Corporate social responsibility programs at Microsoft and Cisco

Corporate Social Responsibility

Do Corporate Social Responsibility Programs Work?

In answering the question of whether or not Corporate Social Responsibility (CSR) programs actually lead to companies being more socially responsible or merely using these programs as a means to polish up their brands and images, this paper analyse the efforts of Microsoft and Cisco in the high technology sector.

Microsoft's Efforts to Foster Employability through CSR Programs

There are many empirically-based research studies that provide insights into how companies are linking their CSR programs to strategic plans and initiatives. In the case of Microsoft and their partnership with the Technological Centre for the Textile and Clothing Industries of Portugal (CITEVE) as defined in the research cited (Bonfiglioli, Moir, Ambrosini, 2006) it became clear that in addition to a CSR program aimed at employability additional supplemental learning was also required. The use of online learning tailored to the specific needs of those being taught new skills was successful to the extent the Microsoft regional senior management made support of the program a priority. There is no impetus to change and support CSR programs unless senior managers make it a priority and show through example that support needs to be genuinely provided. There is a strong correlation of how entire Microsoft divisions of professionals perceive the importance of CSR programs and the interpretation of their senior managers as consistent with these programs. The CSR program did lead to higher levels of employability and also provided insights into how using e-learning programs that can be tailored to the unique needs of those recruited in the program can be made more effective over time. Microsoft was able to learn lessons from this program that were in turn integrated into the Gates Foundation efforts for the Gates Center for Technology Access (GCTA) too (Bonfiglioli, Moir, Ambrosini, 2006). The strength and extent of leaders' commitment to these programs have the most significant effect in their long-term correlation to the strategic plans of firms as well (David, Kline, Dai, 2005).

Conclusion

As these two examples illustrate, when senior management is in agreement with and supports CSR programs and links them to strategic objectives and measurable results, they work. These are the two most critical aspects of CSR program effectiveness that provide evidence of them being more than just being public relations or branding strategies to improve companies reputations. As these two examples illustrate, they can deliver significant results over time when there is accountability for performance.