Answer ONE question in SECTION A.
Answer TWO questions in SECTION B.
You must answer both parts (a) and (b) of each question you attempt.
All questions carry EQUAL marks.
Maximum word count: 3,600 words (1,200 words per question).
Please submit only ONE DOCUMENT (word or pdf) containing all three
Answer ONE question.
- a) Porter and Kramer (2006) argue that “the prevailing
approaches to CSR are so disconnected from business as to
obscure many of the opportunities for companies to benefit
society”. Critically discuss this statement focusing on the debate
between the shareholder and stakeholder models of corporate
governance in relation to the strategic purpose of organisations.
b) Using examples and support from wider reading, critically
discuss the challenges for global companies of both maintaining
legitimacy and ensuring financial performance through their CSR
FOR EXAMPLE, FOR QUESTION 1, AN INDICATIVE STRUCTURE FOR YOUR ANSWER LOOKS LIKE THIS
- Engage in a debate on strategic purpose of the firm: mission, purpose and value.
- Critically discuss the paradox (responsibility vs profitability) in relation to strategy – Bring in
- relevant literature – e.g. Friedman (1970) vs Freeman and Reed (1983)
- What are the most relevant pros and cons of each view? Support with examples
- How is it done in practice? Discuss stakeholder mapping
- Can both views be correct? Can both views be wrong? Why?
- Draw critical implications from your analysis
- What is commonly understood as CSR? Any issues surrounding how we define it?
- What are the pros and cons of CSR regulation? Use examples and theory critically
- What are the pros and cons of ethical self-regulation? Use examples and theory critically
- Any merits to “creating shared value” (Porter and Kramer 2006)? Use examples.
- Conclude with your views on the long-run success of each approach (critical insight)
Answer TWO questions.
a) Porter (2008) and Kim and Mauborgne (2004) offer two differing
views of the external business environment: Red Oceans and Blue
Oceans. With reference to key authors and using examples,
compare and contrast the two theoretical viewpoints.
b) Using examples and support from wider reading, discuss the threat
of substitutes in the UK supermarket retail sector, and what major
companies in this industry are doing to deal with this competitive
6. a) Managers can change an organisation’s strategy through
revolutionary change, which consists of radical, comprehensive,
and dramatic changes. With reference to theory and practice,
critically discuss the benefits and drawbacks of this approach.
b) An organisation’s cultural heritage can offer a unique advantage or
become a significant barrier to change. Using Johnson’s (2008)
Cultural Web framework, plus specific examples and support from
wider reading, critically discuss the impact of company culture in
the UK higher education sector (e.g. universities) on strategic
change in these organisations.
END OF SECTION B