Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Prize winner
Authors: Susan Schneider (GSEM / Executive Programs); Anca Pintilii (GSEM / Executive Programs)
Published in: 2013

Abstract

This case presents the concept of corporate social responsibility at the industry level, here the tobacco industry, particularly given the nature of its product which is legal but lethal. The case addresses the question of how tobacco companies can engage in CSR activities or is CSR and the tobacco industry an oxymoron, ie a contradiction in terms? Is it just PR (public relations) or is it even possible? Can tobacco companies really become 'socially responsible consumer goods companies'? It illustrates key issues in considering a CSR strategy in this industry and what CSR initiatives are possible. To what extent is it an oxymoron (inherent contradiction), a public relations exercise (image driven), or can it actually be embedded in their corporate identity. It also addresses issues of organizational adaptation and managing corporate reputation.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Time period

The events covered by this case took place in 2013.

Geographical setting

Region:
World/global
Countries:
United Kingdom; United States; Japan

Featured companies

Philip Morris International (PMI)
Industry:
Tobacco
British American Tobacco (BAT)
Industry:
Tobacco
Japan Tobacco International (JTI)
Industry:
Tobacco

Featured protagonists

  • Louis C Camilleri (male), Chairman of the Board & CEO
  • Richard Burrows (male), Chairman
  • Pierre de Labouchere (male), CEO

About

Abstract

This case presents the concept of corporate social responsibility at the industry level, here the tobacco industry, particularly given the nature of its product which is legal but lethal. The case addresses the question of how tobacco companies can engage in CSR activities or is CSR and the tobacco industry an oxymoron, ie a contradiction in terms? Is it just PR (public relations) or is it even possible? Can tobacco companies really become 'socially responsible consumer goods companies'? It illustrates key issues in considering a CSR strategy in this industry and what CSR initiatives are possible. To what extent is it an oxymoron (inherent contradiction), a public relations exercise (image driven), or can it actually be embedded in their corporate identity. It also addresses issues of organizational adaptation and managing corporate reputation.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 2013.

Geographical setting

Region:
World/global
Countries:
United Kingdom; United States; Japan

Featured companies

Philip Morris International (PMI)
Industry:
Tobacco
British American Tobacco (BAT)
Industry:
Tobacco
Japan Tobacco International (JTI)
Industry:
Tobacco

Featured protagonists

  • Louis C Camilleri (male), Chairman of the Board & CEO
  • Richard Burrows (male), Chairman
  • Pierre de Labouchere (male), CEO

Related