Corporate Social Responsibility of Global Corporations. An Analysis of Success Factors Exemplified by BMW AG

Bachelorarbeit , 2022 , 70 Seiten , Note: 1,0

BWL - Unternehmensethik, Wirtschaftsethik

The thesis covers the scientific analysis of Corporate Social Responsibility and its sub-areas in theory and implementation as well as possible success factors using the example of BMW AG. The aim of this work is to determine the success factors for a successful implementation of Corporate Social Responsibility. Furthermore, possible interacting competitive advantages resulting from these factors and influencing the core business are presented.

Corporate Social Responsibility is a management concept that transparently regulates the largely voluntary contribution of internationally active companies to sustainable development and responsible action.

Table of Contents

Index of Abbreviations

Index of Illustrations

1 Introduction
1.1 Problem and objective of the thesis
1.2 Approach and structure

2 Definition and definitional delimitation
2.1 Three pillars of corporate responsibility
2.1.1 Corporate Social Responsibility
2.1.2 Corporate Governance
2.1.3 Corporate Citizenship
2.2 Summary of definition and definitional delimitation

3 Corporate Social Responsibility in Corporate Leadership
3.1 Sustainability
3.1.1 Economic sustainability
3.1.2 Ecological sustainability
3.1.3 Social sustainability
3.2 Responsibility
3.3 Transparency

4 Success factors of Corporate Social Responsibility
4.1 Core success factors
4.2 Effects of success
4.3 Porsche Consulting Sustainability Concept

5 BMW AG – the most sustainable premium car manufacturer
5.1 Sustainability
5.1.1 Social sustainability
5.1.2 Economic sustainability
5.1.3 Ecological sustainability
5.2 Responsibility
5.3 Transparency

6 Success factors of Corporate Social Responsibility of BMW AG
6.1 Analysis based on the Porsche Consulting Sustainability Concept
6.2 Core success factors of BMW’s Corporate Social Responsibility
6.3 Core effects of success for BMW AG

7 Conclusion
7.1 Summary and response to the research question
7.2 Critical appraisal and validation with accompanying prospects

Bibliography

Abstract

Corporate Social Responsibility is a management concept that transparently regulates the largely voluntary contribution of internationally active companies to sustainable development and responsible action.

The following Bachelor Thesis covers the scientific analysis of Corporate Social Responsibility and its sub-areas in theory and implementation as well as possible success factors using the example of BMW AG.

The aim of this work is to determine the success factors for a successful implementation of Corporate Social Responsibility. Furthermore, possible interacting competitive advantages resulting from these factors and influencing the core business are presented.

The results show various outstanding success factors expressing themselves in a variety of competitive advantages. Nevertheless, no significant quantifiable correlation between Corporate Social Responsibility and success can be proven, but the image of the brand is associated with positive attributes and thus evokes positive associations and effects on turnover in the long term.

Index of Abbreviations

AG Aktiengesellschaft

BMW Bayerische Motoren Werke

CC Corporate Citizenship

CG Corporate Governance

CSR Corporate Social Responsibility

DJSI Dow Jones Sustainability Index

ESG rating Environment Social Governance rating

EU European Union

GmbH Gesellschaft mit beschränkter Haftung

HGB Handelsgesetzbuch

ILO International Labour Organization

MSCI Morgan Stanley Capital International

RBC Responsible Business Conduct

SMART Specific, Measureable, Achievable, Relevant, Time-bound

SAM Group Sustainable Asset Management Group

SDGs Sustainable Development Goals

UN United Nation

Index of Illustrations

Illustration 1: Understanding of Corporate Responsibility

Illustration 2: “CSR maturity pyramid”

Illustration 3: “17 Sustainable Development Goals“

Illustration 4: The sustainability triangle based on the triple bottom line model

Illustration 5: “CSR pyramid according to A. B. Carroll”

Illustration 6: Model for the analysis of sustainable success factors of a company of Porsche Consulting GmbH

Illustration 7: “The ten sustainability goals of the BMW Group and their potential influence on the Sustainable Development Goals“

Illustration 8: “BMW Group donation expenditure worldwide”

Illustration 9: Materiality analysis according to the BMW Group

Illustration 10: Core success factors of BMW's Corporate Social Responsibility

1 Introduction

The changing behaviour of society away from a centroverted towards an altruistically inclined community image is shaping the 21st century as connectivity between different emerging megatrends.

