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Grado en Turismo

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Responsabilidad Social de la Empresa

Código asignatura
GTURIS01-4-016
Curso
Cuarto
Temporalidad
Primer Semestre
Carácter
Optativa
Créditos
6
Pertenece al itinerario Bilingüe
Yes
Actividades
  • Prácticas de Aula/Semina (21 Hours)
  • Clases Expositivas (28 Hours)
  • Tutorías Grupales (4 Hours)
Guía docente

This course is part of the Degree in Commerce and Marketing curriculum, specifically it is included in Subject 3, Commercial Management. Additionally, by decision of the Faculty Board, it is also offered as a Faculty optional course for the Degrees in Tourism and Social Work.

Years ago, few managers took into account respect for the environment, and concepts such as ethics and social responsibility did not fit among the business objectives. However, today organizations and companies not only understand the importance for society of applying responsible criteria in their decisions, but also its usefulness for the continuity and long-term development of their businesses and activities.

The greater awareness of citizens and globalization open up enormous possibilities for access to information. A large part of the world's population is an Internet user and this means that local problems are perceived as universal and that the business culture, traditionally hermetic, is today influenced by public opinion, often also canalized through civil society organizations such as the consumer associations and NGOs.

Corporate Social Responsibility (CSR) is a fundamental pillar of business culture and should not be used by companies as a veneer of solidarity or simple charitable gestures, since one of the most important assets of an organization, its reputation. In this context, this subject delves, from a critical and practical perspective, into the concept of CSR as a new business and organizational management framework that, through its proper application and avoiding ´´cosmetics”, helps to strengthen the role of organizations in building a fairer and more sustainable society.

In this sense, the basic contents pursued by this subject are: (a) understand the concept of Corporate Social Responsibility, as well as the factors that condition its development both at a business and institutional level, (b) know the different areas of responsibility of an organization that legitimize it before the different groups of influence (stakeholders) and before society as a whole, (c) bring the student closer to the main tools of responsible management, and (d) understand the scope and importance of reconciling the objectives of competitiveness of the company in a global economy with its social responsibilities in order to achieve a commitment to sustainable development.

There are none specific requirements to take the course. However, it is advisable for students to take previously the Introduction to Business course.

Degree in Commerce and Marketing

General and Specific Competences:

CG1: Capacity for analysis and synthesis

CG3: Learning capacity

CG4: Fluent oral and written communication skills in English

CG6: Ability to work in a team

CG9: Decision making

CG12: Skills in interpersonal relationships

CG13: Recognition of diversity and multiculturalism

CG14: Critical reasoning

CG15: Ethical commitment

CG21: Motivation for quality

CG22: Sensitivity towards environmental issues

CG23: Integrate democratic values ​​and the culture of peace in the workplace

CG24: Integrate the principles of equal treatment and opportunities between women and men in the workplace

CG25: Integrate the principles of equal opportunities and universal accessibility for people with disabilities in the workplace

CE22: Understand the ways and instruments to integrate quality and corporate social responsibility

Learning Outcomes:

RA3.69: Reconcile the company's competitiveness objectives with its social responsibilities

RA3.70: Understand the commitment of business management to sustainable development

RA3.71: Know the main socially responsible management tools

RA3.72: Know the different areas of responsibility of the company that legitimize it in front of the different stakeholders

RA3.73: Know what are the institutional initiatives that promote the development of Corporate Social Responsibility

RA3.74: Identify different models of business culture

RA3.75: Manage occupational risk prevention, life quality at workplace, and the company's environmental policy

In the Degrees in Social Work and Tourism, this subject was not initially planned. For this reason, the Competences and Learning Outcomes that best fit the subject have been sought.

Degree in Social Work:

Basic, General and Specific Competences:

CB1: Capacity for analysis and synthesis

CB4: Information management capacity

CB7: Decision making

CB8: Teamwork

CB13: Critical reasoning

CB14: Ethical commitment

CB15: Concern for social sustainability

CG5: Manage and be responsible, with supervision and support, for one's own practice within the organization

CE25: Contribute to the promotion of the best practices of social work involved in the development and analysis of the implemented policies

Learning Outcomes:

RA4.19: Acquire teamwork management skills, work programming, and inter-professional and inter-institutional collaboration

RA4.21: Be able to participate in the administration of resources and services, collaborating with the procedures involved, supervising their effectiveness and ensuring their quality

RA4.23: Know Corporate Social Responsibility and its forms of application and management of change in organizations

Degree in Tourism:

