Corporate Motivation to RespondCorporate Motivation to Respondto Sustainable Developmentto Sustainable Development

A Comprehensive ApproachA Comprehensive Approach

Steve Waddell – MBA, PhDSteve Waddell – MBA, PhDSenior FellowSenior Fellow

Tellus InstituteTellus Institute617/247-7836617/247-7836

Swaddell@prodigy.netSwaddell@prodigy.netwww.thecollaborationworks.comwww.thecollaborationworks.com

Presentation to:2003 Harvard International Development Conference

Basis for the ModelBasis for the Model

1)1) Empirical WorkEmpirical Work• Dozens of case studies globally• International Youth Foundation research:

What motivates business to become engaged in youth employment initiatives?

2)2) Theoretical WorkTheoretical Work• Business and society Business and society • Inter-organizational/network/sectoral relationshipsInter-organizational/network/sectoral relationships• Large system changeLarge system change

Business and Society PerspectivesBusiness and Society Perspectives

PhilanthropyPhilanthropy (Corporate) Social Responsibility(Corporate) Social Responsibility Corporate CitizenshipCorporate Citizenship Mutual GainMutual Gain Societal ChangeSocietal Change

Intersectoral PerspectivesIntersectoral Perspectives

PoliticalSystem

Government

EconomicSystem

Business

SocialSystem

Community-BasedOrganizations

NaturalEnvironment

Change PerspectivesChange Perspectives

ResultsResultsPurpose, Purpose,

Beliefs and Beliefs and AssumptionsAssumptions

Purpose, Purpose, Beliefs and Beliefs and

AssumptionsAssumptionsSystems and Systems and

ProcessesProcessesSystems and Systems and

ProcessesProcessesDoing the Doing the

WorkWorkDoing the Doing the

WorkWork

Third Order:Rethink Why

Second Order:Change How

First Order:Change What

Five Motivational FrameworksFive Motivational Frameworks

Philan-Philan-

thropicthropic

(C)SR(C)SR Corporate Corporate CitizenshipCitizenship

Mutual GainMutual Gain Societal Societal ChangeChange

Relational Relational SystemSystem

GiftGift ObligationObligation Rights and Rights and responsibil-responsibil-

itiesities

ExchangeExchange Societal RolesSocietal Roles

Power Power RelationsRelations

Bus:+++Bus:+++

Gvt: +Gvt: +

CS: +CS: +

Bus: +++Bus: +++

Gvt: +Gvt: +

CS: ++CS: ++

Bus: +++Bus: +++

Gvt: +++Gvt: +++

CS: ++CS: ++

Bus: ++Bus: ++

Gvt: ++Gvt: ++

CS: ++CS: ++

Bus: +++Bus: +++

Gvt: +++Gvt: +++

CS: +++CS: +++

Corp. Corp. RelationRelation

Inciden-Inciden-taltal

PeripheralPeripheral StrategicStrategic OperationalOperational VisionaryVisionary

Key Key VehicleVehicle

Grant-Grant-makingmaking

Norm-Norm-makingmaking

Corporate-Corporate-focused focused collaboratingcollaborating

Stakeholder Stakeholder focused focused collaboratingcollaborating

Society-Society-focused focused collaboratingcollaborating

Change Change TypeType

First First OrderOrder

Second Second OrderOrder

Second – Second – Third OrderThird Order

Third OrderThird Order Fourth OrderFourth Order

BaseBase Social Contract Negotiating/DevelopmentSocial Contract Negotiating/Development

Key ConclusionsKey Conclusions

Different people, parts of corporations and Different people, parts of corporations and corporations respond to different corporations respond to different motivations.motivations.

The most significant potential is to develop The most significant potential is to develop synergies between the different motivations.synergies between the different motivations.

Development of synergies requires (1) Development of synergies requires (1) analyzing for motivations, (2) establishing analyzing for motivations, (2) establishing relationships, (3) experimenting, and (4) relationships, (3) experimenting, and (4) large system application.large system application.