NOTE: Added reference material from annotated bibliography and the Conscious capitalism document which will have the company. The purpose of this PowerPoint presentation (10-12 slides, including cove

NOTE: Added reference material from annotated bibliography and the Conscious capitalism document which will have the company. The purpose of this PowerPoint presentation (10-12 slides, including cove
Annotated Bibliography Annotated Bibliography Aguinis, H., Villamor, I., & Gabriel, K. P. (2020). Understanding employee responses to COVID-19: a behavioral corporate social responsibility perspective. Management Research: Journal of the Iberoamerican Academy of Management. This article aims to provide a behavioral corporate social responsibility perspective on employee responses to COVID-19. The authors begin by discussing the concept of behavioral corporate social responsibility and how it can be used to understand employee responses to COVID-19. They then present a model of employee responses to COVID-19, including organizational support, individual differences, and social context. The authors argue that organizational support is essential in determining employee responses to COVID-19. They also discuss how individual differences and social context can moderate the relationship between organizational support and employee responses to COVID-19. Finally, the authors provide recommendations for how organizations can use the model to create a more supportive environment for employees during the COVID-19 pandemic. The authors make a convincing argument for the importance of organizational support in employee responses to COVID-19. Their model provides a helpful framework for understanding how individual differences and social context can moderate the relationship between organizational support and employee responses to COVID-19. Ertem-Eray, T. (2020). Addressing corporate social responsibility in corporations: a content analysis of Amazon’s and Walmart’s websites. Corporate Communications: An International Journal. The article examines the content of Amazon and Walmart’s websites to explore how the two companies address corporate social responsibility (CSR). The author uses content analysis to analyze the CSR information on the companies’ websites. The study results reveal that Amazon provides more detailed information about its CSR initiatives than Walmart. The author concludes that Amazon is more transparent than Walmart regarding its CSR practices. The article is well-written, and the author makes a clear argument about the transparency of Amazon and Walmart’s CSR practices. The study is based on a content analysis of the company’s websites, which is a valid research method. The author provides a detailed analysis of the results, strengthening the argument. The article is relevant to my research because it provides insight into how two major companies address CSR. The article is also helpful because it uses content analysis to examine the companies’ websites, a method I am considering using in my own research. Fombrun, C. J., Gardberg, N. A., & Barnett, M. L. (2018). Opportunity platforms and safety nets: Corporate citizenship and reputational risk. In Limits to Stakeholder Influence: Why the Business Case Won’t Save the World (pp. 12-33). Edward Elgar Publishing Ltd.. The authors of the aforementioned study, Fombrun et al., explain the concept of “reputational risk,” which refers to the danger that a company’s reputation may suffer if the organization is perceived as not a model citizen of the business world. In other words, reputational risk is the risk that amazon company’s reputation will suffer if it is perceived as not a model business citizen. The authors suggest that in order for companies to lessen the impact of this risk, they should get more involved in CSR activities. Ford, B. R., & Stohl, C. (2019). Does CSR Matter? A longitudinal analysis of product reviews for CSR-associated brands. Journal of Brand Management, 26(1), 60-70. In recent years, the concept of corporate social responsibility (CSR) has gained increasing prominence in the business world. A growing body of research has examined the effects of CSR on various outcomes, including consumer behavior, firm performance, and social welfare. However, little research has examined how CSR affects consumer perceptions of brands. The present study sought to fill this gap by examining how CSR affects consumer perceptions of brands as reflected in online product reviews. The authors used a novel dataset of over 1.5 million product reviews from Amazon.com to examine how CSR-associated brands fared in terms of consumer perceptions over time. The study’s results showed that CSR-associated brands received higher ratings from consumers than non-CSR-associated brands. Furthermore, the authors found that the positive effect of CSR on consumer perceptions was strongest in the earliest years of the study period (2006-2008) and that this effect declined over time. The authors suggest that this may be due to increasing consumer awareness of and skepticism toward CSR claims made by brands. Overall, this study provides valuable insights into how CSR affects consumer perceptions of brands. The findings suggest that CSR can positively impact consumer perceptions, but this effect may decline over time as consumers become more aware of and skeptical of CSR claims. Lu, J., Ren, L., Zhang, C., Rong, D., Ahmed, R. R., & Streimikis, J. (2020). Modified Carroll’s pyramid of corporate social responsibility to enhance organizational performance of SMEs industry. Journal of Cleaner Production, 271, 122456. In this article, the authors present the “pyramid of corporate social responsibility,” a strategy for gathering information about an organization’s many diverse stakeholders and efficiently managing them. The pyramid can be broken down into its constituent parts, which are as follows: the economic, the legal, the ethical, and the philanthropic. The authors maintain that corporations are obligated to all of their stakeholders, not only their shareholders and that this duty should not be treated flippantly in any way. Yu, W., Hassan, A., & Adhikariparajuli, M. (2022). How Did Amazon Achieve CSR and Some Sustainable Development Goals (SDGs)—Climate Change, Circular Economy, Water Resources and Employee Rights during COVID-19?. Journal of Risk and Financial Management, 15(8), 364. This research aims to investigate how Amazon has managed to keep its corporate social responsibility procedures and its aims for sustainable development intact despite the Covid-19 pandemic. The authors conclude that Amazon has, for the most part, been effective in reaching its goals due to the company’s emphasis on employee rights, water resources, circular economies, and climate change. However, the writers also warn that Amazon’s success is not guaranteed in the long term and that the corporation will need to continue investing in these areas in order to keep its lead. This is a caution that the authors offer in their conclusion.