In addition to the ecological aspect of an environmentally conscious lifestyle and the reduction of its ecological footprint, companies acting sustainably also take into account social and economic aspects. The three dimensions of ecology, social issues and economy pose great challenges for politics, society and especially companies.¹

Angela Merkel already appealed to the nation in 2016 at the 16th Annual Conference of the Council for Sustainable Development that sustainability has become a general requirement for our actions.² Companies therefore have a social and ethical philanthropic responsibility to implement the dimensions of sustainability in their core business and to communicate this to their stakeholders in a transparent way.

This is expressed in the term Corporate Social Responsibility (CSR) which has become increasingly pertinent, especially for global corporations, as they have a major impact on the social, economic and ecological environment. It must be implemented holistically in the corporate strategy, continuously reconsidered and adapted, a fact that is evident from the changing demands of customers on companies increasing public pressure on global players.

Since 2017, the BMW Group, the world's third largest car manufacturer, has been considered the most sustainable premium manufacturer with the best brand image and responsible implementation of CSR as part of its core business.³

It is to be considered that sustainability and therefore also CSR are incorporated into any business deliberations in order to build up a responsible image on the one hand and to successfully maintain and constantly improve it on the other hand, with the focus of politics, media and society being particularly directed towards it.⁴

1.1 Problem and objective of the thesis

The success of CSR cannot be measured directly with high turnover or a good brand image, as this "management philosophy"⁵ is holistically integrated and anchored in the core business and thus success factors appear difficult to ascertain. Nevertheless, assumptions can be made about correlations in this regard because multi-perspective ways of defining CSR are possible. One reason for that can be attributed to the dynamics that have developed in recent years. Accordingly, CSR and success factors face the problem of momentary observation.⁶

This area of strategic corporate management is mainly rooted in the field of social science or of descriptive ethics.⁷ However, due to the trend towards sustainability, CSR has found its way into almost every business discipline and is thus an integral part of the strategy of internationally active companies.⁸

"When mistrust increases, trust becomes a lucrative commodity."⁹, notes Thomas Ramage (2014) as a business journalist. What are the success factors of a successful CSR strategy? What are the reasons for internationally active large corporations to implement it? Which concrete measures are used to implement CSR? How do CSR and the success of a company correlate?

These questions are quite obscure and abstract in theory. By using BMW AG as a case study, these questions can be clarified as the company offers a high degree of transparency with regard to sustainability and is considered the most sustainable premium car manufacturer in the world. The company publishes an annual sustainability report in or alongside its annual report. In addition, the BMW Group uses transparent communication of its CSR strategy. This is strongly prioritised by the company, which is why many current, company-owned data are available and are therefore of a special quality. This is why the decision for a practical application was made for the BMW Group, as the continuity of the annual reports allows comparisons to be made and progress and success to be easily recognised.

Accordingly, the research question can be answered which success factors emerge through a CSR strategy, which are expressed in a globally active corporation, based on BMW AG.

The purpose of this paper is to examine the management approach of CSR from different perspectives and to illustrate the relevance of CSR for corporate success through various success factors.

The current state of research on CSR turns out to be particularly extensive. Data were searched via reliable academic databases, mainly Google Scholar, EBSCO, SpringerLink and ScienceDirect. While searching for sources from 2020 onwards, alone a total of around 800,000 journals, anthologies, monographs, articles and dissertations have been displayed on these four portals. Most of the articles are written in English with the place of publication being primarily reduced to the western hemisphere. With regard to the chronological classification, it can be stated that CSR has undergone heterogeneous, long-term development since Carroll's assessment in 1979.¹⁰ To ensure that the questions regarding the success factors of a prosperous CSR strategy can be answered in a well-founded manner, scientific sources, especially German and English language publications, but also a variety of articles from journals and renowned trade journals that demonstrate a certain degree of topicality have been consulted in the context of literature research.¹¹ In addition, selected internet sources have been taken into account which must be evaluated individually for their scientific relevance. Due to the given topicality of CSR, a large amount of literature is available, which is why a comparative literature analysis has been carried out. Since 2003, an increasing trend in the literature on this controversial topic has been visible with a rapid increase in 2012 due to the attention paid to the topic by politicians from 2013 onwards.¹² These result primarily in studies and anthologies that combine various focal points with CSR and thus also point out recommendations for action for specific target groups. The meta-study by Tahniyath and Elbanna of 20 January, 2022 presents the problem of CSR in great detail with regard to integrative frameworks consisting of 122 current studies.¹³ The meta-study of the evolution of the CSR construct by Costa et. al. from 2022 shows that most and most recent studies are about "social responsibilities of businessmen, stakeholder engagement and the pyramid of responsibility".¹⁴ What becomes obvious, nevertheless, is the fact that there is scarcely any discussion about the success factors and their effects with regard to CSR. There is a clear gap in research, which is why this topic is presented and elaborated in more detail in this paper.

