This case describes how the Timberland Company pursues both business interests and social/environmental interests. Timberland is committed to market success and corporate profitability, but in achieving these goals the company also is committed to what it calls the pillars of its corporate social responsibility (CSR) strategy. These pillars are: become carbon neutral by 2010; design recyclable products; have fair, safe, and non-discriminatory workplaces; and focus employee service on community greening. Timberland pursues a variety of programs and initiatives that fulfill the requirements of these strategic pillars.
Chapter 2 focuses on three key challenges for managers: globalization, managing diversity, and ethics. All three of these challenges are directly reflected in the case, both in terms of the intent of the four strategic pillars and how the company’s actions are based upon those pillars. The ethical challenge is a dominant theme of the case. Indeed the ethical challenges faced by Timberland often are intertwined with the company’s diversity and globalization challenges, which is as it should be since there are potential ethical considerations in everything that organization members do.

1. Jeffrey Swartz’s approach to running Timberland is based on the belief that business success is compatible with corporate social and environmental responsibility. Do you share this belief? Why or why not?

2. How has the Timberland Company incorporated the four pillars of its corporate social responsibility (CSR) strategy into its day-to-day operations?

3. How does Timberland’s CSR strategy and day-to-day operations respond to the globalization, diversity, and ethics challenges that it faces?

4. Consider the ethical, diversity, and globalization challenges that have confronted Timberland. How has Timberland converted these challenges into opportunities for the company?