Communicating Corporate Social Responsibility (CSR ...web-app.usc.edu/soc/syllabus/20113/21766.doc · Web viewDo the shareholders care about CSR or just the value of the stock?

Sample Syllabus - Speakers and some readings may change

Communicating Corporate Social Responsibility (CSR): Beyond Rhetoric to Action CMGT 577Fall 2011, 6:30-9:20 pm Mondays in ASC 331

Susan Resnick West, Ph.D. Clinical Associate Professor, Annenberg School of Communication & JournalismASC 121E,(213) 740-9689 [email protected] Hours: Mon. 3:30 – 5:00pm

Thurs. 4:45 – 6:30If you would like to stop in for office hours, please send me an email. I’ll make sure I’m in the office. You may also make an apt to see me other times.

Assistant: Stephen [email protected]

Corporate Advisor:Kelsey RoodDirector of [email protected]

http://CommunicateCSR.com

"I believe that to really make [CSR] meaningful, your people have to see it. Your customers have to see it. It has to be built into the substance of the company. And there really should be a track record that offers the substantive evidence that this is something the company's deeply engaged in, and not just something that we understand is popular to talk about." - Anne Mulcahy, Former CEO, Xerox (Wall Street Journal, March 9, 2009)

"Given the current economic situation and the fourth estate's scrutiny of companies receiving federal funds and not spending wisely begs for companies to stand up and say, 'we are socially responsible' ....Certainly every single company is taking something from the public good, and they have to give some of that back.”- Ric Grenell, Former SVP, Communications, DaVita (Personal communication, March 31, 2009)

Are these opposing or complementary thoughts? Should CSR be seen by the public but not heard too loudly to interfere with the primary business of a company? Does communicating CSR appear self-

Sample Syllabus - Speakers and some readings may change 1


aggrandizing and therefore detract from the overall goal? Should companies stand up and say they are socially responsible or simply go quietly about their business assuming everyone will notice, assuming that public opinion and fourth estate scrutiny will favor them? Do the shareholders care about CSR or just the value of the stock? Communicating corporate social responsibility is a complex task, one for which there is no universal formula. The above quotes illustrate just two of the many perspectives examined in this course.

Course Summary

Corporate Social Responsibility (CSR), Corporate Citizenship, Triple Bottom Line, and Sustainable Business have all become catchphrases for movements developing within corporations to address the very serious and growing vulnerabilities facing our nation and the world. For simplicity, we will refer to these movements as CSR. CSR includes a company's social and environmental impacts as well as treatment of employees across its supply chain.

Once thought to be a method for protecting reputation, research has reinforced the business case for CSR and the role it plays in shaping corporate reputation. With multiple stakeholders including NGO's, governments, the Social Responsible Investment (SRI) community and employees all demanding transparency, communicating CSR is complex. Corporate communicators frequently find themselves at the center of these movements charged with a continuum of activities from CSR reporting to employee and stakeholder engagement to the initiation of joint ventures.

The course provides an overview of corporate social responsibility, its evolution, various models, metrics and stakeholders as well as key issues in communicating CSR including the use of online communities.

The course topics are divided into 3 major sections: • CSR background and core communication issues • Case studies • Skill development

At the end of this course students will: • Understand the roots of CSR • Understand the critical elements of a CSR initiative • Understand the CSR communication paradox • Understand the implementation issues of a CSR initiative • Be able to conduct an audit of a CSR strategic communication plan for CSR

Assignments/Course Grades % Of Grade

Individual Class Assignments including: Class reading assignments, case preparation and individual mini-cases describing

what you would do in specific situations. 1-page memos written to senior executives explaining the relevance of course

information to an organization’s efforts in communicating CSR.These assignments will be graded on a pass/fail basis.

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All assignments are due before class and should be sent to [email protected] credit will only be given for assignments turned in prior to class.Individual Paper and Brief Presentation: Instructions to be provided separately. Topics to

be approved by September 13Due: before the start of class on October 11

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Final Project: The final project requires students to identify a company/organization facing a CSR related challenge and and either: develop a case study centered on that challenge and related notes for analysis.

Instructions will be provided separately. Students should pay close attention to the approach taken in the Walmart and Timberland cases discussed in class.

or Conduct an audit of the organizations CSR effort.

Team and Organization Selection: done by October 4Presentation: November 22 or November 29Case/Audit Due: December 6

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Feedback: Because two-way communication is critical, after each class session, 1/2 of you will provide written feedback. A feedback schedule will be distributed in class. The feedback should address what’s going well and what might be improved and should be emailed to Professor West at [email protected]. She will compile it and share it at the next session. All shared feedback will be anonymous. Since timely feedback will improve our class experience, feedback is due within 24 hours (i.e. by 9:30 pm on Tuesday).