1.2 Approach and structure

First of all, this paper provides a derivation and definition of terms as a basis for further explanations. In the process, a distinction is made between related terms, which is necessary for an overview and a deeper understanding of the subject. A summary is provided, illustrating the definition and definitional demarcation.

Subsequently, a comprehensive theoretical analysis of the complex of topics of CSR in corporate management and induced aspects and requirements for corporations is carried out. Here, various models of CSR are introduced, related to the dimensions of CSR and explained in detail. This is followed by a presentation of the success factors that can be associated with CSR in corporate management. This is where the Porsche Consulting Sustainability Model comes into the equation. It is used to analyse the company for sustainability success factors. The core success factors identified in this way have an impact on core success effects, which are presented in more detail.

In order to be able to answer the core questions of this thesis regarding the success factors, an extensive analysis of the BMW AG takes place with regard to its CSR aspects which are assigned in this framework. These are applied to the three factors of CSR and substantiated from an international perspective.

Based on this classification and the insights of the previous chapters, the business management implementation of the CSR strategy is analysed by the Porsche Consulting Sustainability Model regarding the BMW AG through the core success factors. Furthermore, the core success factors are mapped to the core success effects of the BMW Group, whereby a possible correlation between success and CSR is illustrated and recommendations for action for large corporations in the international framework are presented. This also clarifies the question of the relevance of CSR for corporate success.

2 Definition and definitional delimitation

In order to create a fundamental comprehension of the subsequent work, the concept of Corporate Social Responsibility is introduced by defining the boundaries, which proves to be essential as a foundation for the scientific discussion of the concepts. Accordingly, the three pillars of Corporate Responsibility are outlined and related concepts of CSR are delineated and explained correspondingly in context.

2.1 Three pillars of corporate responsibility

In practice, the term Corporate Responsibility is often used synonymously with CSR. Nevertheless, there are significant differences. These are presented in the following graphic for overview purposes and explained in more detail below.

Illustration 1: Understanding of Corporate Responsibility^[15]

In consequence, Corporate Responsibility is the umbrella term that unites the topics of Corporate Governance (CG), Corporate Citizenship (CC) and CSR.¹⁶ Thus, Corporate Responsibility describes the general entrepreneurial responsibility with regard to respect, honesty, ethical behaviour and integrity towards stakeholders, shareholders and society as a collective.¹⁷

2.1.1 Corporate Social Responsibility

”Social Responsibility is a moving target.“ ¹⁸

Neil C. Churchill, an expert in the field of innovation and a university professor, could not have captured the problem of defining the concept of CSR better.¹⁹ Nevertheless, the concept of Corporate Social Responsibility can be understood as the voluntary contribution of business to sustainable development in addition to the legal requirements.²⁰ CSR is operationalised along the logic that Corporate Responsibility lies in creating positive effects for society as well as reducing negative ones.²¹ The intangibility and multi-perspective views on the topic of CSR have led to each definition, reflecting a snapshot of a society's thoughts.²² The relatively most recent definition comes from the organisation CSR Europe and states it as follows:

”The way in which a company manages and improves its social and environmental impact to generate value for both its shareholders and its stakeholders by innovating, organizations and operations .“ ²³

According to the CSR Europe organisation, CSR is the way in which a company manages and improves its social and environmental impacts in order to create value for its shareholders and other stakeholders through innovation, operational and organisational measures.

