La responsabilidad social de las organizaciones: ¿Factor de ventaja competitiva? Las acciones sociales de las organizaciones en relación con el tejido social La responsabilidad social de las organizaciones: ¿Factor de ventaja competitiva? Las acciones sociales de las organizaciones en relación con el tejido social
Author(s)Mery Gallego Franco
KeywordsSocial Responsability, Morale, Ethics, Stakeholders.
DOAJ:Business and Management
DOAJ:Business and Economics
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Abstract<p>Mirar las organizaciones desde un enfoque sistémico, permite verlas como un conjunto de partesinteractuantes e interdependientes que en su dinámica conforman un sistema mayor que es lasociedad. Desde esta perspectiva puede comprenderse que cada organización afecta y es afectadapor el entorno en el cual se desenvuelve y que esta mutua relación —de beneficio o perjuicio—determina, en un alto grado, su supervivencia. Ésta es una forma de entender lo que hoy seconoce como <em>Responsabilidad social</em>; sin embargo, este concepto tiene antecedentes desde finalesdel siglo XIX y diversas manifestaciones a lo largo del siglo XX. Más recientemente los efectosnegativos de la globalización, entre otras razones, han forzado el surgimiento de normas, códigosde conducta, guías y otras acciones orientadas a contrarrestar dichos efectos buscando crearcondiciones de vida laboral y social más dignas.</p><p>El cumplimiento de la responsabilidad por parte de cada organización es un imperativo ético,moral y social pues es desde el cumplimiento de ésta como se contribuye al fortalecimiento y/o recuperación del <em>Tejido Social</em> y a la construcción de lo que se conoce como <em>Capital Social</em>. Toda organización debe cumplir responsabilidades sociales tanto en su interior, conel personal que en ella labora, como con los distintos sectores con los cuales interactúaconocidos hoy como <em>Stakeholders</em>.</p><br>Approaching organizations from a systemic point of view allows us to see them as a group of interactive and interdependent parts of a larger system called society. This perspective lets us understand that each organization simultaneously affects and is affected by its environment, and this reciprocal relationship —of benefit or damage— largely determines its survival. This paper intends to explain, in a certain way, what is known today as social responsibility, although this concept has antecedents that go back to the end of the Nineteenth century and diverse manifestations throughout the Twentieth century. More recently, the negative effects of globalization, among other reasons, have forced the emergence of norms, behavioral codes and guides oriented to counteract those negative effects, seeking better working and social conditions.Each organization has an ethic, moral, and social imperative towards this responsibility, because that is how the organizations help to invigorate and/or recover social fabric, and to construct social capital. Every organization should assume social responsibility not only within, with its own employees, but also with its different stakeholders.
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Social Protection in Low Income Countries and Fragile Situations : Challenges and Future DirectionsOvadiya, Mirey; Zampaglione, Giuseppe; Das, Maitreyi; Andrews, Colin; Elder, John (World Bank, Washington, DC, 2013-05-28)Demand for social protection is growing in low income countries and fragile situations. In recent years, the success of social protection (SP) interventions in middle income countries (MICs) like Brazil and Mexico, along with the series of food, fuel, and financial crises, has prompted policymakers in low income countries (LICs) and fragile situations (FSs) to examine the possibility of introducing such programs in their own countries. Flagship programs in countries as diverse as Ethiopia, India, Pakistan, and Rwanda have shown the adaptability of social protection interventions to the LIC context. Yet, despite growing levels of support for these initiatives, many challenges remain. In LICs and FSs, governments are confronted with a nexus of mutually reinforcing deficits that increase the need for SP programs and simultaneously reduce their ability to successfully respond. Governments face hard choices about the type, affordability, and sustainability of SP interventions. The paper reviews how these factors affect SP programs in these countries and identifies ways to address the deficits. It supports the establishment of resilient SP systems to address specific needs and vulnerabilities and to respond flexibly to both slow and sudden onset crises. To achieve this, both innovation and pragmatism are required in three strategic areas: (i) building the basic blocks of SP systems (e.g., targeting, payments, and monitoring and evaluation); (ii) ensuring financial sustainability; and (iii) promoting good governance and transparency. These issues suggest the possibility of a different trajectory in the development of social protection in LICs than in MICs. The implications for World Bank support include the need to focus on increasing knowledge and operational effectiveness of SP programs, fostering institutional links between multiple SP programs, and using community capacity and technological innovations to overcome bottlenecks in operations.
Managing Risk, Promoting GrowthWorld Bank (World Bank, Washington, DC, 2016-02-08)A growing body of evidence demonstrates
that individuals and households experience a range of
positive outcomes from social protection. Social protection
increases productivity and growth. Countries can realize
significant benefits by creating an integrated social
protection system. Social protection is affordable in
low-income countries despite tight budgets. While overall
spending on social protection in Africa remains low by
international standards, experience suggests that social
protection programs can achieve national coverage at the
cost of only 1 to 2 percent of gross domestic product (GDP).
While this is only a portion of the financing required to
operate a social protection system, it draws attention to
what countries can achieve in the short-term. Indeed, one
way in which existing social protection spending can be made
significantly more efficient would be by reallocating
existing financing for inefficient subsidies and ad hoc
emergency food aid to predictable safety nets. At the same
time, pursuing reforms to social security systems will
ensure their fiscal sustainability, while expanding
coverage. Notably, the costs of not protecting poor families
are very high, are borne disproportionately by women and
children, and undermine the productivity of future
generations. The Strategy will be implemented by leveraging
partnerships, knowledge, and the World Bank's financing
instruments. The World Bank will continue to invest in
analytical work to fill knowledge gaps and promote an
evidence-based dialogue for social protection systems in
Africa and further innovation. It will work with governments
to build country-owned national social protection systems
with the aim of reducing fragmentation in the sector. The
Bank also will pay particular attention to institutional
development and capacity building by using its lending to
increase the coverage of successful social protection
interventions. Throughout this work, the Bank will work in
coordination with governments, development partners, the
private sector, academics, civil society, and beneficiaries.