Supply Chain Ethics and Nike

This assignment delves into the ethical dimensions of Nike's supply chain management. It examines Nike's commitment to corporate social responsibility (CSR) through their sustainable practices, labor policies, and environmental impact. Students are expected to analyze case studies, research articles, and news reports to assess the effectiveness of Nike's initiatives and identify potential challenges and areas for improvement.

Running head: BUSINESS SOCIETY AND THE PLANET
Business Society and the Planet
Student’s name:
Name of the university:
Author’s note:

1BUSINESS SOCIETY AND THE PLANET
Table of Contents
Part A: Business Value Assessment Report....................................................................................2
1. Introduction..................................................................................................................................2
2. Identifying and describing the two companies; their core business activities and the countries
and industries in which they operate...............................................................................................2
3. Evaluating the differences evident between the two companies in terms of the range of issues
dealt with in their social reports and the depth of coverage on specific issues...............................4
4. Explaining social activities differences by the country and other explanations..........................5
5. Assess the apparent quality of the social accounting approach utilized by each company
according to Zadek et al.’s (1997) criteria.......................................................................................6
6. Discussing the extent to which the social reports provided by these companies reflect their
stated values.....................................................................................................................................8
7. Reflecting on groups’ discussions and conclusions...................................................................10
Part B: Application to GVV Framework.......................................................................................11
Scenario:........................................................................................................................................11
Reference List................................................................................................................................20
Bibliography..................................................................................................................................22

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Part A: Business Value Assessment Report
1. Introduction
Business value assessment initiative is taken for a business to analyse its business,
techniques and ethics. The organisations make a team in order to assist the organisation to
identify, capture business and measure the business value to recommend for overcoming the
current situation to achieve the benefit-based business goals (Caridi et al., 2014). In this part of
the study, Nike and Adidas have been chosen for assessing the value of the organisations in
social ethics. In addition, issues dealt with social reports of these two organisations have been
evaluated. Furthermore, country-based social differences have also been discussed in this study.
Social accounting approach has also been taken to delineate the quality of social approach of
these two companies.
2. Identifying and describing the two companies; their core business activities and the
countries and industries in which they operate
In this part of the study, Nike and Adidas have been chosen in order to proceed as they
are in the same industry; however, they belong from two different countries.
Nike Inc is an American multinational company and it is engaged in developing,
designing and manufacturing footwear, sports equipment accessories and apparel products.
Headquarter of Nike is located in Washington County, USA and it is served in a worldwide
basis. Nike was established in the year 1964 (Nike.com, 2018). Revenue of Nike in the year 2017
was US$34.35 billion and it was established in the year 1964.

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Nike segments the market into footwear, apparels, equipment and global branding. Nike
has been maintaining the leadership position in competitive sportswear and apparel market.
Core activities of Nike are associated with development, design and marketing (Lu, Liu &
Rahman, 2017). Nike has been outsourcing of non-core activities like contract manufacturing of
the products. Nike does not have any manufacturing site and it produces through independent
contractors. In order to be a leader in the market, Nike focuses on development and design and
they use DyeCoo technology, advance waterless textile dyeing. Nike uses Plant PET
Technology Collaborative (PTC) to accelerate Poly Ethylene Terephthalate materials and fibre.
Adidas is a multinational corporation and it has it headquarter in Herzogenaurach,
Germany. It designs and manufactures accessories, clothing and shoes. Adidas is the largest
manufacturer of sportswear in Europe. This organisation was established in the year 1924 and it
is the sponsor of world's major sports' clubs. It serves worldwide and it collected revenue of
€19.28 billion (Adidas.group.com, 2018).
Adidas believes in creating a new product line for exciting future. Adidas is unique
portfolio brand and it has a strong identity in sports. Adidas mainly appeals to the athletes. The
business activities mainly depend on speed as they try to be fast in satisfying customers' needs
and in internal decision making (Lu, Liu & Rahman, 2017). Adidas identifies six different cities
to grow their business and it is going to be the first sports brand to be part of consumers, athletes
and partners.