Full credit will only be given for feedback received within 24 hours.

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Participation: Due to the nature of this course, attendance and participation are crucial for an effective learning environment.

Attendance will be taken in each class. Any absences will be noted and reflected as deductions in the final grade. For those who constructively participate in class, and contribute to the class’s

learning the effort will be reflected favorably in your grade. Ask good questions! Help the class learn!

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CSR Blog: Students enrolled in the course have a keen interest in CSR, and are likely to follow key CSR issues in the media as they develop. To receive additional credit, a maximum of 2 students can team up to work on a weekly blog post that will be posted to the course website. (http://CommunicateCSR.com ).

The first students to respond to the course email [email protected] will be chosen.

TBD

Speakers’ Committee: Throughout the semester we will have high-profile guest speakers who are at the forefront of implementing and communicating CSR. A speakers’ committee will help coordinate the speakers. Members of this committee will be responsible for introducing the speakers, keeping the speakers abreast of current class activities, and helping the speakers link the content of their presentations to the course content. Members of the committee will also have dinner with the speakers. You may volunteer to serve on this committee. Extra credit will be given to those who volunteer and do a good job.

TBD


mailto:[email protected]



Academic Integrity Policy

The Annenberg School for Communication is committed to upholding the University's Academic Integrity code as detailed in the SCampus Guide. It is the policy of the School of Communication to report all violations of the code. Any serious violation or pattern of violations of the Academic Integrity Code will result in the student's expulsion from the Communication major or minor. It is particularly important that you are aware of and avoid plagiarism, cheating on exams, fabricating data for a project, submitting a paper to more than one professor, or submitting a paper authored by anyone other than yourself. If you have doubts about any of these practices, confer with a faculty member.

Disability Policy

Students requesting academic accommodations based on a disability are required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP when adequate documentation is filed. Please be sure the letter is delivered to me (or to the TA) as early in the semester as possible. DSP is open Monday-Friday, 8:30-5:00. The office is in Student Union 301 and their phone number is (213) 740-0776.



Please note: Because of the distinction of our speakers and the demands of their schedules, all appearances are subject to change. All topics will nonetheless be covered.

Topics, Readings, and Assignments

Except for cases available at the HBR online site and books, all readings are on Blackboard. Books may be purchased at the USC Bookstore or online. Instructions for purchasing the HBR cases are listed on the Announcements section of our Blackboard course.

Schedule

Section 1: CSR Background and Core Communication Issues

Pre-Class Assignment Please do the following before the first class!

AssignmentPlease post a comment to the "Introductions" post on our class website: http://CommunicateCSR.com. In your post you should include a short bio of yourself and why you are taking the class. Due before the first class starts!

Week 1 - August 23 Topic: Course introduction and rationale

Class Activity• Appreciative Inquiry - Prototyping CSR

Optional reading1. Waddock, S. (2009). Making a difference? Corporate responsibility as a social movement.

Journal of Corporate Citizenship, 33, 35-46.

2. Read and review this website: http://appreciativeinquiry.case.edu

Week 2 - August 30 Topics: CSR & the Sustainability Sweet Spot

Class Activity• Team Presentations - The Triple Bottom Line

Assignment Due Prior to Start of Class Today (August 30) (send to class email) • CSR_Assignment_1 (see blackboard)• Tips on Leading a Class Discussion


http://CommunicateCSR.com/


Prepare for the August 30 class by reading the following. Required

1. Part 1 of Savitz, A. & Weber, K. (2006.) The triple bottom line. San Francisco: Jossey-Bass. 2. Edelman Trust Barometer 2010 report3. Just good business: A special report on corporate social responsibility. (January 19, 2008). The

Economist4. Chapter 3: What is the Demand for Virtue? In Vogel, David. The Market for Virtue: The Potential

and Limits of Corporate Social Responsibility (on Blackboard)5. UN Global Compact/Accenture 2010 Survey: Executive Summary

https://microsite.accenture.com/sustainability/research_and_insights/Pages/A-New-Era-of-Sustainability.aspx

Optional 1. Garriga, E., & Melé D. (2004). Corporate social responsibility theories: Mapping the territory.

Journal of Business Ethics: Building Ethical Institutions for Business, 53(1-2), 51-71. 2. Lee, M. (2008). A review of the theories of corporate social responsibility: Its evolutionary path

and the road ahead. International Journal of Management Review, 10(1), 53-73.

