دانلود رایگان مقاله توسعه مسئولیت رهبران جهانی با برنامه شرکت تحت حمایت مالی

In today’s modern business environment rife with intense competition, some of the most financially successful global firms exhibit high levels of corporate social responsibility (CSR). High CSR companies take into account the concurrent expectations of their multiple stakeholders (e.g., customers, shareholders, employees, community) and attempt to maximize performance in pursuit not only of the firm’s financial objectives, but also of broader goals related to improving the environment and society more generally. Consider this impressive list: Microsoft, Disney, Google, BMW, Daimler, Intel, Sony, Volkswagen, Apple, and Nestle´ are Reputation Institute’s top ten best known companies for their CSR reputations. These firms have earned their positive CSR reputation and their investments in CSR have paid off. Research suggests that investing in CSR is associated with higher levels of innovation, strategic differentiation, risk management, employer attractiveness, customer preferences, shareholder value, and financial performance. Broadly speaking, it appears that ‘‘doing good’’ in the world is also inherently good for business.

CONCLUSION

When designed well, international volunteerism programs can create sustainable value across multiple stakeholders, including the development of socially responsible global leaders. In this article, we have outlined a number of critical features that these programs must involve to be successful, including cross-cultural peer collaborations, experiences that ‘‘stretch’’ participants’ functional skills cross-culturally, meaningful projects that reinforce CSR values and behaviors, and opportunities to practice cultural humility and apply empathy. Furthermore, we emphasized the importance of undergirding ICVs with strong talent management programs that effectively address critical issues related to participant selection, preparation and support during the volunteer assignment, and reintegration back into the organization. As our discussion underscores, it is unreasonable to expect that simply sending individuals off on volunteer assignments without any consideration of these issues will result in the necessary deep-level developmental changes required for participants to become socially responsible global leaders. To promote such changes in participants’ attitudes, values, and identities related to volunteerism and CSR, it is important that companies view the process of developing responsible global leaders as a comprehensive effort requiring engagement not only from those participating in the ICV but also various stakeholders within the organization. To this end, the best practices outlined in the present article provide a necessary foundation for building strong ICVs and supporting programs and structures that will allow organizations to more effectively cultivate socially responsible global leaders in the future.