Instructor Manual for
Global Strategy 5 th
Edition By Mike Peng
(All Chapters 1-12,
100% Original
Verified, A+ Grade)
All Chapters Arranged
Reveres: 12-1
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
Instructor Manual
Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social
Responsibility
Table of Contents
Purpose and Perspectives of the Chapter ................................................................................... 2
Cengage Supplements .................................................................................................................. 2
Chapter Objectives ........................................................................................................................ 2
Complete List of Chapter Activities and Cases ............................................................................ 2
Key Terms ....................................................................................................................................... 3
What's New in This Chapter .......................................................................................................... 4
Chapter Outline ............................................................................................................................. 5
Critical Discussion Questions ..................................................................................................... 11
Topics for Expanded Projects and Additional Activities ........................................................... 13
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
Purpose and Perspectives of the Chapter
Corporate social responsibility (CSR) refers to “consideration of, and response to, issues
beyond the narrow economic, technical, and legal requirements of the firm to accomplish
social benefits along with the traditional economic gains which the firm seeks.” At the heart
of CSR is the concept of stakeholder that includes shareholders, managers, nonmanagerial
employees, suppliers, customers, communities, governments, and social and
environmental groups. This chapter focuses on nonshareholder stakeholders. To the
extent that firms’ primary function is to serve as economic enterprises, firms cannot take
on all the social problems of the world. Yet ignoring certain CSR imperatives may be self-
defeating in the long run. The key is how to formulate and carry out CSR with various
stakeholders in mind.
Cengage Supplements
The following product-level supplements provide additional information that may help you
in preparing your course. They are available in the Instructor Resource Center.
• PowerPoint Slides for in-class use (these feature a variety of options for class
interaction)
• Student PowerPoint Slides: This version of the slides has any instructor-facing notes
and activities removed.
• Test Bank
• Instructor’s Manual (which you’re reading now!)
Chapter Objectives
The following objectives are addressed in this chapter:
1. Articulate what a stakeholder view of the firm is
2. Develop a comprehensive model of corporate social responsibility
3. Participate in four leading debates concerning corporate social responsibility
4. Draw strategic implications for action
Complete List of Chapter Activities and Cases
Also, please note that the chapter learning objectives are identified within both the
instructor and student versions of the PowerPoint slides so that you and your students are
always aligned on the ultimate learning goals throughout the course.
Chapter Objective Activity/Assessment
All objectives Opening Case: Starbucks’ Corporate Social
Responsibility Journey
LO 1 Strategy in Action 12.1: Global Warming and Arctic
Boom
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
LO 2 Strategy in Action 12.2: Giants of the Sea
LO 2 Strategy in Action 12.3: Can McDonald’s Set the
Chickens Cage-Free?
All objectives Closing Case: The Ebola Challenge
LO 1 Critical Discussion Question #1
LO 2 Critical Discussion Question #2
LO 3 Critical Discussion Question #3
LO 1 Additional Assignment #1
All objectives Additional Assignment #2
All objectives Additional Assignment #3
LO 1 PowerPoint: Discussion Activity 1 (PPT Slide 8)
LO 2 PowerPoint: Discussion Activity 2 (PPT Slide 26)
All objectives PowerPoint: Assessment (PPT Slide 30)
[return to top]
Key Terms
accommodative strategy A strategy that tries to accommodate corporate social
responsibility considerations into decision making.
corporate philanthropy Firms’ donation to social causes.
corporate social irresponsibility (CSI) A lack of corporate social responsibility that can
result in disasters and scandals.
corporate social performance (CSP) Social performance outcome of a firm’s CSR
activities.
corporate social responsibility (CSR) The social responsibility of corporations. It pertains
to consideration of, and response to, issues beyond the narrow economic, technical, and
legal requirements of the firm to accomplish social benefits along with the traditional
economic gains that the firm seeks.
defensive strategy A strategy that is defensive in nature. Firms admit responsibility, but
often fight it.
environmental, social, and governance (ESG) performance A performance yardstick
consisting of economic, social, and governance dimensions.
fiduciary duty A duty required by law.
Gini coefficient A measure of income distribution, with zero representing perfect equality
and one representing perfect inequality (one person holding all the wealth).
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 3
website, in whole or in part.