Week 3 - September 6 - Labor Day - No Class

Week 4 - September 13 Topic: Lessons on Launching and Sustaining Sustainability Efforts

Class Activity • Case Discussion: Wal-Mart • Discussion of class examples

Assignment • Turn in bulleted responses to assignment questions (questions posted on blackboard)• Research and bring to class 3 examples of CSR not mentioned in the reading

Prepare for the September 13 class by reading or viewing the following. Required

1. Part 2 of Savitz, A., & Weber, K. (2006.) The triple bottom line. San Francisco: Jossey-Bass. 2. Porter, M. E., & Kramer, M. R. (2006, December). Strategy and society: The link between

competitive advantage and corporate social responsibility. HBR #R0612D (available in HBR reader).

3. Plambeck, Erica; Denend, Lyn (2007). Wal-Mart's sustainability strategy. Stanford Graduate School of Business reprint OIR-71 (available in HBR reader).

4. Watch the "Story of Stuff" film at http://storyofstuff.com

Optional 1. Section 4 of Laszlo, C. (2008). Sustainable value: How the world's leading companies are doing

well by doing good. Stanford: Stanford Business Books. PDF on Blackboard


http://storyofstuff.com/


2. Maon F., Lindgreen, A., & Swaen, V. (2008). Thinking of the organization as a system: The role of managerial perceptions in developing a corporate social responsibility strategic agenda. Systems Research and Behavioral Science, 25(3), 413.

Week 5 - September 20 Topic: Communicating CSR from Sense Giving to Sense Making to Co-Creating

Class Activity Role Play Exercise • Case Study: Timberland and Community Involvement (Abridged Version - available at HBR) • Case Study: Timberland: Commerce and Justice (Available at HBR) • ForestEthics Case Study

Prepare for the September 20 class by reading the following. Required

1. Boston College Center for Corporate Citizenship. Corporate responsibility & sustainability communications: Who's listening? Who's leading? What matters most?

2. Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: Stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15(4).

3. Timberland and Community Involvement (Abridged) (available at HBR) 4. Timberland: Commerce and Justice (available at HBR) 5. The Economist: Dangerous Liaisons: How businesses are learning to work with their new

stakeholders (Blackboard)

In addition to the above readings, the following are a collection of informative readings on the subject1. Stuart, H. Risky Business: Communicating Corporate Social Responsibility. 2. Perrini, F. (2006). The practitioner's perspective on non-financial reporting. California

Management Review, 48(2). (Available on HBR.) 3. Bhattacharya, C.B., & Sen, S. (2004, Fall). Doing better at doing good: When, why, and how

consumers respond to corporate social initiatives. California Management Review, 47 (Available on HBR)

4. Gable, C., & Shireman, B. (2004, January). The stakeholder imperative. Environmental Quality Management, 14(2), 1-8.

5. Ferrell, O.C., & Maignan, I. (2004). Corporate social responsibility and marketing: An integrative framework. Journal of the Academy of Marketing Science, 32 (1).

6. Jamali, D. A. (2008). A stakeholder approach to corporate social responsibility: A fresh perspective into theory and practice. Journal of Business Ethics, 82, 213-231.

7. Morsing, M., Schultz, M, & Nielson. (2008, April). The Catch 22 of communicating CSR. Journal of Marketing Communications, 14 (2), 97-111.

8. Hooghiemstra, R. (2000). Corporate communication and impression management - new perspectives why companies engage in corporate social reporting. Journal of Business Ethics, 27(1/2), 55-68.



Week 6 - September 27

Topic: Meet in teams Final group project topic due to Dr. West by Oct 4. Schedule individual team meetings with Dr. West

Section 2: Special Topics

Week 7 - October 4First Memo DueTopic: CSR in Cultural Context

Guest Speaker • Andrew Lih, Visiting Professor Annenberg School of Communication and Journalism and new

media researcher, consultant and technology author: The Wikipedia Revolution: How a Bunch of Nobodies Created the World's Greatest Encyclopedia (Hyperion 2009)

Class Activity • Case: Google in China• Case: Coca Cola in India

Assignment

Compare and contrast the issues confronted by Google in China and Coca Cola in India. How are these both issues of CSR…or are they?

Prepare for the October 4 class by reading the following. Required

1. Wilson. K., Ramos. Y., Harvey, D., & Norman, W. (2007). Google in China: The Great Firewall. Kenan Institute for Ethics at Duke University.

2. Watch “Google-China Dispute Puts Internet Freedoms Back in the Spotlight” at Google Discussion

3. Corporate citizenship around the world: How local flavor seasons the global practice . Boston College Center for Corporate Citizenship & Global Education Research Network.

