In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010. Unilever had long been present in many of these markets and increasingly had come to see that its future growth would depend upon its contribution to addressing issues of (...) social and economic development in developing countries, including poverty. Oxfam, one of the world’s most prominent nongovernmental organizations (NGOs), was focused in its campaigning and other activities on the alleviation of poverty. Thus, despite the often adversarial relationship between corporations and NGOs, the two organizations shared a common interest and this formed the basis for their collaboration. The goal was to examine the role of business in poverty reduction and study, specifically, Unilever’s operations in Indonesia. The Unilever and Oxfam (A) case describes how this collaboration came about and provides background on Unilever, Unilever Indonesia (UI) and Oxfam, including its recent campaigns against the pharmaceutical and coffee industries. It also examines the role of NGOs and outlines the challenge of poverty in developing countries, the Millennium Development Goals, and the UN Global Compact. The case shows the difficulties inherent in better understanding the role of MNCs in poverty alleviation as well as in formulating an effective collaboration between corporations and NGOs. (shrink)

In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010. Unilever had long been present in many of these markets and increasingly had come to see that its future growth would depend upon its contribution to addressing issues of (...) social and economic development in developing countries, including poverty. Oxfam, one of the world’s most prominent nongovernmental organizations (NGOs), was focused in its campaigning and other activities on the alleviation of poverty. Thus, despite the often adversarial relationship between corporations and NGOs, the two organizations shared a common interest and this formed the basis for their collaboration. The goal was to examine the role of business in poverty reduction and study, specifically, Unilever’s operations in Indonesia. The Unilever and Oxfam (A) case describes how this collaboration came about and provides background on Unilever, Unilever Indonesia (UI) and Oxfam, including its recent campaigns against the pharmaceutical and coffee industries. It also examines the role of NGOs and outlines the challenge of poverty in developing countries, the Millennium Development Goals, and the UN Global Compact. The case shows the difficulties inherent in better understanding the role of MNCs in poverty alleviation as well as in formulating an effective collaboration between corporations and NGOs. (shrink)

This article presents the making of a safe innovation: the application of ice structuring protein (ISP) in edible ices. It argues that safety is not the absence of risk but is an active accomplishment; innovations are not made safe afterward but safe innovations are made. Furthermore, there are multiple safeties to be accomplished in the innovation process. These are financial, public, scientific, and regulatory safety. The negotiations between these safeties determine the material and labeling characteristics of what ISP has become. (...) Not just laboratory researchers but experts from various parts of Unilever, the corporation that produces ISP, participate in accomplishing safety. The safeties they make, interact, overlap, are occasionally in conflict with one another, and continuously connect to outside actors. (shrink)

Since the times of yore, the Indian culture has always laid importance on service to society as an important responsibility of the business/trader community. The society and local community is the resource pool from which any organization gets its manpower and also so to say ‘the license to operate’. The society is the entity to which an organization owes its existence. Any organization must pay its due in various ways to this important constituency. Though a number of models and frameworks (...) have been identified by experts for Corporate Social Responsibility, the author has found a dearth of real-life cases of leading organizations and their endeavours towards societal welfare and environmental protection. The author has used the case of Hindustan Unilever Ltd, a leading company in the FMCG sector in India for the past seven decades, to highlight their best practices towards the society, local community, NGOs and the natural environment. In spite of being a multinational organization, the Company has lived up to the Indian values of service to society. The case follows a descriptive research design and the findings include diverse, innovative and landmark initiatives undertaken by the Company to contribute to societal welfare through rural and women’s empowerment, livelihood generation, rehabilitation and natural environment protection and preservation. The data collection for this case has been done by the author through personal interviews with top executives of the Company and supplemented through other information available in the public domain. (shrink)

This article considers the process of ethical review of research on human subjects at a very large multinational consumer products company. The commercial context of this research throws up unique challenges and opportunities that make the ethics of the process of oversight distinct from mainstream medical research. Reflection on the justification of governance processes sheds important, contrasting light on the ethics of governance of other forms and context of research.

This analysis uses an analytical frameworkgrounded in political economy perspectives of theglobalization of the agro-food sector combined with acase study approach focusing on the Marine StewardshipCouncil (MSC) to inform discussions regarding thecharacteristics of societal regulation in thepost-Fordist era. More specifically, this analysisuses the case of the emergence of the MSC toinvestigate propositions regarding the existence of,and location of, nascent forms of a transnationalState. The MSC proposes to regulate the certificationof sustainable fisheries at the global level throughan eco-labeling program. The MSC (...) was created in 1996by the transnational environmental organization theWorld Wildlife Fund and the transnational corporationUnilever. The emergence of the MSC has generatedheated discussion in fisheries management circles thatis in general divided along North/South lines. Thisanalysis indicates that the case of the MSC providesvaluable insights into the possible characteristics ofsupranational regulatory mechanisms that might emulatethe role of the nation-State in the post-Fordist era. (shrink)

