Topic 2. The Circular Economy & Sustainability

1. Watch the video on circular economy

2. The dilemma of two often contradictory requirements when it comes to sustainability in corporate social responsibility plans is (Deresky, 2014): 

1. Selling at low prices.

2. Being environmentally and socially conscious. 

Competitive pressures limit the company’s ability to raise prices in order to cover the cost of socially responsible policies. Obviously, these are contradictory to the well- being of societies (Deresky, 2014).

Advocates of CSR view it as a “wealth creating opportunity,” which may attract idealistic employees and new customers, and increases the potential for decreased capital cost (Vermaelen, 2011).  On the other hand, critics of CSR view it as a form of taxation that may reduce the “value-creation process of capital” (p. 1).

What is your position on this issue? Support your position with research.

Deresky, H. (2014). International management: Managing across borders and cultures (8th ed.). Upper Saddle River NJ: Pearson

Vermaelen, J. (2011). An innovative approach to funding CSR projects.  Retrieved from www.hbr.org

Topic 1. Global strategic alliances

1. Watch the video on strategic alliances.

2. While strategic alliances have their advantages, they do have their disadvantages. Precious know-how and company secrets may be appropriated, or one partner may try to dominate the relationship leading to conflicts and eventual alliance dissolution (Yoshino & Rangan, 1995).  Managing a global alliance may be an added managerial chore that is compounded by the different corporate and national cultures.  An organization should choose strong experienced partners who have a good strategic fit, and have to clearly define each global partner’s role.  To minimize risk, an organization should continuously monitor the relationship for performance and profitability (Yoshino & Rangan, 1995).

Describe the advantages of strategic alliances, and why many of them fail? Give examples and support your arguments with research.

Yoshino, M. Y., & Rangan, U. S. (1995). Strategic alliances.  Boston, MA: Harvard Business School Press