4. Case: Coca – Cola in India (posted on Blackboard)5. http://www.corpwatch.org/article.php?id=7508 6. www.corporatewatch.org.uk/download.php?id=55,2006 What’s wrong with Corporate Social

Responsibility

Week 8 - October 11 Midterm Paper DueTopic: CSR and Social Entrepreneurship


http://www.corporatewatch.org.uk/download.php?id=55,2006

http://www.corpwatch.org/article.php?id=7508

https://blackboard.usc.edu/@@/5BD11AC87D60948188C5625FA802A1A3/courses/1/20093_cmgt_599_21795/content/_978923_1/embedded/xCorporate_Citizenship_Around_the_World.pdf

http://www.pbs.org/newshour/bb/science/jan-june10/google2_03-23.html


Guest Speaker Adlai Wertman, Clinical Professor Marshall School of Business. Founding Director of the Society

and Business Lab at Marshall – a center focused on using business education and resources to address global social, environmental and health challenges.

Class Activity Discussion of Social Entrepreneurship and USC activities Brief Presentation of midterm papers

Prepare for the October 11 class by reading the following. Required

• http://www.marshall.usc.edu/news/all-articles/professor-adlai-wertman.htm • http://www.marshall.usc.edu/sbl/ • http://www.marshall.usc.edu/sbl/what_about.htm#wertman• Lydenberg, S., & Sinclair, G. (2009). Mainstream or daydream? The future for responsible

investing. Journal of Corporate Citizenship, 33, 47-67. • Review the uncharitable web site and Dan Pallotta’s HBR blog

o http://www.uncharitable.net/ o http://blogs.hbr.org/pallotta/

Optional Pallotta, Dan. Uncharitable: How Restraints on Nonprofits Undermine Their Potential

Week 9 - October 18 Topic: Impact of legislation and regulations on Corporations Approaches to the Environment

Guest Speakers Bob Voss, Resesarch Professor, USC SPPD and Center for Sustainable Cities Candace Hodder, GRI certified and Consultant CleanAgency Inc.

Prepare for the October 18 class by reading the following. Required:

1. Lehrer, J. (2010, June). How 3 Corporations are Putting Their Green Foot Forward. Retrieved from http://www.printmag.com/Article/How-3-Corporations-are-Putting-Their-Green-Foot-Forward

2. Terrachoice. (April 2009). The seven sins of greenwashing: Environmental claims in consumer markets . Summary report: North America, April 2009.

3. Ram Nidumolu, C.K. Prahalad and M.R. Rangaswami. Why Sustainability is Now the Key Driver of Innovation. Harvard Business Review. Sept 2009. Reprint R0909E. in HBR reader

4. Chapter 5: Corporate Responsibilty for the Environment The Market for Virtue: The Potential and Limits of Corporate Social Responsibility (on blackboard)

Week 10 - October 25

Topic: Anatomy of a CSR Report


https://blackboard.usc.edu/@@/5BD11AC87D60948188C5625FA802A1A3/courses/1/20093_cmgt_599_21795/content/_969272_1/embedded/xThe_Seven_Sins_of_Greenwashing_low_res.pdf

https://blackboard.usc.edu/@@/5BD11AC87D60948188C5625FA802A1A3/courses/1/20093_cmgt_599_21795/content/_969272_1/embedded/xThe_Seven_Sins_of_Greenwashing_low_res.pdf

http://www.printmag.com/Article/How-3-Corporations-are-Putting-Their-Green-Foot-Forward

http://www.printmag.com/Article/How-3-Corporations-are-Putting-Their-Green-Foot-Forward

http://blogs.hbr.org/pallotta/

http://www.uncharitable.net/

http://www.marshall.usc.edu/sbl/

http://www.marshall.usc.edu/news/all-articles/professor-adlai-wertman.htm


Guest Speaker • Kirk Stewart, executive vice president and leader of the corporate communication practice at

APCO Worldwide In addition, he serves as a member of APCO’s executive committee. Mr. Stewart served as global vice president of corporate communications for Nike, Inc. He co-led the global corporate responsibility team and helped Nike become recognized as a leading corporate citizen. Mr. Stewart is an Annenberg Alum!

Class Activity • TBD


Boston College Center for Corporate Citizenship Video on Anatomy of a CSR Report Additional reading TBD

Week 11 - November 1 Class meets at the Museum of Tolerance

Topic: Social Media, Films and Reports

Case: Museum of Tolerance

Guest Speaker Liebe Geft, Executive Director, Museum of Tolerance and others TBD

Activity Prepare recommendations for Museum’s Social Media Campaign

Prepare for the November 1 class by reading the following. Required

1. Coupland, C. (2005). Corporate social responsibility as argument on the web. Journal of Business Ethics, 62, 355-366.

2. Communicating CSR through social media (2008, September 23). 3. Social Responsibility Link, International Association of Business Communicators,

