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Corporate Social Responsibility and Innovation in Management Accounting (HAR)

1. Differentiate between responsive CSR and strategic CSR.

Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful effects of their value chain on society.  It also involves securing a good corporate citizenship and mitigating existing and potential harms of a firm’s operations.

Strategic CSR extends beyond these practices and involve initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.  Initiatives that would both confer competitive advantage and benefit society.

2. What are roles of MCS in CSR?

The roles of MCS in CSR were appropriately being use in boundary system and diagnostic uses of budgets, being used as belief system and interactive uses of MCS are more effective in facilitating the

selection and implementation of Strategic CSR programmes.

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1. Responsive CSR involves companies acting as good citizens and actively mitigating the potentially  harmful effects of their value chain on society

Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.

2. The role of MCS in CSR:

Responsive CSR
CSR strategies : Involves securing a good corporate citizenship and mitigating existing and potential harms of a firm’s operations.
Appropriate Use of MCS:
Boundary system and diagnostic uses of budgets and PMS are more pertinent to operationalising and managing Responsive CSR agendas.

Strategic CSR
CSR strategies: Initiatives that would both confer competitive advantage and benefit society.
Appropriate Use of MCS:
Belief system and interactive uses of MCS are more effective in facilitating the selection and implementation of Strategic CSR programmes

MUNYATI FARIZA

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It is argued that
the boundary system and diagnostic uses of MCS are more
attuned to facilitating the implementation of Responsive CSR
agendas, whereas the belief system and interactive uses of
MCS are more capable of enabling organisations to initiate
and manage Strategic CSR programmes. The integration of
different uses of formal MCS enables managers to embed
concepts pertinent to CSR and sustainability in the mind-sets
of organisational participants and direct their behaviour to
achieve firms’ CSR strategic agendas.

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Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities.      Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.

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ATONG PUNYA : Responsive CSR (non-strategic i.e not planned) involves companies acting as good citizens and actively mitigating the potentially harmful effects of their value chain on society. Strategic CSR (planned strategy) involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment. The boundary system and diagnostic uses of MCS are more attuned to facilitating the implementation of Responsive CSR agendas, whereas the belief system and interactive uses of MCS are more capable of enabling organisations to initiate and manage Strategic CSR programmes. The integration of different uses of formal MCS enables managers to embed concepts pertinent to CSR and sustainability in the mind-sets of organisational participants and direct their behaviour to achieve firms’ CSR strategic agendas.

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1. Differrence between Responsive CSR and Strategic CSR : Responsive CSR involves companies acting as good citizens and actively mitigate the potential harmful  effects of their value chain on society, whereas Strategic CSR involves initiatives that both differentiate themselves from their competitors and beneficial to society and the environment.  (NS & AR)

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Corporate Social Responsibility and Innovation in Management Accounting by WMA

1. Differentiate between responsive CSR and strategic CSR.

Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational
activities. Short term CSR. Example : donation to the flood victims, something happen in the society then the company take action to help the particular society, unplan CSR, etc

Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions. Includes in the long term plan, example oil and gas company can implement the strategic CSR. Company really want to do the CSR perposely that will impact the company

2. What are roles of MCS in CSR?
Management Control System - System that control financial or non financial, budget, performance,

MCS is a Boundary system and diagnostic uses of budgets and PMS are more pertinent to operationalising and managing Responsive CSR agendas.

MCS is a Belief system and interactive uses of MCS are more effective in facilitating the selection and  implementation of Strategic CSR programmes.

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Roles of MCS - Management Control System

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Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities while Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions

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i. Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful  effects of their value chain on society, whereas Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.                                                                                                                ii. Roles of MCS in CSR -  the belief system and interactive uses of MCS are more effective in facilitating the selection and implementation of Strategic CSR programmes.  The different uses of MCS enable the company to ensure good corporate citizenship, effectively manage social and environmental risks, strengthen its competitive position and acquire new competitive advantages.

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a) Difference between Responsive CSR and Strategic CSR

Responsive CSR involves acting as a good corporate citizen,
satisfying the evolving needs of stakeholders, and mitigating
existing or potential adverse effects of organisational
activities.

