List of figures
List of tables
List of boxes x
List of abbreviations and acronyms
Website
Preface and acknowledgements
Part I RIVALRY IN A CHANGING SOCIETY 1
1 RIVAL INSTITUTIONS: SOCIETY AS TRIANGULAR RELATIONSHIP
1.1 Introduction: rival institutions, rival organizational forms
1.2 The societal triangle: separate institutional spheres
1.3 Societal complexity: hybridization
1.4 Conclusion: deciphering societal complexity
2 RIVAL MODELS: INTERACTIONS WITHIN AND BETWEEN SOCIETIES
2.1 Introduction: identifying successful models
2.2 Balancing spheres, interactive principles
2.3 The role of culture
2.4 A hidden dimension: institutional openness
2.5 Selecting successful economies
2.6 Rival success formulas
2.7 Conclusion: model and institutional rivalry in the twenty-first century
3 RIVAL TRENDS: ADVANCING BUSINESS, TOWARDS GLOBALIZATION?
3.1 Introduction: on mapping trends
3.2 The rise of multinational enterprise: understanding motives
3.3 The rise of multinationals: deciphering rival international trajectories
3.4 Mergers, market concentration and overlapping industry boundaries
3.5 Growing instability and insecurity
3.6 Privatization and the commercialization of technology
3.7 Conclusion: multinationals, carriers of globalization?
4 RIVAL TRENDS: AN ADVANCING AND INCREASINGLY EMANCIPATED
CIVIL SOCIETY?
4.1 Introduction: assessing a largely qualitative phenomenon
4.2 Civil society and the ambiguous nature of interest articulation
4.3 Levels of interest articulation: the rise of a ‘global civil society’?
4.4 The partial demise of traditional NGOs
4.5 The rise of the subsidized NGO: from GONGO to BINGO
4.6 Technologization: in support of individualization and control
4.7 Conclusion
5 RIVAL TRENDS: A RECEDING STATE?
5.1 Introduction: a certain trend, is it?
5.2 Factors contributing to retreat
5.3 A smothered trend: re-regulation and re-privatization
5.4 The re-appraisal of a ‘trend’: sustained importance of states
5.5 The reconfiguration of states: trading-off unilateralism, bilateralism, regionalism and multilateralism
5.6 Conclusion: levels of restructuring, levels of Business–Society Management
6 MANAGING RIVALRY: THE INTERNATIONAL BARGAINING SOCIETY
6.1 Introduction: the advent of a ‘bargaining society’
6.2 Legitimacy: who represents whom for what?
6.3 Relationship dilemmas: are bargaining outcomes optimal?
6.4 International: playing field of the strong and single-issue movements
6.5 Conclusion: the challenges of the bargaining society
7 MANAGING RIVALRY: THE CHALLENGE OF SOCIETAL INTERFACE MANAGEMENT
7.1 Introduction: on interfaces and positioning
7.2 Government and governing roles
7.3 NGO roles on the interface with firms
7.4 Conclusion: the challenges of Societal Interface Management
Part II INTERNATIONAL CORPORATE RESPONSIBILITY
8 THE LOGIC: THE MULTIFACETED NOTION OF CORPORATE RESPONSIBILITY
8.1 Introduction: on firm boundaries and historical responsibilities
8.2 Contemporary approaches to CSR
8.3 Four approaches to CSR
8.4 CSR as hype or as lasting phenomenon: a guru guide to Societal Interface Management
8.5 Conclusion: from Triple-P (CSR) to Triple-E (interface)
9 THE OCCASION: ISSUES AND ISSUES MANAGEMENT
9.1 Introduction: on the occurrence of issues
9.2 Framing issues
9.3 Issues management, crisis management?
9.4 Issue life cycle: from discontent to settlement
9.5 Conclusion: towards a reappraisal of Public Affairs
10 THE STAKES: FIRMS – PART OF THE PROBLEM OR PART OF THE SOLUTION?
10.1 Introduction: identifying issues, assigning responsibilities
10.2 Stretch issues and primary responsibilities
10.3 Institutional issues and interface responsibilities: firms as partially responsible
10.4 Agenda-setting issues and indirect responsibilities: firms as part of the solution?
11 THE MECHANISM: REPUTATION AND CORRECTION 199
11.1 Introduction: ‘Reputation, reputation, reputation – the immortal part of men’
11.2 A temple of reputation
11.3 General functions of reputation: ties that bind
11.4 Reputation and CSR
11.5 Reputation and correction
11.6 Indicators of reputational damage
11.7 Conclusion: the trade-off between correction and disciplinary measures
12 THE CONTEXT: RIVAL CSR AND ICR REGIMES
12.1 Introduction: from CSR to ICR
12.2 National CSR regimes
12.3 International interaction: principles and practices
12.4 ICR regime development – the 1970s and 1980s
12.5 ICR since the 1990s – searching for new governance principles
12.6 Conclusion: the shape of the ICR regime
13 THE PROCESS: ICR AS MANAGING DISTANCE
13.1 Introduction: on the importance of distance
13.2 Geographical distance
13.3 Cultural distance
13.4 Stakeholder and institutional distance
13.5 Conclusion: the challenges of ICR
Part III THE INTERNATIONAL BARGAINING SOCIETY IN ACTION
14 DO IT JUST – THE NIKE CASE
15 THE OCEAN AS RUBBISH DUMP? – THE SHELL BRENT SPAR CASE
16 PROVOCATIVE BRAS FROM BURMA – THE TRIUMPH INTERNATIONAL CASE
17 DO MORE, FEEL BETTER, LIVE LONGER, BUT ONLY IF YOU CAN AFFORD IT? – THE GLAXO SMITHKLINE CASE
18 A CHANGING CLIMATE FOR A SLEEPING TIGER? – THE EXXONMOBIL CASE
19 LESSONS IN REPUTATION
19.1 Introduction: verifying the reputation claim
19.2 Correction in practice
19.3 Disciplining and self-regulation in practice
19.4 Lessons in correction and disciplining
19.5 Conclusion: on the effectiveness of reputation
20 TOWARDS A STRATEGIC STAKEHOLDER DIALOGUE
20.1 Introduction: on the reputation trap and the limits of confrontation
20.2 The principle: rise of the stakeholder dialogue
20.3 Experience with stakeholder dialogue: five cases
20.4 The process: preconditions of an effective stakeholder dialogue
20.5 Contents and components of a strategic stakeholder dialogue
20.6 Epilogue: the process determines the result
Notes
Bibliography
Index