Katherine Shepard= social responsibility manager at New Balance= understood that New Balance faced new challenges in terms of corporate social responsibility ('CSR}:l how to maintain its social responsibility culture when acquiring new brands= how to become more transparent and thus increase stakeholder trust and support and how to position itself as a responsible leader in the industry to obtain business benets wilout having to \"chase\" peers, as Nike and Timberland. She was struggling with some issues due to her intimate familiarity with the company= and she recognized its high potential and the changing operating environment for business. Shepard also knew that New Balance needed someone outside le companyr to look at the current level of CSR management and performance and provide an independent and credible evaluation and list of recommendations. The Boston College Center for Corporate Citizenship IEBxICCCC)2 came to mind as it was an organization with which New Balance was familiar and comfortable