http://srlink.x.iabc.com/ 4. http://www.justmeans.com 5. http://www.BCCorporateCitizenship.org/filmfestival6. Why Social Media Is Vital to Corporate Social Responsibility , Article7. 5 Winning Corporate Social Good Campaigns , Article8. Research the Museum of Tolerance. Review their web site. Before class, submit suggestions for

how they might go about developing a social media presence

Week 12 - November 8


http://mashable.com/2010/02/18/corporate-social-good-campaigns/

http://mashable.com/2009/11/06/social-responsibility/


Memo 2 due

Topic: CSR as Democratic Workplace

Guest Traci Fenton, CEO World Blu

Class Activity Case: Gap and SAI Case: Worldblu: Democratic Work Places


1. Bhattacharya, C.B., Sen, S., & Korschun, D. (2008, Winter.) Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2).

2. CEO Publication. Sustaining human rights: How Gap Inc. and Social Accountability International (SAI) show that two (and more) interests are better than one.

3. Review Worldblu website: http://www.worldblu.com

Week 13 - November 15

Topic: CSR as Innovation and A Word from the Trenches (TBD)

Week 14 - November 22 - Group Presentations and Reunion

Week 15 - November 29 - Group Presentations and ReunionLast day of class



Additional Topics/Readings

CSR as a MovementLaszlo, C. (2008). Sustainable value: how the world's leading companies are doing well by doing good. Stanford, CA: Standford University Press.Googins, B. K., Mirvis, P. H., & Rochlin, S. A. (2007). Beyond good company: next generation corporate citizenship. New York, NY: Palgrave McMillan.

CSR as a Multiorganizational System Case Study: IBM The Corporate Service Corps HBR #409106

CSR Models: Stages of Corporate Citizenship Mirvis, P., & Googins, B. Stages of corporate citizenship: A developmental framework. Center for Corporate Citizenship at Boston College. Zadek, S. (December 2004). The path to corporate social responsibility. Harvard Business Review. Grau, S., Gupta, S., & Pirsch, J. (2007). A framework for understanding corporate social responsibility programs as a continuum: An exploratory study. Journal of Business Ethics, 70, 125-140.

The Role of 3rd Party Organizations in Driving CSR Initiatives (government, NGOs, the UN) Williams, O. (2004). The UN Global Compact: The challenge and the promise. Business Ethics Quarterly, 14(4), 755-774. United Nations Global Compact leading companies retreat: Summary report. (2008). Center for Corporate Citizenship at Boston College.

Organizational Identity and Reputation Case Study: Rejuvenating Wal-Mart's Reputation HBR # BH141 Mark-Herbert, C., & von Schantz, C. (2007). Communicating corporate social responsibility: Brand management. Electronic Journal of Business Ethics and Organization Studies, 12(2). Curtis, J. (Sept. 13, 2006). Why don't they trust you with CSR? Marketing, 30-32.

Developing CSR Communication Strategy Case Study: -Timberland Commerce & Justice, HBR #305002 Weber, M. (2008). The business case for corporate social responsibility: A company-level measurement approach for CSR. European Management Journal, 26, 247- 261. Dawkins, J. Corporate responsibility: The communication challenge. Journal of Communication Management, 9(2), 108-119. Dunfee, T., Hess, D., & Rogovsky, N. (Winter 2002). The next wave of corporate community involvement: Corporate social initiatives. California Management Review, 44(2). (Reprint available on HBR) Chen, J. C., Patten, D., M., & Roberts, R. W. (2008). Corporate charitable contributions: A corporate social performance or legitimacy strategy? Journal of Business Ethics, 82, 131-144.

Ethics and the Communication Paradox and CSR Leadership Davis, G., Marina, V.N., & Zald, M. (Winter 2008). The responsibility paradox! Stanford Social Innovation Review, 6 (1).



Van de Ven, B. (2008). An ethical framework for the marketing of corporate social responsibility. Journal of Business Ethics, 82, 339-352.

Designing Organizations for CSR Case Studies: Cuyahoga River Valley (CRVO) IBM Global Citizenship Unit



Susan Resnick West, Ph.D.

Susan Resnick West is an Associate Clinical Professor in the Annenberg School of Communication at the University of Southern California. Formerly the Director of Education at the Center for Effective Organizations, Susan received her B.A. and her Ph.D. from UCLA.

Dr. West focuses on leadership development and evaluation to enable strategic change. She has been actively involved as a researcher and/or consultant to a wide variety of organizations implementing strategic change including Alliance for Redesigning Government, ARCO, Asian Development Bank, Association for Quality and Participation, Barclays Global Investors, Canadian Forrest Products, Casa Dorinda, Cedars-Sinai, Chevron, Country Villa, County of Orange, DreamWorks, General Electric, Goal QPC, Harbor General Hospital, Hospital Council of Southern California, Hitachi Data Systems, Pioneer, Home Savings, Hughes Corporation, Kaiser Permanente, Norris Cancer Center, Northrop Grumman, Price Waterhouse and Coopers, San Diego Union-Tribune, Solutia Inc, Southern California Cable Association, U.S. Navy, Union Bank, University of Iowa, Westin Hotels and Xerox Corporation.