While Strategic CSR moves beyond Responsive CSR and
directs organisational resources and managerial attention to
initiate and operationalise CSR agendas that are consistent
with firms’ strategies and are able to differentiate themselves
from their competitors, resulting in strengthened strategic
positions.                                                                                                                                                                        b) Roles of MCS in CSR -  Boundary system and diagnostic uses of
budgets and PMS are more pertinent to
operationalising and managing Responsive
CSR agendas.

Belief system and interactive uses of
MCS are more effective in facilitating the
selection and implementation of Strategic CSR programmes.

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1. *Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities.           *Roles of MCS in Responsive CSR -  Boundary system and diagnostic uses of budgets and PMS are more pertinent to operationalising and managing Responsive CSR agendas.  *Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions. *Roles of MCS in CSR are  belief system and interactive uses of MCS are more effective in facilitating the selection and implementation of Strategic CSR programmes.

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Differentiate between Responsive CSR and Strategic CSR

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* Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful  effects of their value chain on society, whereas Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.                                                                                                              * Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities. Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.

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ATONG PUNYA!

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Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities. Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions

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Porter and Kramer (2006);Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful  effects of their value chain on society, whereas Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.                                                         Roles of MCS in CSR;  ensure good corporate citizenship, effectively manage social and environmental risks, strengthen its competitive position and acquire new competitive advantages

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Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful effects of their value chain on society.  Not part of long term plan.  More on responsive on event such as donation during tsunami. Cost only incur during that particular event.                                                                                                                                                                                                                              Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment. Part of long term rplan, might effect to sustainability.                                                                                                                     The role of MCS in CSR are more effective in facilitating the selection and implementation of Strategic CSR programmes such as budget for the programme, must have proper planning.

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Responsive CSR involves companies acting as good citizens and actively mitigating the potentially harmful  effects of their value chain on society, whereas Strategic CSR extends beyond these practices and involves initiatives that both differentiate themselves from their competitors and are distinctly beneficial to society and the environment.  Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities. Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.

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(ap's) Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities.        Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalise CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.  MCS play a critical role in formulating and operationalising Strategic CSR programmes.  The interactive use of MCS is characterised by frequent communication between managers and employees at different levels of an organisation. These communications bring together information and ideas regarding a firm’s competitive position and inspire debate and discussion on the benefits and costs of potential strategic CSR.

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HB: The differences between responsive CSR and strategic CSR is responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities. Strategic CSR moves beyond Responsive CSR and directs organisational resources and managerial attention to initiate and operationalize CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.                                                                                         MCS plays a significant role in formulating and operationalising firms’ CSR strategies and that different uses of MCS tend to facilitate the management of different categories of CSR strategies.

Responsive CSR involves the identification and management of the evolving expectations of a company’s different stakeholders and its existing and potential social and environmental risks. Given that the dimensions of Responsive CSR are more explicit and standardised than those of Strategic CSR, a checklist approach may be adopted to manage Responsive CSR agendas. The boundary system and

diagnostic uses of MCS play a critical role in this process.

The boundary system of MCS in relation to CSR is an explicit set of organisational boundaries that is expressed in negative or minimum terms and defines activities that are considered detrimental to the interests of key stakeholders. The boundary system prevents employees from engaging in actions that expose the firm to social and environmental risks.  This diagnostic use of MCS in relation to

Responsive CSR highlights the aspects critical to stakeholders

and is intended to drive employees to perform and align

their behaviour with stakeholders’ evolving expectations to

promote good corporate citizenship and obtain the license to

operate.

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Responsive CSR involves acting as a good corporate citizen, satisfying the evolving needs of stakeholders, and mitigating existing or potential adverse effects of organisational activities.

Role of MCS: Boundary system and diagnostic uses of budgets and PMS are more pertinent to operationalizing and managing responsive CSR agendas

Strategic CSR directs organisational resources and managerial attention to initiate and operationalize CSR agendas that are consistent with firms’ strategies and are able to differentiate themselves from their competitors, resulting in strengthened strategic positions.

Role of MCS: Belief system and interactive uses of MCS are more effective in facilitating the selection and implementation of Strategic CSR programmes