Neo-capitalistic approaches to value creation have sometimes developed a bad reputation in terms of sustainability and care for the environment. Yet, there are examples to the contrary emphasising a concern for sustainable capitalism. Our literature synthesis suggests that there is a lack of understanding of the sustainability mechanisms—ways of working helping companies to achieve their leadership in sustainability and maintain it over time. We contribute by addressing this deficiency and specifying four discrete mechanisms which we call the 4S model. Specifically, (...) we apply this model to the cases of two leading exponents of sustainability—Unilever and Patagonia—to explain how companies can operate as forces to change business practice and improve sustainability having regard to people, planet, and profits. (shrink)

In this article, we posit that a cross-scale perspective is valuable for studies of organizational resilience. Existing research in our field primarily focuses on the resilience of organizations, that is, the factors that enhance or detract from an organization’s viability in the face of threat. While this organization level focus makes important contributions to theory, organizational resilience is also intrinsically dependent upon the resilience of broader social-ecological systems in which the firm is embedded. Moreover, long-term organizational resilience cannot be well (...) managed without an understanding of the feedback effects across nested systems. For instance, a narrow focus on optimizing organizational resilience from one firm’s perspective may come at the expense of social-ecological functioning and ultimately undermine managers’ efforts at long-term organizational survival. We suggest that insights from natural science may help organizational scholars to examine cross-scale resilience and conceptualize organizational actions within and across temporal and spatial dynamics. We develop propositions taking a complex adaptive systems perspective to identify issues related to focal scale, slow variables and feedback, and diversity and redundancy. We illustrate our theoretical argument using an example of Unilever and palm oil production in Borneo. (shrink)

ArgumentWe expand upon the notion of the “credibility cycle” through a study of credibility engineering by the food industry. Research and development (R&D) as well as marketing contribute to the credibility of the food company Unilever and its claims. Innovation encompasses the development, marketing, and sales of products. These are directed towards three distinct audiences: scientific peers, regulators, and consumers. R&D uses scientific articles to create credit for itself amongst peers and regulators. These articles are used to support health (...) claims on products. However, R&D, regulation, and marketing are not separate realms. A single strategy of credibility engineering connects health claims to a specific public through linking that public to a health issue and a food product. (shrink)

This paper challenges Alasdair MacIntyre’s assertion that the modern firm — such as Google, Unilever, or Microsoft — is inimical to human flourishing within an Aristotelian framework. The paper begins by questioning MacIntyre’s rendering of utopian communities. It then addresses four specific criticisms of the modern firm to be found throughout MacIntyre’s oeuvre, namely compartmentalisation, myopia, inequality, and loss of community. Arguments are made to the effect that these criticisms do not vitiate the institutional role of the modern firm (...) in an Aristotelian context. The paper concludes with an invocation of the modern firm as institutional ideal within an evolving utopian vision of human flourishing. This is a utopian vision in which the modern firm plays a constructive, not corruptive, institutional role. (shrink)

This paper challenges Alasdair MacIntyre’s assertion that the modern firm — such as Google, Unilever, or Microsoft — is inimical to human flourishing within an Aristotelian framework. The paper begins by questioning MacIntyre’s rendering of utopian communities. It then addresses four specific criticisms of the modern firm to be found throughout MacIntyre’s oeuvre, namely compartmentalisation, myopia, inequality, and loss of community. Arguments are made to the effect that these criticisms do not vitiate the institutional role of the modern firm (...) in an Aristotelian context. The paper concludes with an invocation of the modern firm as institutional ideal within an evolving utopian vision of human flourishing. This is a utopian vision in which the modern firm plays a constructive, not corruptive, institutional role. (shrink)

Examples of greed and environmental beneficence will be discussed in this chapter. The first example involves the crash of Wallstreet in 2008. Subprime mortgages instruments, complex derivatives and overleveraging in investment banks were major provocateurs in bringing down the economy. Volkswagen’s deceptive practices in measuring diesel fuel efficiency follows. The final example of greed is Boeing and the shoddy decision-making processes on the Boeing 737 MAX that led to the catastrophic crashes resulting in 346 deaths. Good news examples comprise the (...) second focus of this chapter. Some corporations have also demonstrated practices of good will, particularly toward the environment. We focus specifically on Interface Carpets, Unilever and 3M. (shrink)

This article uses the case of pregnancy testing in Britain to investigate the process whereby new and often controversial reproductive technologies are made visible and normalized in mainstream entertainment media. It shows how in the 1980s and 1990s the then nascent product placement industry was instrumental in embedding pregnancy testing in British cinema and television's dramatic productions. In this period, the pregnancy-test close-up became a conventional trope and the thin blue lines associated with Unilever's Clearblue rose to prominence in (...) mainstream consumer culture. This article investigates the aestheticization of pregnancy testing and shows how increasingly visible public concerns about ‘schoolgirl mums’, abortion and the biological clock, dramatized on the big and small screen, propelled the commercial rise of Clearblue. It argues that the Clearblue close-up ambiguously concealed as much as it revealed; abstraction, ambiguity and flexibility were its keys to success. (shrink)

