoursInternet research also presented a couple of articles related to Canon Electronics Inc., a company basedin Japan, forcing its employees to stand during their work and demanding that they walk at a specificpace. As it was not possible to find an NGO report on this topic or any other completely reliable source,this research is based on blogs and comments by alleged employees. In Hisashi Sakamaki’s theory(Representative Director of Canon Electronics) forcing employees to stand not only saves money butincreases productivity and enhances employee relationships.161 It can be called into question whether removing chairs enhances productivity in the long run. It is fair to assume that people feel under pressurewhen they are not allowed to sit down or when they are forced to walk at a prescribed speed. The previouslymentioned Canon Denmark case clearly showed that work-related stress has a negative effect on thewhole working process and that good management focused on preventing stressful situations is crucial.Good practices from one company should apply to the whole group. The annual report should provideinformation on the way the company follows best practices in its worldwide operations and this shouldwell exceed legal requirements.162 Clear conclusions on how this case was addressed, if addressed at all,cannot be made due to the non-ability of the author of this article to understand the Japanese language.But at the same time it points to a lack of transparency in reporting on this issue. An official report fromthe company would be appreciated as it is difficult to assess the situation from an European point of view

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4.3. Apple’s conflictsThe limited transparency of Apple’s supplier sustainability policy has often been criticized in the media.120In February 2010 Apple also turned down two shareholders’ sustainability proposals to establish asustainability report on Apple’s environmental policies and the impact that climate change has on thecompany. The other proposal was to establish a board of directors’ sustainability committee.1214.3.1. Labour and human rightsA well-known conflict involving Apple’s suppliers is the suicides at Foxconn.122 It is the largest contractedelectronics manufacturer in the world, with dealings involving Dell and Sony.123 Foxconn is themanufacturer of iPhones and iPads and employs over 900,000 workers, of whom 420,000 employeeswork at the Foxconn Shenzhen plant. This plant covers 15 factories, including dormitories, a hospital, abank, a grocery store and restaurants. The workers live and work inside the complex.

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4.3. Apple’s conflictsThe limited transparency of Apple’s supplier sustainability policy has often been criticized in the media.120In February 2010 Apple also turned down two shareholders’ sustainability proposals to establish asustainability report on Apple’s environmental policies and the impact that climate change has on thecompany. The other proposal was to establish a board of directors’ sustainability committee.1214.3.1. Labour and human rightsA well-known conflict involving Apple’s suppliers is the suicides at Foxconn.122 It is the largest contractedelectronics manufacturer in the world, with dealings involving Dell and Sony.123 Foxconn is themanufacturer of iPhones and iPads and employs over 900,000 workers, of whom 420,000 employeeswork at the Foxconn Shenzhen plant. This plant covers 15 factories, including dormitories, a hospital, abank, a grocery store and restaurants. The workers live and work inside the complex.

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Coca-Cola’s conflictsSeveral campaigns and demonstrations followed the publication of a report issued by the Indian NGOCentre for Science and Environment (CSE) in 2003. The report provided evidence of the presence ofpesticides, to a level exceeding European standards,25 in a sample of a dozen Coca-Cola and PepsiCobeverages sold in India.26 With that evidence at hand, the CSE called on the Indian government toimplement legally enforceable water standards. The report gained ample public and media attention,resulting in almost immediate effects on Coca-Cola revenues.The main allegations made by the NGO against Coca-Cola were that it sold products containingunacceptable levels of pesticides, it extracted large amounts of groundwater and it had polluted watersources.27 These conflicts will be discussed under 2.3.1 and 2.3.2.2.3.1. The presence of pesticidesRegarding the allegation about Coca-Cola beverages containing high levels of pesticide residues, theIndian government undertook various investigations. The government set up a Joint Committee28 tocarry out its own tests on the beverages. The tests also found the presence of pesticides that failed to meetEuropean standards, but they were still considered safe under local standards. Therefore, it was concludedthat Coca-Cola had not violated any national laws. However, the Indian government acknowledged theneed to adopt appropriate and enforceable standards for carbonated beverages.

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Coca-Cola’s conflictsSeveral campaigns and demonstrations followed the publication of a report issued by the Indian NGOCentre for Science and Environment (CSE) in 2003. The report provided evidence of the presence ofpesticides, to a level exceeding European standards,25 in a sample of a dozen Coca-Cola and PepsiCobeverages sold in India.26 With that evidence at hand, the CSE called on the Indian government toimplement legally enforceable water standards. The report gained ample public and media attention,resulting in almost immediate effects on Coca-Cola revenues.The main allegations made by the NGO against Coca-Cola were that it sold products containingunacceptable levels of pesticides, it extracted large amounts of groundwater and it had polluted watersources.27 These conflicts will be discussed under 2.3.1 and 2.3.2.2.3.1. The presence of pesticidesRegarding the allegation about Coca-Cola beverages containing high levels of pesticide residues, theIndian government undertook various investigations. The government set up a Joint Committee28 tocarry out its own tests on the beverages. The tests also found the presence of pesticides that failed to meetEuropean standards, but they were still considered safe under local standards. Therefore, it was concludedthat Coca-Cola had not violated any national laws. However, the Indian government acknowledged theneed to adopt appropriate and enforceable standards for carbonated beverages.

