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groupelephant.com : going beyond corporate purpose

Author: Flavio Feferman; Matthew Bujnicki; Stacey Chin; Travis Dziubla; Ashley Lohmann
Publisher: London : SAGE Publications Ltd, 2017.
Series: SAGE Knowledge., Cases.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
The groupelephant.com (formerly EPI-USE) case focuses on CEO Jonathan Tager as he grapples with implementing and sustaining his companys recently launched Beyond Corporate Purpose: Elephants, Rhinos & People (ERP) program. In what is more than just a Corporate Social Responsibility (CSR) program but rather a hybrid business model, Tager is contemplating how to measure and convey the programs expected impact on  Read more...
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Details

Named Person: Jonathan Tager
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Flavio Feferman; Matthew Bujnicki; Stacey Chin; Travis Dziubla; Ashley Lohmann
ISBN: 9781526407863 1526407868
OCLC Number: 1017713550
Notes: Originally published: Feferman, F., Bujnicki, M., Chin, S., Dziubla, T., & Lohmann, A. (2015). groupelephant.com: Going beyond corporate purpose. The Berkeley-Haas Case Series. University of California, Berkeley. Haas School of Business.
Description: 1 online resource : illustrations.
Series Title: SAGE Knowledge., Cases.
Responsibility: Flavio Feferman, Matthew Bujnicki, Stacey Chin, Travis Dziubla, Ashley Lohmann.

Abstract:

The groupelephant.com (formerly EPI-USE) case focuses on CEO Jonathan Tager as he grapples with implementing and sustaining his companys recently launched Beyond Corporate Purpose: Elephants, Rhinos & People (ERP) program. In what is more than just a Corporate Social Responsibility (CSR) program but rather a hybrid business model, Tager is contemplating how to measure and convey the programs expected impact on elephant and rhino poaching, as well as on poverty alleviation in South Africa. The case study highlights the difficulty of planning in embarking on programs of this nature as well as CSR programs in general. It also addresses topics such as hybrid (blended) business models, the theory of change underlying CSR strategy, and the challenges involved in defining and measuring impact. The case explores organizational challenges and tensions related to adopting a business model that is no longer solely for-profit, including whether companies have a responsibility to actively engage in advocacy and devote significant resources to social and environmental (conservation) objectives or whether such efforts violate the fiduciary responsibility that CEOs have to shareholders.

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