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KINT 4915 - Building long-term relationships and sharing value with stakeholders in an international environment

Type d'enseignement : Seminar

Semester : Autumn 2017-2018

Number of hours : 24

Language of tuition : English

Voir les plans de cours et bibliographies

Pre-requisite

aucun

Course Description

In a highly changeable operational environment, and in the context of “mega-trends” that are raising levels of expectation, organizations operating in an international context are required to professionalize structured stakeholder relations, whoever their stakeholders are, and to integrate them into their business practices. This is recognized today as a central element in an organization's efficiency, contributing to its results. In all circumstances, especially in the case of new operations or businesses, stakeholders will by turns be partners, agents of change and allies; but they can also rapidly become blockages, damaging the organization's operational result or its reputation. Failing to take account of this key business component, particularly with a focus on short-term costs (or time), can in certain cases endanger the entire business. Understanding who surrounds and interacts (or not) with the organization, identifying which values or elements specific to a community to build on and being able to develop lasting relations based on trust constitute key elements for a long-term relationship rooted in the direct environment. Using concrete examples taken from major groups operating internationally and other players in the public and voluntary sectors, this series of classes aims to provide each student with very pragmatic keys to the subject. Team work will be emphasized in this seminar with a group project.

Teachers

BITOUZET, Christelle (Dirigeant Gérant)

Pedagogical format

Courses will be split into different sessions: theoretical with presentation of a few critical concepts; practical examples to illustrate concepts and launch discussions; students researches shared with other, and a few experts may be mobilized to illustrate better some of the current situations faced by international organizations.

Course validation

Students will prepare each class individually with a series of pre-readings, and in teams from Class n°3, working on a defined case study applied to the topic of each class. They will be evaluated on 3 elements: 25%: class participation and individual contributions (participation in class, knowledge management presentations, individual vase presentation) ; 25%: a written assignment that will be given class 7 or 8 ; 50%: team work presentation (5 students/group) on an operational case, designed to make participant think about the strategic approach to international development – each team will have to present their work during class 11 & 12.

Workload

Readings ; group project work.

Required reading

  • Managing for stakeholders, R.Freeman, January 2007, Darden, University of Virginia
  • On Mc Kinsey website, Beyond corporate social responsibility: Integrated external engagement, March 2013 | byJohn Browne and Robin Nuttall
  • Why Making Money Is Not Enough, MIT Sloan, June 18, 2013, Ratan Tata, Stuart L. Hart, Aarti Sharma and Christian Sarkar
  • The Business Case for Corporate Social Responsibility, June 11, 2011, by Archie B. Carroll and Kareem M. Shabana, https://www.conference-board.org/retrievefile.cfm
  • MIT Sloan, July 15, 2003, Shareholders vs. Stakeholders Debate

Additional required reading

  • Stakeholder Theory, E. Freeman 1984
  • Sen, Sankar, Bhattacharya, C. B., and Korschun, Daniel. (2006). The Role of Corporate Social Responsibility in Strengthening Multiple Stakeholder Relationships: A Field Experiment. Journal of the Academy of Marketing Science, 34(2): 158-166.
  • Global Sustainability Report 2013, United Nations Global Compact
  • HBR,The Truth About CSR, Kasturi Rangan, Lisa Chase, Sohel Karim FROM THE JANUARY 2015 ISSUE
  • KPMG Website, Unilever CEO Paul Polman talks strategy, June 2014

Plans de cours et bibliographies

The following outline is indicative only and will be fine-tuned when the application cases will be decided, after the two first classes.

Session 1: Introduction

  • Students & profs expectations
  • Course presentation
  • Knowledge evaluation
  • Definition of the notion of stakeholders
  • Overviews of the key mega-trends impacting organization’s stakeholder relationships
  • Selection of possible “life cases” built on students expectations

Required readings

  • Managing for stakeholders – R.Freeman – January 2007 – Darden – University of Virginia
  • Have an overlook on the Global Sustainability Report 2013 and 2015– United Nations Global Compact

Session 2: Stakeholders at the heart of business strategy in 2015?

  • From Friedman to Freeman, from Freeman to Porter
  • Impact of stakeholders relationships on “license to operate” & bottom line, on legitimacy and reputation

Required readings

  • MIT Sloan – July 15,  2003 – Shareholders vs stakeholders debate
  • Creating Shared Value - Michael E. Porter / Mark R. Kramer – HBR – Jan Feb 2011 issue
  • On Mc Kinsey website -  Beyond corporate social responsibility: Integrated external engagement - March 2013 | by John Browne and Robin Nuttall

Session 3: The “basics” of stakeholders’ engagement

  • Mapping, analyzing, prioritizing
  • Discussion around a field case mapping

Session 4: Stakeholders’ risks analysis throughout the value chain of any organization –

  • Prospective and risk analysis: Why? How?
  • Being in “the shoes” of stakeholders to better anticipate
  • Discussion around  a field case risk analysis
  • Overall presentation of cases – rules to form teams of 5

Required readings

Session 5: Building proactive management of relationships of trust – Setting up a strong governance Place of “multi-stakeholders” strategic partnerships

  • Conditions of a good governance on a territory
  • Success factors of a sustainable concertation process
  • Management of multi-stakeholders group
  • Selecting partnerships
  • Managing partnerships
  • Distribution of cases – Q&A session

Session 6: Guest – The NGO stakeholders management  

  • Guest to be announced later  – NGO professional & evaluator

Session 7:  Building proactive management of relationships of trust – Defining a long-term action plan / Place of internal stakeholders in long-term and trustful stakeholders relationships

  • What is a proactive stakeholder plan?
  • Concertation, town hall meetings, ..
  • Differences between Public Affairs & CSR:  components of a global “stakeholders relationships plan”
  • Evaluation of action plans
  • Why internal stakeholders?
  • Different means to embark internal stakeholders

Required readings

  • KPMG Website - Unilever CEO Paul Polman talks strategy – June 2014
  • HBR – September 2006 – The decision to trust – Robert F.Hurley

Session 6 or 7
45 mn individual written assignment
Session 8: Crisis management related to the notion of stakeholders

  • Forms and impacts of stakeholders crisis
  • Protecting the organization from such type of crisis
  • Anticipating on crisis
  • Session built on a “case study” (chosen by Class)

Required readings

  • Media review - Read on BP, Volkswagen and other crisis that will be given in Class

Session 9: Place of supply chain players in long-term and trustful stakeholders relationships

  • Mapping of supply chain players
  • Risks associated to SC
  • Management of SC stakeholders

Required readings

  • Read about the Rana Plaza collapse in 2011 and its impact on big Corporation – detailed readings will be given in Class

Session 10: Socio-economic evaluation of actions in connection with stakeholders & strategic communication to reinforce trust & reputation

  • Methods, timing
  • Third parties involved
  • Recognition by financial communities

Session 11: Assignment - Group presentations (i)

Session 12: Assignment - Group presentations (ii)