Runaway climate change and persistent inequality are ravaging the world and humanity. Who can help lead us to a better future? Business. These massive dual challenges-and other profound shifts like pandemics, resource constraints, and shrinking biodiversity-threaten our very existence on the planet. Yet division and discord risk undermining our response, just when we need to come together. Global partnership and leadership are lacking, free trade and globalization are under attack, and populism continues to breed intolerance and disruption. At this critical (...) time in history, the imperative to reimagine our economies and companies could not be more urgent. Fortunately, many in the business community-from large corporations to microenterprises-are helping to solve our most profound challenges by deploying long-term, purpose-led business models that put people and planet first. And they are profiting on this new path with new tools, AI and data-driven transparency, and radical improvements in the economics of clean technologies. The key question has flipped from "Why would you do sustainability?" to "Why wouldn't you?" In this paradigm-shifting book, former Unilever CEO Paul Polman and sustainable-business guru Andrew Winston provide a model to help leaders build companies that contribute more to the world than they use or take-that is, net positive companies. They bypass the last gasps of denial to show how purpose and profits are inextricably linked and how collective action can deliver the scale of change and transformation the world needs. Net Positive outlines the principles and practices for surviving and thriving, based on the experience of one world-leading company, Unilever, and other groundbreaking global organizations. This essential book is for leaders, executives, managers, and professionals who want to succeed, but know that winning requires caring deeply about serving the world. Building a net positive company is the key, and this book shows the way. (shrink)

Nowadays businesses are often expected to create not just financial, but multiple kinds of value—and they report on this using numbers and narratives. Multiple-value accounting narratives, such as those required by the Integrated Reporting framework, are often met with suspicion: accounting scholars have argued that inconsistencies between narratives and performances show that narratives are used for impression management rather than to accurately report the (ir)responsible behavior of companies. This paper proposes to assess narratives beyond inconsistencies with reported performances. Starting from (...) the idea that performances are delivered in response to the kinds of value in the situation of the company, we argue that narratives and performances should be analyzed together as interrelated elements and considered in relation to the kinds of value in the situation. The paper transforms the common consequentialist view on which value should be “increased,” into the value pluralist view that something being of value can require many different performances such as for example respecting, maximizing, admiring, maintaining, using, and bringing it about. From this perspective, multiple-value accounting narratives logically precede the reporting of performances and should identify the kinds of value in the situation to which the company ought to respond, which performances are required by these kinds of value, and which indicators and targets should be used to report on these performances. A brief analysis of the annual report of Unilever illustrates how such metaethical criteria can help assess and develop multiple-value accounting narratives. (shrink)

In this paper, we explore the empirical phenomenon of large multinational corporations acquiring socially oriented enterprises, such as the Unilever–Ben & Jerry’s, and the L`Oréal-The Body Shop takeovers. When focusing on these cases, we argue that variance in organisational identity orientations, as the dominant logic of managers within the acquiring organisations, determines whether MNCs consider the transaction not only in financial terms, but also decide to adopt “social technology” in the form of CSR-related organisational practices from the acquired unit. (...) We argue that in turn based on a “match” with the organisational identity of the acquired unit, managers will opt to adopt CSR practices more fully or selectively, and in more substantial or symbolic ways. With these propositional arguments we not only aim to contribute to the literature on CSR adoption by MNCs, but we also set out to develop theory on the widespread but so far undocumented phenomenon of MNCs “buying CSR” by acquiring socially oriented enterprises. (shrink)

This response addresses the question: how can ethical values play a role in combating fraud? Three points are made. Firstly, ethical values are both self‐ and other‐related. Secondly, changing the prevalence of fraudulent behaviours requires not only a reduction in opportunity for fraud but also a change in mindset of the perpetrators. Thirdly, that change in mindset involves the recognition that there are personal and organizational advantages to be gained by not contributing to or abetting fraudulent behaviour. This latter point (...) is illustrated with reference to the experience of Unilever where sustainable development is seen as contributing to the creation of long‐term shareholder value. (shrink)

This response addresses the question: how can ethical values play a role in combating fraud? Three points are made. Firstly, ethical values are both self‐ and other‐related. Secondly, changing the prevalence of fraudulent behaviours requires not only a reduction in opportunity for fraud but also a change in mindset of the perpetrators. Thirdly, that change in mindset involves the recognition that there are personal and organizational advantages to be gained by not contributing to or abetting fraudulent behaviour. This latter point (...) is illustrated with reference to the experience of Unilever where sustainable development is seen as contributing to the creation of long‐term shareholder value. (shrink)