The paper "Google in China, the Concept of Corporate Social Responsibility " is a perfect example of a business assignment. A stakeholder in any given organization would be the individuals that feel an impact of the decisions that are taken by the company at the macro level. These might have a direct or an indirect bearing on the interests of a given business and may bring the stakeholder into contact with the business on a daily basis, or may just occasionally. One can identify stakeholders in the general terms in the following light: 1.
The most important and oft-talked about stakeholders are the shareholders of a given company, their interest lies in the dividends and capital growth in the context of the shared investment in the company 2. Management and employees are the other most important group in terms of stake-holding given the fact that they are ones affected in terms of job security, prospects and pay by the [progress of the company 3. Consumers and Suppliers 4. Banks and other financial organizations lending money to the business. 5. Governments– This particular group would also be of real significance here given the fact that the issue at stake in the context of the Google case was of direct relevance to the Chinese government. 6.
Pressure Groups – monitoring whether or not the business is going on the way their interests are met. In Google-China case the stakeholders would, therefore, be the shareholders in Google, the management and the expatriate employees within China and the consumers in terms of the Chinese citizens and the critics in terms of the journalists and the international human rights activists who saw Google’ s deal with the Chinese government as the company being in Coo hoots with the evil. There are those that believe that the manner in which Google acted could be classified as being precipitous- these scholars, however, do not give the company the consideration of the effect that the announcement has on stakeholders, including their Chinese employees, consumers, and business partners.
The problem in this context essentially remained that Google as a company fell short in terms of living up to the stakeholder satisfaction or in coming up with justifications where stakeholders were concerned.
One would find evidence of this in the fact that there was an ultimate disagreement within the stand taken by the shareholders that spilt out into the public domain. The idea they had was that in a scenario wherein Google was forced out of China the point would have become a rallying point for the freedom on the internet globally. This might even have favored Google as a brand- and might also have forced the Chinese regime to change their hand. This is conjecture now, but the point is simple-the strategy was flawed on two front-the prioritization was incorrect and the communication to the stakeholders did not happen as it should have. In terms of prioritization, the issue was simple- the shareholders and the business should have come first, the employees second, the customers the third and the Chinese government the last.
Google did the exact opposite by placing the Chinese government and its wishes at the top of its list of priorities.
Cao, C., (2010). Chilling effects of Google’s China saga. Retrieved March 21, 2010, < http://www.upiasia.com/Economics/2010/01/19/chilling_effects_of_googles_china_saga/4010/>
Becker, G., and Gosner, R., (2006). Google in China. Retrieved March 21, 2010, < http://www.becker-posner-blog.com/archives/2006/02/google_in_china.html>
Idowu, S, O., and Filho, L. W., (2009). Professionals ́ Perspectives of Corporate Social Responsibility. Springer books. pp50-52
Hancock, J. (2005). Investing in corporate social responsibility: a guide to best practice. Kogan page. pp76-80
Hill, C. and Jones, G. (2009). Essentials of Strategic Management. CengageBrain.pp50-52
Google Faces Corporate Social Responsibility Problem In China (2010). Retrieved March 20, 2010,http://www.chinacsr.com/en/2010/01/13/6953-google-faces-corporate-social-responsibility-problem-in-china
BBC Report, (2006). Google censors itself for China. Retrieved March 20, 2010, < http://news.bbc.co.uk/2/hi/technology/4645596.stm>
Baker, M., (2006). Google's growing pains. Retrieved March 21, 2010,
O’Riordan, L. and Fairbrass, J., (2008). Corporate Social Responsibility (CSR) Models and Theories in Stakeholder Dialogue. School of Management, University of Bradford.
Cornelissen, J., and Cornelissen, J., P., (2008). Corporate Communication: A Guide to Theory and Practice. Sage Publications. pp65-68
Andriof, J. Waddock, S. Husted, B., (2003). Unfolding Stakeholder Thinking 2: Relationships, Communication, Reporting. Grreenbleaf Communicting. Pp65-67