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• W2917910147 abstract "This paper addresses the question: How can mining companies assess social investment projects so that projects create value for the company and communities in which they operate? Mining companies are still wrestling with the limits of their responsibility in relation to social development even though they accept the business case for community investment at a general level. Fully aware of the practical hazards involved in taking an active role in facilitating local development, companies increasingly avoid methods that are overly paternalistic or assume the functions of the national or local governments. Gaining senior management’s commitment to long-term social projects, which are characterised by uncertainty and complexity, is made easier if projects are shown to benefit the site’s strategic goals. Case study research on large global mining companies, including interviews with social investment decision makers, has assisted in developing a Social Investment Decision Analysis Tool (SIDAT), a decision model for evaluating social projects. Multi-criteria decision analysis techniques integrating business planning processes with social impact assessment have proved useful in assisting mining companies think beyond seeking reputational benefits, to how they can meet their business goals and contribute to sustainable development. Journal: Corporate Social Responsibility and Environmental Management (2008) Volume 15, Issue 5 Paper Title: The Practice of Stakeholder Dialogue between Multinationals and NGOs Authors: Mariette van Huijstee and Pieter Glasbergen UNPOP Abstract The paper looks for patterns in the emerging dialogue practice between multinationals and NGOs (non-governmental organizations). It examines what drives the practice, where stakeholder management is located in the organizational structure, how topics and partners for stakeholder dialogue are selected, which types of dialogue occur and what outcomes they have. The practice is evaluated in terms of the strategic management model and the sustainability model. While strategic management considerations may be recognized in all elements of the dialogue practice, sustainability considerations are less prominent. It is concluded that corporate stakeholder dialogues with environmental NGOs have a high instrumental value for strategic management. For corporate environmental sustainability, however, current dialogues are a possible but not a necessary instrument. Nonetheless, the apparent learning process among the individual participants might be the added value of stakeholder dialogue in sustainability terms.The paper looks for patterns in the emerging dialogue practice between multinationals and NGOs (non-governmental organizations). It examines what drives the practice, where stakeholder management is located in the organizational structure, how topics and partners for stakeholder dialogue are selected, which types of dialogue occur and what outcomes they have. The practice is evaluated in terms of the strategic management model and the sustainability model. While strategic management considerations may be recognized in all elements of the dialogue practice, sustainability considerations are less prominent. It is concluded that corporate stakeholder dialogues with environmental NGOs have a high instrumental value for strategic management. For corporate environmental sustainability, however, current dialogues are a possible but not a necessary instrument. Nonetheless, the apparent learning process among the individual participants might be the added value of stakeholder dialogue in sustainability terms. Journal: Global Environmental Change (2008) Volume 18, issue 2 Paper Title: Intersectoral partnerships for a sustainable coffee chain: Really addressing sustainability or just picking (coffee) cherries Authors: Verena Bitzer and Pieter Glasbergen and former team member Mara Francken (2008) UNPOP Abstract In this paper the role of partnerships in making production chains more sustainable is explored, taking the coffee chain as an example. It is concluded that by means of production standards, partnerships are able to influence sustainability challenges at the production level. However, these partnerships show an imbalance in actor involvement, compete with each other and mainly create a parallel production integrated into the conventional chain. While being important initiators of change, partnerships are unable to turn the coffee chain into a sustainable chain.In this paper the role of partnerships in making production chains more sustainable is explored, taking the coffee chain as an example. It is concluded that by means of production standards, partnerships are able to influence sustainability challenges at the production level. However, these partnerships show an imbalance in actor involvement, compete with each other and mainly create a parallel production integrated into the conventional chain. While being important initiators of change, partnerships are unable to turn the coffee chain into a sustainable chain." @default.
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• W2917910147 date "2009-01-01" @default.
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• W2917910147 title "NBP Bulletin Issue 5" @default.
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