Philip Mirvis Bradley Googins
usiness leaders throughout the world ar qualification incarnate citizenship a key priority for their companies.1 Some ar updating policies and revising programs; others are forming citizenship steering committees, measuring their environmental and social performance, and issuing public reports. Select ?rms are melodic phrase to align staff functions responsible for citizenship and move responsibilityâ€"and businessâ€"into lines of business. Vanguard companies are trying to create a broader market for citizenship and offer products and services that aim explicitly to both moderate money and make a better world. Amid the ?urry of activity, legion(predicate) executives curiosity whats going on and worry whether or not their myriad citizenship initiatives make sense. Is their company prepared to take captivate and effective actions on transparency, governance, community economic development, work-family equaliser, environmental sustainability, military man rights protection, and ethical investor relationships? Is there any connection between, say, efforts in find management, corporate branding, stakeholder engagement, supplier certi?cation, causerelated marketing, and employee diversity? Should there be?
Studies conducted by the Center for Corporate Citizenship at Boston College suggest that the balance between confusion and coherence depends very much on what stage a company is in its development of corporate citizenship.2 Comparative neophytes, for instance, often lack understanding of these many aspects of corporate citizenship and have neither the expertise nor the machinery to respond to so many diverse interests and demands. Their chief challenges are to put citizenship ?rmly on the corporate agenda, get better informed about stakeholders concerns, and take virtually sensible initial steps. At the other extreme are companies that have already made a full-blown foray
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calcium MANAGEMENT REVIEW
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