In modern understanding, CSR is increasingly perceived as a holistic corporate and management concept that integrates all sustainability dimensions and includes all economic, ecological and social contributions of a company to the voluntary assumption of social responsibility that goes beyond compliance with legal requirements.²⁴ In a business context, CSR can also be classified as a strategic instrument of social marketing, so that marketing measures influence a target group to voluntarily adapt their behaviour.²⁵

In this way, both normative and economic aspects should flow into the implementation of the measures. CSR is thus understood as a process that integrates ecological, social, ethical, human rights and consumer-related concerns into corporate activities and core strategy in integrated cooperation with stakeholders. The aim of CSR is to maximise the creation of shared value.²⁶ This includes the goal of initiating investment returns for the group's shareholders while ensuring benefits for other stakeholders and society.²⁷

Thus, a range of different understandings of and approaches to how sustainable and social Corporate Governance is defined is developing.²⁸ For this reason, the EU Commission has made it its mission in the European area to supplement mutual responsibility in companies in addition to legal compliance together with independently determinable human capital in the environment and relationships of other stakeholders.²⁹ Companies are encouraged to comply with and implement these international guidelines and principles in order to benefit themselves, but also to add value to the EU economy and society, thereby assuming a high level of responsibility.³⁰

Businesses must be acutely aware of their responsibilities and carry out a variety of activities.³¹ This has also been introduced by the EU Commission as Responsible Business Conduct (RBC) aiming at achieving sustainable development and combatting negative impacts in all of a company's activities, thereby legally securing a certain level of responsibility and controlling the impact on society.³²

Due to the many different variants of a CSR strategy to this date, a certain professionalization of this strategy goes hand in hand. As a result, different stages of development of CSR in companies are illustrated. For this purpose, Schneider has developed the maturity pyramid.³³

Illustration 2: “CSR maturity pyramid”^[34]

The lowest level of the maturity pyramid is not considered to have an actively pursued CSR strategy, as CSR management is not yet practised. Here, a contribution to society is made through passive activities such as paying taxes and job creation, which is why awareness of social responsibility does not necessarily prevail within the company. Therefore, this level is also seen as CSR level zero.³⁵

Companies that are at stage one of development are aware of the relevance of their social responsibility and implement individual uncoordinated measures to show social commitment. However, due to the lack of an overarching strategy and system, there is hardly any economic benefit, only positive effects on the image.³⁶

One level above there are already activities that have an impact on the core business of the company. Active CSR management and activities take place within the company, whereby strategy and systematics are behind social and societal responsibility. Competitive advantages can therefore be realised and added value generated.³⁷

The next level is currently the most sophisticated manifestation of CSR. These companies have integrated CSR as an all-encompassing strategy, both internally and externally, whereby society, the economy and politics experience positive effects through the company. This creates a high sense of responsibility on the part of the company, but also coincides certain obligations.³⁸

The last and top level of the pyramid is presented as open, not claiming completeness, as CSR continues to have development potential.³⁹ Classifying these processes proves to be difficult, but even more challenging is the realisation of CSR activities on the part of the companies.⁴⁰

To facilitate the CSR implementation process, "internationally recognised reference documents"⁴¹ of the European Union provide guidance. In addition to sustainability and responsibility, this also includes corporate transparency.⁴² This is also listed in the DIN ISO 26000 standard published in 2011 by the International Organisation for Standardisation, although it does not speak directly of CSR, but rather of a global approach to the term. However, this only serves as a recommendation and is thus left to the management responsible, as this standard can be understood as a guideline due to the corresponding certification, but still represents a standard to which all organisations can organise themselves globally.⁴³

2.1.2 Corporate Governance

Corporate Governance is specified for German companies in the German Corporate Governance Codex.⁴⁴ Binding rules of responsible CG are established with regard to both tax and economic laws as well as moral values which serve to guide the behaviour of the company's management and its employees. It also establishes structures to actively regulate relationships between management, the supervisory board and other stakeholders of a corporation in order to guarantee that management acts in the interest of the entire company and its shareholders.⁴⁵ CG is therefore oriented towards the interests of the shareholders. In this way, management misconduct is avoided through legal provisions, voluntary behavioural guidelines and simple control functions.⁴⁶ CG thus describes a concept of responsible CG to secure the financial result.⁴⁷

Since values and laws can be applied in different ways depending on industry, country or self-image, each company has to ensure their compliance individually.⁴⁸ This is also referred to as the Honourable Businessman, a gender-neutral guiding principle with a tradition of fair and responsible economic activity.⁴⁹ The concept of CG pursues the goal of minimising corporate risk and aims at avoiding management misconduct. CSR seeks to minimise corporate risk too, but uses other methods to achieve this. Here, above all, multiple interests are considered, whereby CSR can act as a continuous process within the company and its environment both mutually influencing each other.⁵⁰