General and Specific Competences:

CG1: Capacity for analysis and synthesis

CG3: Learning capacity

GC4: Fluent oral and written communication skills in English

GC6: Ability to work in a team

CG9: Decision making

CG10: Work in an interdisciplinary team

CG13: Recognition of diversity and multiculturalism

CG14: Critical reasoning

CG15: Ethical commitment

CG21: Motivation for quality

CG22: Sensitivity towards environmental issues

CG23: Integrate democratic values ​​and the culture of peace in the workplace

CG24: Integrate the principles of equal treatment and opportunities between men and women in the workplace

CG25: Integrate the principles of equal opportunities and universal accessibility for people with disabilities at work

CE19: Manage the tourist territory in accordance with the principles of sustainability

Learning Outcomes:

RA3.15: Know the interrelationship that occurs between the different agents in the sector, as well as the need to compete and cooperate with each other

RA3.56: Know the influence of the organizational culture and the environment in the evolution of organizations

RA3.62: Guide social relations in the organization

RA3.73: Transmit corporate identity and strategies

Brief contents

Unit 1. Fundamentals of CSR

Unit 2. Stakeholder approach to business

Unit 3. CSR Dimensions

Unit 4. Instruments of CSR

Unit 5. Strategy value to CSR

Unit 6. CSR as a new organizational paradigm

Detailed contents

UNIT 1. FUNDAMENTALS OF CSR

1.1. Definition and principles of CSR

1.2. Determining factors of CSR

1.3. CSR, Ethics and Corporate Behavior

1.4. CSR and Corporate Citizenship

1.5. CSR and Corporate Governance

UNIT 2.  STAKEHOLDER APPROACH TO BUSINESS

2.1. Stakeholder concept

2.2. Stakeholders identification and segmentation

2.3. The dialogue with stakeholders

2.4. Corporate stakeholder engagement

UNIT 3. CSR DIMENSIONS

3.1. Institutional initiatives to promote CSR

3.2. 2030 Agenda and the SDGs

3.3. European Green Deal and Circular Economy Strategy

3.4. Types of CSR dimensions

3.5. Internal and external dimensions

3.6. Economic, social, and environmental dimensions

UNIT 4. INSTRUMENTS OF CSR

4.1. Corporate declarations

4.2. Ethical Codes

4.3. CSR Policies

4.4. CSR management system and certifications

4.5. Social and environmental reports

UNIT 5. STRATEGIC VALUE OF CSR

5.1. CSR and the value chain

5.2. Responsible management of intangibles

5.3. Responsible financial management

5.4. Responsible supply management

5.5. Relationship between CSR and business results

UNIT 6. CSR AS A NEW ORGANIZATIONAL PARADIGM

6.1. Transparency and sustainability

6.2. Spheres in the relationship management

6.3. Functions of the CSR director

6.4. Challenges of CSR as a transformative element

The teaching and learning methodology is based on in-the-classroom and out-of-the-classroom activities.

In-the-classroom activities:

  • Lectures to introduce and develop the basic knowledge of the subject, as well as the concepts and foundations necessary for its understanding. They are supported by the use of audiovisual media and students have a basic bibliography that helps them follow the lectures and acquire specific knowledge.
  • Seminars or Classroom practices that will clarify and understand the practical scope of the contents of the course. They have a markedly participatory character, since they will be based on the discussion of cases, resolution of practical exercises and debates, among other activities. In these sessions, students will be able to elaborate and defend arguments, as well as solve problems or basic questions related to the contents of the subject. In addition, the practical classes may be complemented with the viewing of movies, videos, attendance at talks and workshops related to the field of CSR.
  • Group tutorships cover various tasks related to the resolution of general doubts, the verification of the correct development and understanding of the contents, the monitoring of the progress of group work, orientation on bibliographic sources and recommended readings to complement and expand knowledge on specific aspects of the subject; all with greater proximity to the students, paying attention to diversity and making room for their initiative and concerns in order to improve their analytical and critical capacity.
  • Evaluation sessions of the student's learning.

Out-of-the-classroom activities:

- Autonomous work of the student mainly focused on the study of the contents taught in the lectures and on the preparation of the seminars before they are carried out.

- Group work on a topic or matter related to the contents of the subject. It will allow the student to improve their skills and abilities related to teamwork, information search, analysis and synthesis of content, argumentation and expository capacity. With the completion of this activity, the students will know concrete realities and will have the opportunity to apply the theoretical knowledge that they have received, thus understanding its usefulness or even its limitations.