NOTE: Added reference material from annotated bibliography and the Conscious capitalism document which will have the company. The purpose of this PowerPoint presentation (10-12 slides, including cove
An Outline on Conscious Capitalism/ Corporate Social Responsibility in Amazon An Outline on Conscious Capitalism/ Corporate Social Responsibility in Amazon Introduction Organization- Amazon Topic- Corporate Social Responsibility/Conscious Capitalism The aim of this presentation is to educate the audience on Amazon’s CSR initiatives and how the firm’s business model aligns with the principles of conscious capitalism. Amazon’s CSR Efforts A. Community Engagement 1. Amazon in the Community Amazon is committed to giving back to the community. The firm has a history of supporting local charities and causes, and Amazon employees are encouraged to volunteer their time to help the community. Amazon also has a program called Amazon in the Community, which is designed to help Amazon employees get involved in their community (Mackey, 2011). 2. Amazon Cares Amazon Cares is a program that provides financial support to employees who are experiencing financial hardship. Amazon employees can apply for grants of up to $5,000 to help with expenses such as medical bills, child care, and housing. B. Environmental Sustainability 1. Reducing Amazon’s Environmental Footprint Amazon is committed to reducing its environmental footprint. The corporation has set a carbon-neutral goal by 2040 and is working to reduce its energy consumption and waste production. Amazon is also investing in renewable energy, aiming to power all its operations with renewable energy by 2030. 2. Amazon and Renewable Energy Amazon is a top renewable energy corporate purchaser. The firm has signed contracts to purchase over 4,000 MW of renewable energy, making it the biggest renewable energy corporate buyer in the globe. Amazon also invests in renewable energy projects like wind and solar farms. C. Diversity and Inclusion 1. Creating an Inclusive Culture Amazon is committed to creating an inclusive culture. The company’s diversity and inclusion team ensure that all employees feel welcome and valued. Amazon also offers unconscious bias training to all employees. 2. Amazon’s Diversity Initiatives Amazon has several initiatives to support diversity and inclusion. The firm offers employee resource groups for employees of all backgrounds and has a mentorship program for employees from underrepresented groups. Amazon also provides scholarships for employees from underrepresented groups. Amazon as a Conscious Capitalist Organization A. The Four Pillars of Conscious Capitalism 1. Higher Purpose Conscious capitalism is based on the idea that businesses should have a higher purpose than simply making money. This higher purpose can be anything the business feels is essential, such as making the world a better place. 2. Stakeholder Orientation In conscious capitalism, businesses are focused on meeting the needs of their shareholders, not just stakeholders. This means that corporations take into account the needs of workers, suppliers, customers, and the community during decision-making. 3. Conscious Leadership In conscious capitalism, leaders are focused on creating a positive impact, not just on making profits. Leaders of conscious businesses strive to create a positive culture and to make decisions that are in the best interest of all of their stakeholders (Anastasia, 2016). 4. Conscious Culture A conscious culture is one in which employees are empowered to make a positive impact. In a conscious culture, employees feel they are part of something larger than themselves and can make a difference in the world. B. Amazon’s Commitment to Conscious Capitalism 1. Jeff Bezos’ Letter to Shareholders In his letter to shareholders, Jeff Bezos discusses Amazon’s commitment to conscious capitalism. He states that Amazon is a firm focused on its customers and making the world a better place. He also discusses how Amazon’s business model is designed to create value for all of its stakeholders (Bezos, 2021). 2. Amazon’s Business Model The firm’s model is based on the idea of creating value for all of its stakeholders. The company designs its products and services with the customer in mind, and it works to create a positive effect on the communities in which it operates. Conclusion Amazon is a firm that is committed to CSR and conscious capitalism. By educating the audience on Amazon’s CSR efforts and how the company’s business model aligns with the principles of conscious capitalism, it is hoped that the audience will be inspired to support Amazon’s efforts to make the world a better place. References Anastasia, O. (2016). What is not CSR: extremes of CSR perception in the world of business and strategic view on it in the era of conscious capitalism. Review of Business and Economics Studies, (2), 83-94. Bezos, J. (2021, April 15). 2020 Letter to Shareholders. Retrieved from Aboutamazon.com: https://www.aboutamazon.com/news/company-news/2020-letter-to-shareholders Mackey, J. (2011). What conscious capitalism really is: A response to James O’Toole and David Vogel’s “Two and a half cheers for conscious capitalism”. California Management Review, 53(3), 83-90.