The case describes the strategic dilemma involved while taking the decision on the ‘modus operate’ of CSR department for one of the leading Indian MNCs (‘Tata Power Company’ from Tata Group of Companies). TPC had undertaken the CSR activities for decades reflecting the company’s commitment towards sustainable energy generation without undue compromise to human and environmental development. These activities were undertaken as the voluntary initiative by the employees of TPC and there was no separate entity as ‘CSR department’ as of now. However with the large scale expansion, the need to have CSR as a separate entity was felt.
The dilemma for the decision manager (Col. Prakash Tewari) was whether to go for separate CSR department or continue with the existing set up. There are other issues related to it which needs to be addressed strategically as well as tactically to maintain a balance between shareholders’ interest and other stakeholders. The case has been developed for the academicians as well as practitioners to have better insight into the issue from the perspective of business strategy and business environment. The case will help to analyse the issue of corporate sustainability from the business angle.
|Authors:||Rama Deshmukh, Atanu Adhikari|
|Institution:||IES Management College and Research Centre, India; IBS Hyderabad, India|
|Key Words||TATA Power, Sustainability, Opportunity Recognition, Corporate Social Responsibility, Stakeholders, Strategy|
|Courses||Business Strategy, Business Environment, International Business, Corporate Governance, Corporate Sustainability|
|Target Audience||MBA, Business Executives, Undergraduate Students|
|Permission Rights||This case is available for purchase from Ivey Publishing (9B10M013)|