Sustainability Mangament Framework: Latin American Applications

Authors: Asbjorn Osland ,Betania Tanure, Antonio Carvalho-Neto, Jaime H. Sierra , Joyce Osland, Alejandra Guzmán Barraza

RGSA-2009-249.pdf RGSA-2009-249.pdf
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Corporate social responsibility (CSR) programs in Latin America have increased in the last two decades, and Brazil, in particular, has become a leader in this field. The article reviews unique aspects of CSR in the Latin American context and describes the contributions of four non-state actors to sustainability development, as well as those of the corporations that participated in this study. A previous exploratory study on the transfer of sustainability values between German headquarters and their Brazilian subsidiaries yielded a sustainability model and normative implementation practices that were tested and expanded in this followup study. Participants from eight corporations located in Brazil, Colombia and Mexico were interviewed and surveyed to determine which sustainability implementation practices are utilized and rated as important. Respondents found the overall conceptual framework, which consists of rationale, conceptualization, direction, transfer, and evaluation, to be a valid reflection of how sustainability is perceived. Research implications include the need for cultural and organizational contextualization to structured approaches for CSR for implementation. Future research should focus on the variables of culture on sustainability management and the industrial context. Notable progress has been made in sustainability development, but more work still remains, particular in the mitigation of poverty.

 

Movimiento Congruencia: Serving the Disabled Mexican Worker 

Octavio Carrera, Asbjorn Osland, Alejandra Guzman

MC_case17Junepm2.pdf MC_case17Junepm2.pdf
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Mexico-based Movimiento Congruencia (MC - http://congruencia.org.mx/index.asp) is an alliance between companies, hiring agencies, and other institutions focused on the integration of people with disabilities into the workforce and society. MC began in 2000 with 11 participating companies, and eight years later 51 organizations were taking part. Over 500 disabled people had participated. MC has been extended to Panama and Colombia. Every year MC has an annual meeting in which more companies are integrated to the movement. Yet the population of employed disabled workers had grown slowly and there had not been enough upgrades in member buildings to make them accessible. Its leadership had not lobbied for a bill to reform national or state disability laws to require employment of the disabled and architectural changes to make buildings accessible. It seemed to be stuck at the level of several members hiring the disabled and making buildings more accessible but too many MC members merely spoke about hiring the disabled but didn’t follow through.

 

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