HUMA 1745 Chapter Notes - Chapter 19: Corporate Social Responsibility, Canadian Business
1 May 2018
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HUMA 1745 Chapter 19 Notes – Summary
Introduction
Decision Making
• A 2011 poll found that 45 percent believe individual shareholders, not the company,
should make personal decisions about giving to charity.
• Another 35 percent, however, felt corporations should donate to charities.
• Oe CEO eplaied, Beig a good orporate itize eas assistig those less
fortunate—as log as it is doe i the otet of the etities’ ais, ojeties ad
eploees’ desires.
• A 2011 poll conducted by COMPAS found that Canadian business leaders were not
about imposing Canadian management values on Chinese employers, however.
• We do’t hae the right to tell Chia ho to ru its eoo, said oe CEO.
• We have the choice to buy, or not to buy.
• A recent survey found that Canadian and American MBA students are very interested in
the subject of corporate social responsibility.
• Oer 80 peret of respodets elieed usiess professioals should take ito
account social and eiroetal ipats he akig deisios.
• Almost two-thirds of these respondents felt that corporate social responsibility should
e part of ore MBA lasses, ad 60 peret said the ould seek soiall resposile
eploet.
• The rational decision-making model makes no acknowledgment of cultural differences,
nor does the bulk of OB research literature on decision making.
• A recent review of cross-cultural OB research covered 25 areas, but cultural influence on
decision making was not among them.
• Another recent review identified 15 topics, but the result was the same: No research on
culture and decision making.
• Hoeer, Idoesias, for istae, do’t eessaril ake deisios the sae a
Australians do.
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