Susan is co-author of Designing Performance Appraisal Systems and several articles on performance appraisal, the management of professional employees and the evaluation of strategic change efforts. She has developed numerous programs to enable employees to participate in strategic change including: The Changing Role of the Manager, Managing Change, Ooops What Do We Do Now, You and the Balanced Score Card, Identifying and Using Job Competencies, Facilitation Skills, Strategic Self Design and Performance and Career Development. She has held management positions in the public and private sector and received grants from Goal QPC and the Association for Quality and Participation. She teaches graduate level courses in leadership and organizational change at the Annenberg School for Communication.



Andrew Lih

Andrew Lih is a new media researcher, consultant and technology author (listen to a recent Radio New Zealand interview here). After a decade in academia as a professor of journalism and media studies, he spent two years researching and writing the book The Wikipedia Revolution: How a Bunch of Nobodies Created the World's Greatest Encyclopedia (Hyperion 2009), the only nonfiction narrative account about the online community that has created one of the most influential Web sites in the world. He was previously an assistant professor of journalism and new media at the Hong Kong University Journalism and Media Studies Centre.

After founding one of the first dot-com companies in New York in 1994, Lih created the new media program at Columbia University’s Graduate School of Journalism where he served as adjunct professor and director of technology for their Center for New Media from 1995 to 2000. During that time, he taught the first generation of new media journalists and advised New York media companies on content strategy and Web site design. He also developed the first guidelines for the Pulitzer Prizes to accept digital multimedia submissions, starting in 1999. Lih’s work and commentary have appeared in The New York Times, The Wall Street Journal, BBC, National Public Radio, MSNBC, CNN International, South China Morning Post and The Standard (HK), among others. He was recognized as a Young Leader by the American Swiss Foundation in 2000 and by the Asia Society in 2007.

Andrew Lih is a new media researcher, consultant and technology author (listen to a recent Radio New Zealand interview here). After a decade in academia as a professor of journalism and media studies, he spent two years researching and writing the book The Wikipedia Revolution: How a Bunch of Nobodies Created the World's Greatest Encyclopedia (Hyperion 2009), the only nonfiction narrative account about the online community that has created one of the most influential Web sites in the world. He was previously an assistant professor of journalism and new media at the Hong Kong University Journalism and Media Studies Centre.

After founding one of the first dot-com companies in New York in 1994, Lih created the new media program at Columbia University’s Graduate School of Journalism where he served as adjunct professor and director of technology for their Center for New Media from 1995 to 2000. During that time, he taught the first generation of new media journalists and advised New York media companies on content strategy and Web site design. He also developed the first guidelines for the Pulitzer Prizes to accept digital multimedia submissions, starting in 1999. Lih’s work and commentary have appeared in The New York Times, The Wall Street Journal, BBC, National Public Radio, MSNBC, CNN International, South China Morning Post and The Standard (HK), among others. He was recognized as a Young Leader by the American Swiss Foundation in 2000 and by the Asia Society in 2007.



Adlai Wertman

USC Marshall School of Business, Los Angeles CA 90089-0808Phone: 213 740 [email protected]

Adlai Wertman is a Professor of Clinical Management and Organization at the Marshall School of Business at the University of Southern California. In this position, Professor Wertman originated and spearheads the Marshall School’s efforts in the growing fields of social entrepreneurship, social enterprise and corporate social responsibility. He is also the founding Director of the Society and Business Lab at Marshall – a center focused on using business education and resources to address global social, environmental and health challenges.

Prior to joining the faculty at Marshall, Adlai spent seven years as President and CEO of Chrysalis - the only non-profit in Los Angeles devoted solely to helping homeless change their lives through employment. As part of its award-winning program, Chrysalis ran one of the larger social enterprises in the country - Chrysalis Enterprises – with annual revenues over $4.5 million and employing nearly 1,000 clients each year. During his tenure at Chrysalis, the organization doubled in size, opened a third facility and acquired a permanent home. Adlai and his team dramatically increased the fundraising profile of Chrysalis, adding over 1,000 donors, creating premier events and raising it visibility in the greater community. He was also integrally involved in policy-making in Los Angeles regarding homelessness, workforce development and poverty.

Prior to Chrysalis, Adlai spent 18 years as an investment banker. His last position was Managing Director and Manager of Prudential Securities' West Coast Public Investment Banking Group. During his career, which included positions as at Bear Stearns and Chase, Adlai served as the senior banker on nearly $25 billion of financings throughout the United States. He also managed offices in Miami, Chicago, Dallas, San Francisco and Los Angeles.