2.1.3 Corporate Citizenship

The term Corporate Citizenship stands for charitable activities of companies and organisations as well as for social commitment possibly reaching beyond the core business, but should be linked to the respective core competences, resources and employees.⁵¹ This includes, for example, financial support for more humanitarian projects, corporate foundations or sponsorship of local and global associations. The three most common categories of CC can be assigned to those, taking the form of corporate giving and employee volunteering for charitable purposes, so-called corporate volunteering.⁵² Through these activities, companies are able to solve concrete problems of the community, since not only financial funds, but also resources in the form of professional know-how, employees and organisational structure are used in this process.⁵³

CC is thus considered a hierarchized aspect of CSR, as these concepts are similar in their underlying motive and yet are perceived differently. While CC encompasses society-related activities of a company, CSR is more concerned with the assumption of social responsibility beyond financial and material resources. Corporations must face up to their responsibility and initiate it in many facets. This can be expressed in social or cultural projects and sustainable management as well as environmental protection, since CSR is a broader concept that is better implemented in the company.⁵⁴

2.2 Summary of definition and definitional delimitation

In summary, it can be stated that in CSR, the reference to the core business plays a central role, which is completely absent in CC. The stakeholders of CC are limited to society, which means that a socio-political and moral approach is taken.⁵⁵ In CSR, by contrast, the economic aspect also plays an important role while CC is charitable without the intention of making a profit. This clarifies that CC covers the social section of social responsibility within CSR and needs to be subordinated to it.⁵⁶

It is quite different with CG with regard to CSR since it cannot be directly subordinated to CSR as a partial aspect because it rather serves the control of management. Here, however, it is worth mentioning that although CSR is separated from the concept of CG, it is nevertheless connected to it, as this structure manages and controls companies and creates relationships with the management and the stakeholders and shareholders and is thus placed next to CSR as additional support in terms of transparency and responsibility, but also economic obligations.⁵⁷

In general, it can be concluded that it is difficult to assign clearly defined and specified contents to the various terms, which results in a certain pragmatism that in practice is collected, focused and anchored in the collective term of Corporate Responsibility.⁵⁸ Accordingly, these three areas of CG, CC and CSR strongly cooperate and are interlocked. Only in combination can the full potential of the positive effects on the company and its environment be realised.

3 Corporate Social Responsibility in Corporate Leadership

Corporate Social Responsibility addresses the ethical and philanthropic responsibility of companies and creates space for social responsibility and transparency. This relationship is presented using various theoretical models, whereby sustainability, the main component of CSR, is presented in detail and the link to responsibility and transparency with legal guidelines, in the sense of corporate leadership, is explained in detail afterwards.⁵⁹

3.1 Sustainability

The term sustainability has become increasingly important in recent years. However, it does not describe a newly emerged phenomenon, but became relevant at the beginning of the 18th century. As a solution proposed to the timber crisis in 1987, the World Commission on Environment and Development published the Brundtland Report.⁶⁰ The report in question is "Our Common Future"⁶¹.⁶² This sets out the guiding principle for sustainable development and defines sustainability as follows:

“Humanity has the ability to make development sustainable to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs.“⁶³

This very general definition is widely used and should be taken into account in decisions by politicians, companies and society. In terms of content, it means that existing resources be used by current generations in such a way that they can still be utilized by future generations.⁶⁴

In the "Agenda 2030"⁶⁵ of 2015, the "Sustainable Development Goals"⁶⁶ (SDGs) were

defined by the "UN Commission on Sustainable Development"⁶⁷ and "fields of action to achieve sustainability"⁶⁸ were presented.⁶⁹

In this context, the protection of the environment, the bio system and human integrity becomes the focus of European efforts and embodies a global plan to promote sustainable peace and prosperity to protect our planet.⁷⁰ The following 17 goals can be derived from this.