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How Do Internal and External CSR Affect Employees' Organizational Identification? A Perspective from the Group Engagement Model,

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How Do Internal and External CSR Affect Employees' Organizational Identification? A Perspective from the Group Engagement Model,

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The literature examines the impact of firms' corporate social responsibility (CSR) activities on employees' organizational identification without considering that such activities tend to have different targets. This study explores how perceived external CSR (efforts directed toward external stakeholders) and perceived internal CSR (efforts directed toward employees) activities influence employees' organizational identification. In so doing, it examines the alternative underlying mechanisms through which perceived external and internal.The widespread growth of corporate social responsibility (CSR) practices makes it important to determine how they influence different stakeholders such as employees, consumers, investors, suppliers, and the government (Aguinis and Glavas, 2012). Among these groups, employees are vital to any discussion of the origins and consequences of CSR (Aguilera et al., 2007)

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Scholars distinguish between a firm's social initiatives in terms of internal CSR and external CSR, which are directed at internal and external stakeholders, respectively.Internal CSR denotes the policy and practices of an organization that are related to the psychological and physiological well-being of its employees. These include respect for human rights, employee health and safety, work-life balance, employee training, equal opportunity, and diversity External CSR relates to environmental and social practices that help to strengthen the firm's legitimacy and reputation among its external stakeholders (Carroll, 1979; Brammer et al., 2007). External CSR activities include volunteerism, cause-related marketing, corporate philanthropy, and environmental and wildlife protection (Brammer et al., 2007; Chen et al., 2008; Cornelius et al., 2008).

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Scholars distinguish between a firm's social initiatives in terms of internal CSR and external CSR, which are directed at internal and external stakeholders, respectively.Internal CSR denotes the policy and practices of an organization that are related to the psychological and physiological well-being of its employees. These include respect for human rights, employee health and safety, work-life balance, employee training, equal opportunity, and diversity External CSR relates to environmental and social practices that help to strengthen the firm's legitimacy and reputation among its external stakeholders (Carroll, 1979; Brammer et al., 2007). External CSR activities include volunteerism, cause-related marketing, corporate philanthropy, and environmental and wildlife protection (Brammer et al., 2007; Chen et al., 2008; Cornelius et al., 2008).

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For example, Microsoft engages in many commendable forms of external corporate altruism. Their Technology for Good program has provided 62,000 nonprofits with affordable access to technology; and their Microsoft YouthSpark program has sought to provide hundreds of millions of youth with opportunities for education, employment, and entrepreneurship. But, they also apply CSR values in their internal operations. Their goal of becoming a carbon neutral company by applying an internal carbon fee is one such example. The actions of other large companies like IBM's "Smarter Planet" and "Smarter Cities" campaigns reflect this embracing of CSR principles in regular business operations.

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For example, Microsoft engages in many commendable forms of external corporate altruism. Their Technology for Good program has provided 62,000 nonprofits with affordable access to technology; and their Microsoft YouthSpark program has sought to provide hundreds of millions of youth with opportunities for education, employment, and entrepreneurship. But, they also apply CSR values in their internal operations. Their goal of becoming a carbon neutral company by applying an internal carbon fee is one such example. The actions of other large companies like IBM's "Smarter Planet" and "Smarter Cities" campaigns reflect this embracing of CSR principles in regular business operations.

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This distinction is important from an employee perspective because perceived internal CSR appears to be self-focused whereas perceived external CSR appears to be others-focused. These two facets of CSR can, therefore, affect employees' related attitudes and behaviors differently. This study explores how internal and external CSR produce different pathways through which CSR builds identification.

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Fazer food services :
The internal integration of CSR at Fazer is also linked to well-being. The organization takes occupational well-being into consideration by, for example, developing working methods and conditions, minimizing high-load work stages and investing in new systems and equipment. However, despite a general devotion to CSR the company has primarily been focused on external integration. Fazer’s main focus has been on providing its stakeholder with products and services that suit a responsible lifestyle and as expressed in the annual report 2011: “Corporate responsibility is an inseparable part of Fazer’s brand and corporate identity”. Customers’ rising

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interest in corporate responsibility questions and the increasingly important role of the food industry in the field of CSR is the main driver.

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reference: own development