Global Strategy 5 th
Edition By Mike Peng
(All Chapters 1-12,
100% Original
Verified, A+ Grade)
All Chapters Arranged
Reveres: 12-1
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
Instructor Manual
Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social
Responsibility
Table of Contents
Purpose and Perspectives of the Chapter ................................................................................... 2
Cengage Supplements .................................................................................................................. 2
Chapter Objectives ........................................................................................................................ 2
Complete List of Chapter Activities and Cases ............................................................................ 2
Key Terms ....................................................................................................................................... 3
What's New in This Chapter .......................................................................................................... 4
Chapter Outline ............................................................................................................................. 5
Critical Discussion Questions ..................................................................................................... 11
Topics for Expanded Projects and Additional Activities ........................................................... 13
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
Purpose and Perspectives of the Chapter
Corporate social responsibility (CSR) refers to “consideration of, and response to, issues
beyond the narrow economic, technical, and legal requirements of the firm to accomplish
social benefits along with the traditional economic gains which the firm seeks.” At the heart
of CSR is the concept of stakeholder that includes shareholders, managers, nonmanagerial
employees, suppliers, customers, communities, governments, and social and
environmental groups. This chapter focuses on nonshareholder stakeholders. To the
extent that firms’ primary function is to serve as economic enterprises, firms cannot take
on all the social problems of the world. Yet ignoring certain CSR imperatives may be self-
defeating in the long run. The key is how to formulate and carry out CSR with various
stakeholders in mind.
Cengage Supplements
The following product-level supplements provide additional information that may help you
in preparing your course. They are available in the Instructor Resource Center.
• PowerPoint Slides for in-class use (these feature a variety of options for class
interaction)
• Student PowerPoint Slides: This version of the slides has any instructor-facing notes
and activities removed.
• Test Bank
• Instructor’s Manual (which you’re reading now!)
Chapter Objectives
The following objectives are addressed in this chapter:
1. Articulate what a stakeholder view of the firm is
2. Develop a comprehensive model of corporate social responsibility
3. Participate in four leading debates concerning corporate social responsibility
4. Draw strategic implications for action
Complete List of Chapter Activities and Cases
Also, please note that the chapter learning objectives are identified within both the
instructor and student versions of the PowerPoint slides so that you and your students are
always aligned on the ultimate learning goals throughout the course.
Chapter Objective Activity/Assessment
All objectives Opening Case: Starbucks’ Corporate Social
Responsibility Journey
LO 1 Strategy in Action 12.1: Global Warming and Arctic
Boom
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
, Instructor Manual: Peng, Global Strategy, 5e, ©2022 ISBN; Chapter #12: Strategizing on Corporate Social Responsibility
LO 2 Strategy in Action 12.2: Giants of the Sea
LO 2 Strategy in Action 12.3: Can McDonald’s Set the
Chickens Cage-Free?
All objectives Closing Case: The Ebola Challenge
LO 1 Critical Discussion Question #1
LO 2 Critical Discussion Question #2
LO 3 Critical Discussion Question #3
LO 1 Additional Assignment #1
All objectives Additional Assignment #2
All objectives Additional Assignment #3
LO 1 PowerPoint: Discussion Activity 1 (PPT Slide 8)
LO 2 PowerPoint: Discussion Activity 2 (PPT Slide 26)
All objectives PowerPoint: Assessment (PPT Slide 30)
[return to top]
Key Terms
accommodative strategy A strategy that tries to accommodate corporate social
responsibility considerations into decision making.
corporate philanthropy Firms’ donation to social causes.
corporate social irresponsibility (CSI) A lack of corporate social responsibility that can
result in disasters and scandals.
corporate social performance (CSP) Social performance outcome of a firm’s CSR
activities.
corporate social responsibility (CSR) The social responsibility of corporations. It pertains
to consideration of, and response to, issues beyond the narrow economic, technical, and
legal requirements of the firm to accomplish social benefits along with the traditional
economic gains that the firm seeks.
defensive strategy A strategy that is defensive in nature. Firms admit responsibility, but
often fight it.
environmental, social, and governance (ESG) performance A performance yardstick
consisting of economic, social, and governance dimensions.
fiduciary duty A duty required by law.
Gini coefficient A measure of income distribution, with zero representing perfect equality
and one representing perfect inequality (one person holding all the wealth).
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 3
website, in whole or in part.