Illustration 3: “17 Sustainable Development Goals“⁷¹

These SDGs can be divided into the three dimensions of sustainability - economic, social and ecological - and, according to the Council for Sustainable Development, are to be taken into account on an equal footing.⁷²

Accordingly, sufficient development in terms of sustainability will only be achieved if all three dimensions show progress.⁷³ However, this concept and the associated equal status is difficult to realise in corporate practice, as the goals often contradict each other. For this reason, the "triple bottom line"⁷⁴ concept coined by John Eklington is often used in corporate practice, whereby a triple bottom line is drawn under the individual dimensions.⁷⁵ In this context, the economic added value is understood as the hierarchically superior goal. Consequently, the social and ecological goals are considered subordinate and are only fulfilled if economic added value can also be generated from them.⁷⁶ The following figure illustrates the dominance of the economy using the sustainability triangle based on the triple bottom line model.⁷⁷

Illustration 4 : The sustainability triangle based on the triple bottom line model ⁷⁸

3.1.1 Economic sustainability

The economic dimension includes, among other aspects, the preservation of prosperity by ensuring the performance and employment of future generations. As a consequence, competitiveness and innovation are promoted which in turn supports the ecological and social aspects of sustainability.⁷⁹ This consideration is seen by companies as the main motivation for CS since profit maximisation can take place in the long term. Here, CSR counts as an instrument of the marketing mix, whereby many advertising and marketing measures are conveyed to the customer.⁸⁰ The pre-economic goals thus include reputation building, image enhancement, consolidation of customer loyalty and employee motivation.⁸¹ Long-term commitment to environmental and social issues creates a positive reputation which benefits the company through the economic goals of increasing the value of the company and by reducing risks.⁸²

3.1.2 Ecological sustainability

The primary goals of ecological sustainability are long-term, natural conservation and careful, considerate use of resources and habitat for present and future generations.⁸³ In addition, it is indispensable to avoid environmental pollution and contamination and to promote the use of renewable energies.⁸⁴ Creation of value, production and distribution must take place in a harmonious, synergetic manner and convey environmental responsibility for negative outputs from the company. Corporate environmental responsibility should be evident in the core business of the group and be environmentally sustainable at domestic and international level, implying that circular economy should also be pursued in developing countries and clear-cutting of primeval forests should be passé.⁸⁵

3.1.3 Social sustainability

The social dimension of sustainability is concerned with the preservation and development of society. Other concerns are the preservation of social stability and the freedom of personal development.⁸⁶ Furthermore, the wealth of the world should be shared equitably for all on a global basis. In CSR, working conditions, consumer protection and economic cooperation are part of the social consideration.⁸⁷ The United Nations Global Compact comprises ten principles and is based on the Universal Declaration of Human Rights, the Declaration on Fundamental Principles and Rights at Work of the International Labour Organization (ILO), the principles of the 2030 Agenda and the United Nations Convention against Corruption.⁸⁸ In addition, forced and child labour should be abolished and discrimination in employment prohibited.⁸⁹ Furthermore, CSR is seen as an opportunity to shape social changes through globalisation and further development according to our values and rules before others impose their standards on society. The standards can only be enforced through responsible corporate action.⁹⁰ In this way, corporations promote a strong, solidary and vital society, which in turn benefits the company itself as a workforce.⁹¹

The core business shows that social and ecological corporate responsibility and sustainable management accompany economic success. This must be environmentally compatible, ethically and socially responsible and at the same time economically successful. It follows that a company must operate as sustainably as possible.⁹²

3.2 Responsibility

Globally active corporations bear great responsibility because of their great influence on world and economic affairs. Richard Nixon, the 37th President of the United States, said in his 1972 speech to the people at the signing of the Salt Treaties: "With great power goes great responsibility."⁹³ This is equally true for the large and influential corporations.

The four-level model according to Archie B. Carroll was completed in 1979 in relation to CSR intending to break it down into levels of corporate responsibility towards society in four areas. It differentiates between the economic, legal, ethical and voluntary components.⁹⁴

[...]

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¹ Vgl. Seybold, o.J., www.nachhaltigkeitsstrategie.de (Stand 23.06.2022).

² Vgl. Merkel, 2016, www.bundeskanzlerin.de (Stand 23.06.2022).

³ Vgl. Kords, 2022, www.statista.com (Stand 23.06.2022).

⁴ Vgl. Lin-Hi / Blumberg, 2020, 4.

⁵ Vgl. Lin-Hi / Blumberg, 2020, 3.

⁶ Vgl. Scheerer, 2019, 3.

⁷ Vgl. Goael / Ramanathan, 2014, 50.

⁸ Vgl. Schmitz / Schmidpeter, 2020, 3.

⁹ Ramage, 2010, www.brandeins.de (Stand 23.06.2022).

¹⁰ Vgl. Jarolimek, 2011, 137; Vgl. Carroll, 2021, 1274.

¹¹ Vgl. Sofian / Mohd-Sabrun / Muhamad, 2022, 118.

