Integrating Strategy and Corporate Community Involvement in a Balanced Scorecard; Results from Action Research at Merck Thailand Ltd.
9th EURAM Conference, Liverpool, UK, May 11-14, 2009
36 Pages Posted: 31 Jul 2009 Last revised: 30 Jul 2014
Date Written: May 11, 2009
Increasingly large multinational corporations (MNCs) recognize the positive effects of Corporate Social Responsibly (CSR) on customers, employees, and talents. However, Small and Medium-sized Enterprises (SMEs) or local units of MNCs may not have the same spectrum of responsibilities, due to minor operations, with less scope, and fewer social and environmental issues. In these cases, we argue that a strategy which integrates Corporate Community Involvement (CCI) can be strong alternative to the broader concept of CSR. Still, to really make CCI accepted as a strategic approach amongst executives and employees, we argue that CCI should be integrated into strategic tools like the balanced scorecard. We thus develop a generic model for a Community-enabled Balanced Scorecard (CeBSC). Then, we apply this model in an actions research project in a subsidiary of a large chemical and pharmaceutical MNC. The paper ends with a discussion and conclusion.
Keywords: Corporate Community Involvement, Corporate Citizenship, BSC, sustainability balanced scorecard, responsible leadership, responsibility leadership systems
JEL Classification: M1, M14
Suggested Citation: Suggested Citation