csr Flashcards

(59 cards)

1
Q

What is entrepreneurship?

A

The process of identifying opportunities and transforming them into value-creating activities.

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2
Q

How does responsible entrepreneurship differ from traditional entrepreneurship?

A

It creates social and environmental value in addition to economic value, not only profit.

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3
Q

What is responsible entrepreneurship?

A

Entrepreneurship that solves societal problems while remaining economically viable.

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4
Q

What role does the entrepreneur play in responsible entrepreneurship?

A

A change agent who improves social conditions or reduces environmental harm.

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5
Q

What is social entrepreneurship?

A

Entrepreneurial activity that primarily pursues a social or environmental mission.

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6
Q

What is the main objective of social enterprises?

A

Achieving a social mission, not profit maximization.

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7
Q

What happens to profits in social enterprises?

A

They are reinvested to support the social mission.

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8
Q

What is a social mission?

A

The reason the organization exists and the social problem it aims to solve.

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9
Q

What is social innovation?

A

New ways of organizing resources or business models to create social value.

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10
Q

When does an innovation become social?

A

When its primary outcome improves social or environmental conditions.

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11
Q

What are integral activities?

A

Activities directly linked to and creating the social mission.

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12
Q

What are sustaining activities?

A

Income-generating activities that strongly support the social mission.

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13
Q

What are supplementary activities?

A

Activities that generate surplus but contribute little to the mission.

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14
Q

What are disposable activities?

A

Income-generating activities with no meaningful link to the mission.

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15
Q

What is a hybrid organization?

A

An organization combining private, public, and third-sector elements.

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16
Q

What influences employee behavior besides personal morality?

A

Organizational structure, systems, and culture.

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17
Q

What is an organization?

A

A system of hierarchy, rules, decision processes, communication, and culture.

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18
Q

What is responsible infrastructure?

A

Organizational structures and systems that enable responsible behavior.

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19
Q

What is the core idea of responsible infrastructure?

A

Make responsible behavior easy and irresponsible behavior difficult.

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20
Q

Why do ethical failures often occur?

A

Due to poor organizational design, not individual wrongdoing.

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21
Q

What is the first phase of creating responsible infrastructure?

A

Understanding the organization.

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22
Q

What is analyzed in the understanding phase?

A

Power, incentives, information flows, and cultural norms.

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23
Q

What is the second phase of responsible infrastructure?

A

Designing the organization.

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24
Q

What happens in the design phase?

A

Values are translated into structures and systems.

25
What is the third phase of responsible infrastructure?
Transforming the organization.
26
Why is organizational transformation difficult?
Resistance to change and fear of losing control.
27
What are formal structures?
Official rules, procedures, hierarchies, and reporting lines.
28
What are informal structures?
Culture, norms, social relationships, and unwritten rules.
29
How does responsible HRM differ from traditional HRM?
It integrates ethics, sustainability, and employee well-being.
29
What is Human Resources Management (HRM)?
Managing recruitment, training, performance, compensation, and relations.
30
How are employees viewed in responsible management?
As key stakeholders, not just resources or costs.
31
What is HR–RM symbiosis?
A mutually reinforcing relationship between HRM and responsible management.
32
What are the benefits of HR–RM symbiosis?
Trust, motivation, and organizational commitment.
33
What is the goal of responsible HRM?
Organizational performance and employee well-being.
34
What is responsible recruitment?
Fair, transparent, non-discriminatory selection aligned with values.
35
Why is training important in responsible HRM?
It supports competence, sustainability, and employability.
36
What should performance management include?
Ethics, teamwork, and sustainability—not only financial results.
37
What characterizes responsible compensation?
Fairness, transparency, and avoidance of unethical incentives.
38
What are green-collar workers?
Employees whose work creates social or environmental value.
39
What is the role of marketing in responsible management?
Building long-term relationships and trust.
40
Who are stakeholders?
Groups affected by or affecting the organization.
41
What is stakeholder goodwill?
Positive stakeholder attitudes that create trust and reputation.
42
Why is stakeholder goodwill fragile?
It can be lost quickly through misleading communication.
43
What principles guide responsible communication?
Honesty, transparency, and credibility.
44
What is cause-related marketing?
Linking product sales to social or environmental causes.
45
Why must responsible management be international?
Organizations are connected through globalization.
46
What is a glocally responsible business?
A business responsible both globally and locally.
47
What does “think globally, act locally” mean?
Apply global ethics while adapting to local contexts.
48
Why is cultural sensitivity important?
Culture affects communication, leadership, and ethics.
49
What ethical challenges exist internationally?
Corruption, child labor, weak regulations, environmental harm.
50
Should ethics follow local law only?
No, ethical standards should remain consistent across countries.
51
What is the role of accounting in responsible management?
Providing information for evaluation and accountability.
52
What is stakeholder accountability?
Providing transparent information so stakeholders can evaluate behavior.
53
What is sustainability accounting?
Accounting that includes social, environmental, and ethical impacts.
54
What is the triple bottom line?
Economic, social, and environmental performance.
55
What does ESG stand for?
Environmental, Social, and Governance.
56
Why is ESG reporting important?
It communicates non-financial performance to stakeholders.
57
What is materiality?
Identifying issues important to both stakeholders and the organization.
58