¹² Vgl. Bundesministerium für Arbeit und Soziales, 2019, www.csr-in-deutschland.de (Stand 23.06.2022); Vgl. Scimago Institutions Rankings, 2022, www.scimagojr.com (Stand 23.06.2022).

¹³ Vgl.Tahniyath / Said, 2022, 8.

¹⁴ Costa / Curi / Bandeira, et. al., 2022, 7.

¹⁵ Adapted from: Vgl. Arbeitskreis Nachhaltige Unternehmensführung der Schmalenbach-Gesellschaft, 2015, 45; Vgl. Fatima, / Elbanna, 2022, 4.

¹⁶ Vgl. Arbeitskreis Nachhaltige Unternehmensführung der Schmalenbach-Gesellschaft, 2015, 44.

¹⁷ Vgl. Arbeitskreis Nachhaltige Unternehmensführung der Schmalenbach-Gesellschaft, 2015, 44; Vgl. Pfajfar / Shoham / Malecka et. al., 2022, 47.

¹⁸ Kehl, 2015, 4.

¹⁹ Vgl. Churchill, 1974, 6 f.

²⁰ Vgl. Blaschke, 2020, 1; Coulmont / Berthelot / Gagné, 2022, 1.

²¹ Vgl. Lin-Hi / Blumberg, 2020, 3 f.

²² Vgl. Scheerer, 2019, 3; Vgl. Pfaifar / Shoham / Malecka / Zalaznik, 2022, 47.

²³ CSR Europe, 2003, www.csreurope.org (Stand 23.06.2022).

²⁴ Vgl. Meffert / Münstermann, 2005, 20; Vgl. Kreipl, 2020, 219; Vgl. Lin-Hi / Blumberg, 2020, 3.

²⁵ Vgl. Kehl, 2015, 4.

²⁶ Vgl. Pfaifar / Shoham / Malecka / Zalaznik, 2022, 46.

²⁷ Vgl. Europäische Kommission, 2011, ec.europa.eu (Stand 23.06.2022).

²⁸ Vgl. Münstermann, 2007, 5.

²⁹ Vgl. Europäische Kommission, 2022, ec.europa.eu (Stand 23.06.2022).

³⁰ Vgl. Ebd.

³¹ Vgl. Münstermann, 2007, 3 f.

³² Vgl. Europäische Kommission, 2022, ec.europa.eu (Stand 23.06.2022).

³³ Vgl. Schneider, 2015, 32 f.

³⁴ Adapted from: Vgl. Schneider, 2015, 33; Vgl. Lech, / Hans-Hermann, 2020, 146.

³⁵ Vgl. Kreipl, 2020, 232.

³⁶ Vgl. Ebd.

³⁷ Vgl. Ebd.

³⁸ Vgl. Kreipl, 2020, 232.

³⁹ Vgl. Ebd., 231.

⁴⁰ Vgl. Carroll, 2021, 1270.

⁴¹ Vgl. Bundesministerium für Arbeit und Soziales, 2022, www.csr-in-deutschland.de (Stand 23.06.2022).

⁴² Vgl. Ebd.

⁴³ Vgl. Bundesministerium für Arbeit und Soziales, 2011, 7 f.

⁴⁴ Vgl. Regierungskommission, 2022, www.dcgk.de (Stand 23.06.2022).

⁴⁵ Vgl. Hardtke, 2010, 20.

⁴⁶ Vgl. Arbeitskreis Nachhaltige Unternehmensführung der Schmalenbach-Gesellschaft, 2015, 45.

⁴⁷ Vgl. Kreipl, 2020, 44.

⁴⁸ Vgl. Ebd.

⁴⁹ Vgl. Purtik / Oswlad, 2020, 36.

⁵⁰ Vgl. Kieser, 2013, 9.

⁵¹ Vgl. Schmidpeter, 2019, 65.

⁵² Vgl. Kieser, 2013, 9.

⁵³ Vgl. Ebd.

⁵⁴ Vgl. Kieser, 2013, 9.

⁵⁵ Vgl. Schiefelbein, 2010, 22; Vgl. Ansu-Mensah / Opoku Marfo / Awuah et. al., 2021, 4.

⁵⁶ Vgl. Kehl, 2015, 8.

⁵⁷ Vgl. Arbeitskreis Nachhaltige Unternehmensführung der Schmalenbach-Gesellschaft, 2015, 44; Vgl. Wickert, 2021, 2.