Adlai was a Senior Fellow at the UCLA School of Public Affairs where he spent two years teaching non-profit management, fundraising, finance and social enterprise to Masters in Social Welfare candidates, He is also the subject of a UCLA published case study. Adlai is also a Wexner Heritage Fellow.

Adlai was appointed by the Mayor as a Commissioner of the Los Angeles Fire and Police Pension Fund. He has worked extensively in the Los Angeles community as founder and board member of several non-profits and currently serves as an Advisory Board Member of the Global Health Institute and a Member of the Board of Trustees of the Jewish Community Foundation. He is a frequent speaker on the issues of social entrepreneurship, social enterprise, fundraising and non-profit management. Adlai has also consulted to numerous NGOs in the US and in Israel. He is also a contributor to the Huffington Post and Thresher.com.

Adlai earned his BA in Economics from the State University of New York at Stony Brook and his MBA in Finance, Public Policy Management and Strategic Planning from The Wharton School at the University of Pennsylvania.





Kirk Stewart

Kirk Stewart, executive vice president and leader of APCO Worldwide’s corporate communication practice, has more than 30 years of experience in public relations and public affairs. He plays a leading role in serving APCO’s corporate clients and helping broaden and expand the firm's corporate communication practice. In addition, he serves as a member of APCO’s global executive committee and a member of the firm's International Advisory Council.

Mr. Stewart previously served as global vice president of corporate communications for Nike, Inc. He joined Nike in 1997 after a 16-year career with the global public relations firm of Manning, Selvage & Lee, the last four-and-a-half years as its chairman and chief executive officer. During his eight years with Nike, Mr. Stewart was responsible for corporate media relations, brand communication, crisis and issue management, internal communication, community affairs, sustainable development and stakeholder engagement. He also co-led the global corporate responsibility team and helped Nike become recognized as a leading corporate citizen.

Previously, Mr. Stewart held the positions of director of public affairs for the then-information services division of TRW and senior account executive at the public relations firm Burson-Marsteller.

He is a member of the Public Relations Society of America, The Arthur W. Page Society, the Conference Board's Council on Corporate Communications Strategy and a trustee of the Institute for Public Relations. He is the recipient of the distinguished journalism alumni award from the University of Southern California's school of journalism.

Mr. Stewart received his Bachelor of Arts in Political Science and his Master of Arts in Public Relations from the University of Southern California, where he was an instructor in the school of journalism for six years.



Liebe Geft

DirectorMuseum of Tolerance1399 South Roxbury DriveLos Angeles CA90035 USA Email: [email protected]://www.museumoftolerance.com

Ms. Liebe Geft, director of the Museum of Tolerance since 1998, has been involved in the education of young people for several decades, including years as an English teacher to elementary school students and adults in England and Israel. She is a frequent public speaker at national and international seminars and conventions, and she regularly moderates public debates on pressing social issues. As a professional broadcaster, she has frequently appeared on radio and television programs about poetry and children's literature. As the Director of the Tools for Tolerance for Professionals program at the Museum of Tolerance since 1996, Ms. Geft has helped design curricular materials and directed workshops for thousands of teachers, law enforcement officials, and municipal employees. Ms. Geft was educated in Zimbabwe (Rhodesia), Israel, England, and the United States.


http://www.museumoftolerance.com/



Traci Fenton

Founder + CEOWorldBlu

traci[at]worldblu[dot]com

Traci Fenton is the Founder + CEO of WorldBlu, which champions the growth of democratic organizations worldwide. As a leading expert in organizational democracy, she is recognized as one of the business thought-leaders of her generation as well as of the next generation of business.Traci has spent over a decade pioneering methods and tools for designing and building democratic companies, including the WorldBlu Democratic Design System™. Traci’s unique vision has created events like WorldBlu LIVE, a first-of-its kind conference on organizational democracy attended by hundreds of business thought-leaders from around the world. Traci also pioneered the groundbreaking WorldBlu List of Most Democratic Workplaces™, an annual listing of the most democratic organizations in the world.Drawing from over a decade of original research and hundreds of conversations with business executives and leading practitioners about how freedom, rather than fear and control, can be practiced within a business environment, Traci is currently working on a book highlighting innovative case studies in organizational democracy. She has been published in the Christian Science Monitor newspaper and has also been featured in the Wall Street Journal, Fast Company, The New York Times, Fortune Small Business, the BBC as well as dozens of other magazines, online journals, radio shows and blogs.

