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2013/2014  KAN-CM_OE64  Corporate Social Responsibility in Global Supply Chains

English Title
Corporate Social Responsibility in Global Supply Chains

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn
Changes in course schedule may occur
Tuesday 13.30-16.05, weej 36-41, 43-47
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Esben Rahbek Gjerdrum Pedersen - Department of Intercultural Communication and Management (ICM)
  • Esben Rahbek Gjerdrum Pedersen - Department of Intercultural Communication and Management (ICM)
Administration: Maja Dueholm (md.ikl@cbs.dk)
Main academic disciplines
  • Business Ethics, value based management and CSR
  • Globalization, International Business, markets and studies
  • Management
  • Supply Chain Management and Logistics
Last updated on 03-05-2013
Learning objectives
- The student shall be able to select and apply relevant theories for the case/problem being addressed in the miniproject
- The student shall be able to argue for the appropriateness of the theory/theories selected for the case/problem
- The student shall be familiar with different theories and approaches regarding the management of CSR in global supply chains
- The student shall be able to understand and explain the relationship between the theories
- The student shall be able to select relevant theory to address a particular problems in managing supply chains
- The student shall be able to combine theories and approaches depending on the problem being addressed
- The student shall be able to critically evaluate the choice of theory and methodology used in the mini-project
Course prerequisites
Bachelor Degree. The course is open to all students enrolled in CBS’s Master Programmes.
Corporate Social Responsibility in Global Supply Chains:
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Individual
Size of written product Max. 15 pages
The mini project lies somewhere between a synopsis and a genuine project. The students are expected to formulate a research problem and discuss theoretical as well as methodological approaches. Point of departure may be a theory, perspective or concept, which is dis-cussed against a practical problem. Alternatively, the project may take point of departure in a practical problem, which is subsequently discussed against relevant theories, perspectives or concepts. The aim of the project is to show that the students are able to combine theoretical perspectives and concepts with more practical problem areas. The project may refer to concrete empirical factors, but the students are not expected to go out into the field and gather large amounts of data.

The exam is individual and oral based on a mini-project done individually or in groups. If a student writes alone, the maximum length of the mini-project is 10 standard pages. If 2-4 students in a group, the maximum length of the mini-project is 15 standard pages.
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period December/January
Aids allowed to bring to the exam Closed Book
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure
The exam takes the point of departure in the mini-project but cover all course literature. The examination takes approx. 15 minutes + 5 minutes evaluation.
The examination (normally) has three phases: 1) Student presentation (five minutes), 2) Discussion of student presentation/project (five minutes) and 3) Discussion based on the course literature etc. (five minutes).
Course content and structure

An increasing number of companies in the Western world outsource parts of their production to low-wage countries with poor social and environmental standards. Such long-distance outsourcing makes it difficult for companies to ensure that their products are being produced under socially and environmentally sound conditions. The course attempts to make the students capable of understanding and managing the opportunities and barriers facing companies, which seek to exercise social and environmental responsibility in their supply chains.

The course will in particular deal with the following topics:

- Introduction to the concept of CSR.

- The rise of global supply chains.

- The costs and benefits of CSR.

- Non-governmental organizations and their influence on corporate behavior.

- Theoretical and practical approaches to understanding the integration of social and environmental issues into supplier relations.

- Social and environmental audits, standards and labels.

- Responses by Third World suppliers.

- Consumer attitudes and behavior

- Multinational companies and labour issues
The course will use a mixture of learning styles, including lectures, case-study discussions, and company presentations.

Teaching methods
Lectures and cases.
Further Information
This course is part of the minor in Sustainable Business
Expected literature
  • Andersen, M. & Skjoett-Larsen, T. (2009), Corporate Social Responsibility in Global Supply Chains,Supply Chain Management: An International Journal, 14, 2: 75-86.
  • Spence, L. & Bourlakis, M. (2009), The Evolution from Corporate Social Responsibility to Supply Chain Responsibility: The Case of Waitrose, Supply Chain Management: An International Journal, 14, 4: 291-302.
  • Dedek, A. & Calkins, M. (2009), Mattel, Inc.: Lead-tainted toys, p. 222-249 in Rafflet, E. & Mills, A.J. (2009), The Dark Side: Critical Cases on the Downside of Business, Greenleaf Publishing, Sheffield.
  • Halldorsson, A./Kotzab, H./Mikkola, J./Skjoett-Larsen, T. (2007): Theories complimentary to Supply Chain Management,  Supply Chain Management, an international journal, 12,4, 284-296 