⁵⁸ Vgl. Lin-Hi / Blumberg, 2020, 3.

⁵⁹ Vgl. Kreipl, 2020, 219 f.; Vgl. Pfaifar / Shoham / Malecka / Zalaznik, 2022, 49.

⁶⁰ Vgl. Weltkommission für Umwelt und Entwicklung, 2019, www.nachhaltigkeit.info (Stand 23.06.2022); Vgl. Kreipl, 2020, 242.

⁶¹ Scheithauer, 2019, 20.

⁶² Vgl. Kreipl, 2020, 243.

⁶³ NGO Committee on Education, 1987, www.un-documents.net (Stand 23.06.2022).

⁶⁴ Vgl. Scheithauer, 2019, 20 f.

⁶⁵ Kreipl, 2020, 243.

⁶⁶ Regionales Informationszentrum der Vereinten Nationen, 2022, unric.org (Stand 23.06.2022).

⁶⁷ Vgl. Bauer / Bundeszentrale für politische Bildung, 2008, www.bpb.de (Stand 23.06.2022).

⁶⁸ Kreipl, 2020, 243.

⁶⁹ Vgl. Agudelo / Andrés / Jóhannsóttir et. al., 2019, 17 ff.

⁷⁰ Vgl. Kreipl, 2020, 236, 243; Vgl. Scheithauer, 2019, 21.

⁷¹ Regionales Informationszentrum der Vereinten Nationen, 2022, unric.org (Stand 23.06.2022).

⁷² Vgl. Rat für nachhaltige Entwicklung, 2019, www.nachhaltigkeitsrat.de (Stand 23.06.2022).

⁷³ Vgl. Scheithauer, 2019, 21.

⁷⁴ Colsman, 2016, 30; Pfaifar / Shoham / Malecka / Zalaznik, 2022, 57.

⁷⁵ Vgl. Kreipl, 2020, 245.

⁷⁶ Vgl. Littig / Grießler, 2004, 29; Vgl. Kreipl, 2020, 247.

⁷⁷ Vgl. Scheithauer, 2019, 21.

⁷⁸ Own illustration adapted from : Vgl. Steinmetz, 2019, 239.

⁷⁹ Vgl. Scheithauer, 2019, 21.

⁸⁰ Vgl. Herchen, 2007, 34 f.; Vgl. Kreipl, 2020, 254.

⁸¹ Vgl. Herbst, 2012, 72 f.

⁸² Vgl. Herbst, 2012, 72 f., 16; Vgl. Kreipl, 2020, 235, 246; Vgl. Zhang, 2022, 1.

⁸³ Vgl. Leßmann, 2016, 10 f.

⁸⁴ Vgl. Röhl, 2012, 27.

⁸⁵ Vgl. Kreipl, 2020, 246; Vgl. Lexikon der Nachhaltigkeit, 2016, www.nachhaltigkeit.info (Stand 23.06.2022).

⁸⁶ Vgl. Leßmann, 2016, 10; Vgl. Pfaifar / Shoham / Malecka / Zalaznik, 2022, 48.

⁸⁷ Vgl. Herchen, 2007, 50.

⁸⁸ Vgl. Ebd., 43.

⁸⁹ Vgl. Ebd., 47.

⁹⁰ Vgl. Bundesministerium für Arbeit und Soziales, 2022, www.csr-in-deutschland.de (Stand 23.06.2022).

⁹¹ Vgl. Kreipl, 2020, 235; Vgl. Pfaifar / Shoham / Malecka / Zalaznik, 2022, 50.

⁹² Vgl. Scheithauer, 2019, 21; Vgl. Kreipl, 2020, 246.

⁹³ Americanrhetoric, 2008, www.americanrhetoric.com (Stand 23.06.2022).

⁹⁴ Vgl. Mildenberger / Thiede, 2008, 116; Vgl. Kreipl, 2020, 234.

• Hochschule: Hochschule Mittweida (FH) (Medien)
• Note: 1,0
• Autor: Marc Seebauer (Autor:in)
• Erscheinungsjahr: 2022
• Seiten: 70
• Katalognummer: V1276090
• ISBN (eBook): 9783346730954
• ISBN (Buch): 9783346730961
• Sprache: Englisch
• Schlagworte: CSR, Unternehmensführung, Englisch, BMW, BMW Group