Students will be able to access the necessary teaching and learning materials for the development of above cited activities through the Virtual Campus of the University. There, they will find lecture notes, slides, recommended reading, practical questions, and other related materials. This platform also makes it possible to hold discussion forums and consult with the lecturer. Communication with students is finally complemented by the teacher's email.

The number of hours planned, both in-the-classroom and out-of-the-classroom activities, is shown in the following table:

In-the-classroom activities

Out-of-the-classroom activities

Units

Total Hours

Lectures

Seminars

Group Tutorships

Evaluation sessions

Total

Group work

Individual work

Total

Unit 1

19.5

3.5

3

6.5

3

10

13

Unit 2

20

3

3

6

4

10

14

Unit 3

23

3

4

7

6

10

16

Unit 4

31,5

6

4.5

10.5

6

15

21

Unit 5

31,5

6

4.5

10.5

6

15

21

Unit 6

17

3

2

5

2

10

12

All units

4

4

4

Evaluation

3.5

3.5

3.5

Total hours

150

24.5

21

4

3.5

53

27

70

97

(%)

100

16.3

14

2.7

2.3

35.3

18

46.7

64.7

           

ACTIVITIES

Hours

%

Total

In-the-classroom activities

Lectures

24.5

16.3

53

Classroom practices/Seminars

21

14

Group Tutorships

4

2.7

Evaluation Sessions

3.5

2.3

Out-of-the-classroom activities

Group Work

27

18

97

Individual Work

70

46.7

Total

150

The evaluation system, both for the ordinary and extraordinary calls, is shown in the following table:

Assessment

Activities

Weight in final grade (%)

Continuos

  • Activity 1: Resolution, individual and written delivery, and discussion in the classroom, of proposed practical activities on the date indicated.
  • Activity 2: Participation in carrying out a group project and its presentation and defense in the classroom.
  • Activity 3: Participation in classes (Lectures, Seminars or Group tutorships) as well as in complementary conferences and workshops proposed during the course.

10

20

10

Final exam

Taking a written exam (multiple choice or short questions)

60

The score obtained by the student within the framework of the continuous evaluation process is maintained for extraordinary calls, in such a way that the final exam is valued on a total of 6 points in ordinary and extraordinary calls.

Students who have been granted the differentiated evaluation may submit the tasks related to Activity 1 and 2 through the Virtual Campus, in accordance with the calendar and specifications established during the course. Activity 3 will be compensated with an additional practical question in the final exam, with a maximum score of 1 point. In any case, it will be the Center's Government Commission that will assess and review this procedure.

Please note that the Code of Ethics of the University of Oviedo is in force and applicable, which can be accessed from the following link:  Code of Ethics - University of Oviedo - uniovi.es

Main Bibliography:

Epstein, M.; Buhovac, A. (2021): Making sustainability work. Best Practices in Managing and Measuring Corporate Social, Environmental, an Economic Impacts. A Greenleaf Publishing Book (Second Edition).

EU Green Paper on CSR  2001            http://www.csr-in-commerce.eu/document_library.php/en/717/green-paper-quotpromoting-a-european-framework-for-corporate-social-responsibilityquot-com2001366-fi

Buchholtz, A.; Carroll, A. (2012): Business and Society. Ethics and Stakeholder Management. South Western (International Edition)

Beal, B.D. (2014): Corporate Social Responsibility. Definition, core issues, and recent aspects. SAGE, London.

Additional Bibliography:

Carroll, A. (1991): “The Pyramid of Corporate Social Responsibility: Towards the moral management of organizational stakeholders”, Business Horizons, 34(4): 39-48.

Crane, A; McWilliams, A.; Matten, D; Moon, J and Siegel, D.  (2008): The Oxford Handbook of Corporate Social Responsibility. Oxford University Press, Oxford.

Friedman, A; MILES, S. (2009): “Stakeholders. Theory and practice”. Oxford University Press

Husted, B.W. and Allen, D.B. (2010): Corporate Social Strategy. Stakeholder engagement and competitive advantage. Cambridge University Press, New York.

Porter, M.E. and Kramer, M.R. (2006): Strategy and Society: the link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12): 78-92.

Porter, M.E. and Kramer, M.R. (2011): Creating Shared Value. Harvard Business Review. 89(1-2): 62-77.

Schwartz, M.S. and Carroll, A.B. (2008): Society Field Frameworks: The Search for a Common Core in the Business and Integrating and Unifying Competing and Complementary. Business Society, 47:148-186.