As Brazil's lively but fractious democracy emerged in the 1990s, the Ethos Institute found a movement for corporate social responsibility (CSR) that, it expected, would both cajole the private sector to manage its own operation responsibly-for example, eschewing prejudice and protecting the environment-and lead Brazil to a more just, sustainable civilization. By the year 2007 Ethos had transformed CSR into a notable national movement, which had even helped strengthen enforcement of some laws like the prohibition of child labor. Two cases tell Ethos' storyline.
The first (A) case describes the social context- the ambiguous heritage of community conscience that is genuine of the Brazilian private sector yet collaboration with authoritarian regimes-and introduces questions about how Ethos' leaders shaped their relationships with business. How could they best fortify the notion that company had moral obligations to society? How could they marshal sway to ensure compliance with CSR standards? HKS Case Amount 1879.0
PUBLICATION DATE: May 05, 2009 PRODUCT #: HKS464-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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