Subject category:
Ethics and Social Responsibility
Published by:
NACRA - North American Case Research Association
Length: 7 pages
Data source: Field research
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https://casecent.re/p/108417
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Abstract
This case focuses on a decision facing HP's Manager of Corporate Social Responsibility, Ken Larson. HP, a leading provider of personal computing, imaging, and printing products, had developed a comprehensive set of labor, environmental, and human rights standards for its suppliers. As a result, many observers considered HP to be an industry leader in corporate social responsibility (CSR). However, the company remained concerned about its reputational vulnerability and lack of supplier compliance. In 2004, it undertook to decide whether its interests would be better advanced through industry collaboration. The case asks students to consider the issues facing Larson and to recommend whether or not the company should cooperate with other firms in the information technology industry to develop a common code of conduct for suppliers.
About
Abstract
This case focuses on a decision facing HP's Manager of Corporate Social Responsibility, Ken Larson. HP, a leading provider of personal computing, imaging, and printing products, had developed a comprehensive set of labor, environmental, and human rights standards for its suppliers. As a result, many observers considered HP to be an industry leader in corporate social responsibility (CSR). However, the company remained concerned about its reputational vulnerability and lack of supplier compliance. In 2004, it undertook to decide whether its interests would be better advanced through industry collaboration. The case asks students to consider the issues facing Larson and to recommend whether or not the company should cooperate with other firms in the information technology industry to develop a common code of conduct for suppliers.