Traci frequently addresses audiences on organizational democracy and freedom-centered leadership and has shared her message with individuals from over 100 countries and with organizations and events such as Yahoo!, Fox Interactive Media, the CIA, South by Southwest and Harvard University.Previously in her career she worked in public relations and advertising for a Fortune 500 company, was a social venture capitalist for the NASDAQ Stock Market’s multi-million dollar educational foundation, and was a social entrepreneurial consultant for a national non-profit organization.

Traci has traveled throughout Southeast Asia, Latin America, Africa, the Middle East, North America, and Europe. She earned a BA in global studies and entrepreneurship from Principia College and a master’s degree in international development from American University’s School of International Service in Washington, DC. In her free time, Traci loves traveling, learning how to play the cello, running, yoga, spending time outdoors, and writing poetry.



Robert Vos

From 1999-2009, Robert Vos was director of industrial ecology research with the Center for Sustainable Cities at USC, where he conducted projects on regional materials flow analysis, eco-industrial park planning, life-cycle assessment, and sustainability indicators. He has published extensively on theories and concepts of sustainability. His co-edited book, Flashpoints in Environmental Policymaking: Controversies in Achieving Sustainability, won the Lynton K. Caldwell Prize from the Section on Technology and Environmental Policy in the American Political Science Association for the best book published between 1995 and 1997 on environmental politics and policy.

As part of his sustainability consulting practice, he has applied industrial ecology tools to the goods movement industry, water and wastewater systems, and in assessing the carbon footprint of various products with clients ranging from the City of Los Angeles to small and medium-sized green businesses. In January of 2010, he joined Clean Agency as research director, where he has conducted research on behalf of a mix of larger corporate clients and government agencies.

He holds an interdisciplinary B.A. degree focusing on urban environments, with an M.A. and Ph.D. from USC in political science, specializing in environmental politics and policy. He is also a member of the International Society of Industrial Ecology (ISIE). He has a continuing appointment as a research assistant professor in the spatial sciences program at USC, where, among other projects, he is working on applying industrial ecology to evaluate the environmental justice implications of California’s landmark climate change legislation (AB 32) and working on a statewide project on watershed indicators. In fall 2009, in partnership with Professor Mansour Rahimi, of the Viterbi School of Engineering, he developed and taught a new course in Industrial Ecology at USC’s Department of Industrial and Systems Engineering.



Candace Hodder

Candace Hodder, Project Associate at Clean Agency, works with companies to assess, and find solutions to lessen, their environmental impact. During her time at Clean she has worked with major companies like Disney, Nestle, Asics, Avery Dennison and NewPage on a wide variety of internal and external sustainability initiatives. Her communications-related experience with these clients ranges from delivering education on environmental responsibility to company stakeholders to developing methods to engage employees in sustainability initiatives. She has also produced public communications like NewPage Corporation’s On Paper podcast series, which features interviews with corporate leaders in environmental and social responsibility.

Prior to joining Clean, Candace worked to help launch Urban Farming's Food Chain project; an initiative to install a network of food-producing green walls in the heart of urban Los Angeles. A native of Toronto, Canada, she spent the years prior to her arrival in Los Angeles coordinating a national environmental event called the Great Canadian Shoreline Cleanup, encouraging Canadians to clean up beaches and waterways in their communities. She has also worked as an environmental educator, developing and teaching nature education programs for children and adults.

In 2010, Candace completed the Global Reporting Initiative (GRI) Certified Training Program. GRI is the world’s most widely used framework for organizations to measure and report their economic, environmental, and social performance. She holds a Bachelor’s degree in Political Studies from Queen’s University in Ontario, Canada and a Master’s degree in Environment and Politics from Keele University in the UK.



Kelsey Rood

DaVitaCommunications Director

Kelsey has been a DaVita teammate since November of 2007. She currently serves as the Director of Communications for the FORTUNE 400 healthcare company. In this role, she advises DaVita’s executive board on strategic communication initiatives, including crisis communications, goodwill (CSR) related activities and overall brand enhancement.

Prior to joining the DaVita Village, she worked for U.S. Senator Kent Conrad (ND) for five years in Washington, DC. Kelsey’s experience in the U.S. Senate includes both media relations and public policy work. During her tenure, she took a leave of absence to manage two political campaigns in both Alaska and North Dakota. Kelsey has written several op-eds regarding different issues facing the health care industry and has contributed to both internal and external health care magazines and journals.

Kelsey received her Bachelor’s degree in International Relations with a minor in Spanish from Boston University. In her free time, she enjoys traveling and stays busy as a co-owner of Pure Barre West Hollywood and a teacher at Pure Barre Brentwood.


Communicating Corporate Social Responsibility (CSR ...web-app.usc.edu/soc/syllabus/20113/21766.doc · Web viewDo the shareholders care about CSR or just the value of the stock?

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