Please enable JavaScript.
Coggle requires JavaScript to display documents.
Week 3: Case Discussions - Coggle Diagram
Week 3: Case Discussions
Kimberly-Clark & Greenpeace
What happened
initially KC didn't think they were doing anything wrong. thought Greepeace overexaggerating - even took pride in its sustainability practices
shifted when student on campuses joined Kleercut Campaign
rapidly gained media attention
then started worrying about reputation , followed by financial situation
KC felt like worth listening
meetings of value for both parties
KC insights how to make sourcing protocols and certifications more rigourous
sped up many aims around eg sustainable sourcing with GP help
Greenpeace had chair at table, direct access to decision makrers
Now: meet twice a year, to review targets, share challenges, discuss future innovations. GP became sounding board for KC
Outcome : Cooperation
Determininants of organisational responses
Wage a fight
most likely to choose, when they have
low resource
dependence,
high powe
r, face
urgent issue
Freeport Indonesia
dependence on stakeholders was low
although vocal, activitsts were unable to affect sales of companies copper, gold, silver, sold mainly to businesses not individuals - so, not much concerned about reputation
coercive
power
through relationship to military government in Indonesia, and utilitarian power through ability to offer jobs etc to community
Still urgent to deal with adversaries - bc, threat to risk insurane
Withdraw
most likely, when
high resource
dependency,
low
power
, face
urgent issue
Ventria Biosciences
highly
dependent
on
rice industry
, which opposed Ventrias plans, was in strong position to influence whether company received regulatory approval
rice industry backed by environmentalist, food safety activists
Ventria
tiny startup
, 20 ppl.
few power sources
to relative to critics
venture capital backers impatient to move forward, bc of nature of agricultural growing season every
delay
threatened the loss of another full yea
r
Wait
likely when, they have
high dependence
and h
igh powe
r but dispute n
on urgent
Endesa
dependent
on indigenous families, Chilean law required company to
compensate them
to their satisfaction
families alliance with environmentalists gave power through public protests, legal action, negative publicity
Endesa, as politically well connected utility, had considerable power could have wielded. this made them feel more
relaxed about the situation
Matter was of
low urgency to company
because it was able to proceed with dam construction and it needed the
cooperation
of indigenous families
only when time
to flood reservoir
They gave mangers the
option of waiting
to see if remaining families would change their minds
Work it out
MacMillan
urgent problem, bc logging operations shut down by protests & lawsuits
unable to make money until conflict resolved
opponents
controlled
important
resources
, through ability to
influence global consumer behaviour
company possessed power through access to courts and legal enforceable logging contracts
Combo of high dependence, power and urgency propelled company into series of innovative negotiations with oppponents
likely when
powerful
, but face
urgent issue
and are highly
dependent
on stakeholders for resources