  • Carter, C. & Rogers, D. (2008): A framework of sustainable supply chain management: moving toward new theory, International Journal of Physical Distribution & Logistics Management, 38, 5, 360-387.
  • Pedersen, E.R. & Andersen, M. (2006). Safeguarding Corporate Social Responsibility (CSR) in Global Supply Chains: How Codes of Conduct are managed in Buyer-Supplier Relationships, Journal of Public Affairs, 6, p. 228-240
  • Mamic, I. (2005). Managing Global Supply Chain: The Sports Footwear, Apparel and Retail Sectors, Journal of Business Ethics 59, 81-100.
  • Roberts, S. (2003), Supply Chain Specific? Understanding the Patchy Success of Ethical Sourcing Initiatives, Journal of Business Ethics, 44: 159-170.
  • De Brito, M.P., Dekker, R., & Flapper, S.D.P. (2003). Reverse Logistics – a review of case studies, ERIM Report Series Research in Management.
  • Blackburn, J.D., Guide, V.D., Souza, G.C., Wassenhove, L.N.V., (2004). Reverse supply chains for commercial returns. California Management Review, 46(2), 6-22.
  • Baden, D.A., Harwood, I.A., Woodward, D.G. (2009), The effect of buyer pressure on suppliers in SMEs to demonstrate CSR practices: An added incentive or counter productive?, European Management Journal, Vol. 27 Issue 6, p429-441.
  • Yu, X. (2008), Impacts of Corporate Code of Conduct on Labor Standards: A Case Study of Reebok’s Athletic Footwear Supplier Factory in China, Journal of Business Ethics, 81: 513-529.
  • Waddock, S. (2008), Building a New Institutional Infrastructure for Corporate Responsibility,Academy of Management Perspectives; 22, 3: 87-108.
  • Ingenbleek, P., Binnekamp, M., Goddijn, S. (2007), Setting standards for CSR: A comparative case study on criteria-formulating organizations, Journal of Business Research, 60, 539-548.
  • Alvarez, G., Pilbeam, C., Wilding, R. (2010), Nestlé Nespresso AAA Sustainable Quality Program: An Investigation into the Governance Dynamics in a Multi-Stakeholder Supply Chain Network, Supply Chain Management: An International Journal, 15,2: 165-182.
  • Hess, D. (2008), The Three Pillars of Corporate Social Reporting as New Governance Regulation: Disclosure, Dialogue, and Development, Business Ethics Quarterly, 18,4, 447-482.
  • Global Reporting Initiative (Reporting Framework G3): http://www.globalreporting.org/NR/rdonlyres/ED9E9B36-AB54-4DE1-BFF2-5F735235CA44/0/G3_GuidelinesENU.pdf
  • Executive summary +  Chapter 1-3 in KPMG survey of CSR reporting: http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Documents/International-corporate-responsibility-survey-2008.pdf
  • Rondinelli, D. and London, T. (2003), “How Corporations and environmental groups cooperate: assessing cross-sector alliances and collaborations”, Academy of Management Executive, Vol. 17, Issue 1, pp. 61-76.
  • Bowen, F. , Newenham-Kahindi, A., & Herremans, I. (2010), When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy,Journal of Business Ethics, 95, 2: 297-318
  • Boyd, E., Spekman, R.E., Kamauff, J.W., and Werhane, P. (2007), Corporate Social Responsibility in Global Supply Chains: A Procedural Justice Perspective, Long Range Planning, 40, 3, p. 341-356.
  • Halldórsson, Á., Kotzab, H., & Skjøtt-Larsen, t. (2009), Supply Chain Management on the Crossroad to Sustainability: A Blessing or a curse?, Logistics Research, 1,2: 83-94.
  • Locke, R. & Romis, M. (2007), Improving Work Conditions in a Global Supply Chain, MIT Sloan Management Review, 48, 2: 54-62.
  • Lund-Thomsen, P. & Costa, N. (2011), Sustainable Procurement in the United Nations, revised and resubmitted to Journal of Corporate Citizenship.
Last updated on 03-05-2013