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3. Evaluating the differences evident between the two companies in terms of the range of
issues dealt with in their social reports and the depth of coverage on specific issues
Nike believes that it is not enough to adapt to what future may bring and the organisation is
creating the future what they want to see through sustainable innovation (Buckler, 2017). Nike is
accelerating toward a low-carbon growth in the economy. They do not have manufacturing units;
however, Nike gives emphasis to those manufacturers who have less impact on society. As stated
by Suliman et al., (2016), Nike has been using Flyknit technology that has reduced nearly 4
million pounds of waste in the year 2016. Since the year 2010, Nike has converted three billion
plastic bottles to polyester in order to make products like Vapour football and they are using
colour dry technology to save water. Nike has targeted 10% reduction of the average
environmental footprint to increase use of more sustainable materials (Nike.com, 2018). Nike
has been making a contract with manufacturers that uses mainly renewable energy to operate the
manufacturing works. 85% of Nike's manufacturing contract companies reach a performance
rating to demonstrate to value the workers and improve the environmental standard.
Adidas bears responsibility towards the society and environment. Adidas mainly focuses
on the supply chain in order to be a more socially responsible organisation to empower staffs and
promote safe, fair and healthy condition to suppliers' factories. Adidas is trying to improve the
environmental footprint to create the best for the athlete. Most importantly, according to Agan et
al., (2016), Adidas drives innovation in product creation and they have made a partnership with
Parley in order to raise awareness about Oceans. Adidas has taken initiative in order to make
shoes from filament and yarns and recycled from ocean's waste. Adidas has joined UN taken
initiative on Climate Neutral to help the society to have a better understanding of climate change.
As opined by Uhrich, Koenigstorfer & Groeppel-Klein (2014), Adidas always takes, identifies

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and manages human rights in business operation and supply chain partnership. Average resource
consumption of pair of sports shoes shown below:
2015 2016 2017
Energy use 2.93 2.36 2.98
Wastewater 0.34 0.45 0.57
Average VOC 20.3 19.5 20.4
Table 1: Average resource consumption
(Source: Adidas.group.com, 2018)
4. Explaining social activities differences by the country and other explanations
In recent time, climate change is a global issue that needs a global solution. In footwear
and sports industry, resource scarcity, prices of raw materials and issues in supply chain create
concern for Nike. Nike can understand the broader impact of climate issue to foster low-carbon
growth in the economy (Plambeck & Taylor, 2015). In addition, Nike takes innovative
imperative as a systematic change to forecast the rate of emission of carbon and other
greenhouse gas in supply process. In the USA, CSR activities are important as US citizens
expect the organisations to generate a profit and take the business in ethical and socially manner.
In a global financial crisis, the organisations need to ignite the public concern to attract the
customers (Parsa et al. 2015). USA industry is viable and customers' preferences change with
time. The USA is a developed country and the customers' disposable income is high. In addition,
USA based business freely acknowledge their social responsibility and ethical obligation. These
responsibilities of the organisation go beyond political, legal and economic obligations. US

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Sentencing Commissions' provides guidelines to continue the business including socially
responsible, labour unions, unincorporated organisations, partnership and community service.
Adidas identifies that sustainability is beyond the carbon and they want to be helpful for
supporting the labour, operating the business and supply chain to continue to serve the customers
(Russell-Smith et al., 2015). Adidas has been focusing more on making supply chain greener and
they need to fight climate change. In Europe, Adidas ranked first in Corporate Information
Transparency Index, it is recognition of the Environmental and social performance of the
organisations. Adidas is in Germany and in Germany, there are many other multinational
companies' operate their businesses. German-based businesses mainly value water and Adidas
does 20% water saving at strategic water suppliers and 35% water savings for employees at the
own site (Plambeck & Taylor, 2015). German people are aware of social responsibilities of the
businesses as they are literate and they want that businesses must empower them. Adidas try to
improve the health of the employees to participate in sports supporting health, nutrition and
fitness of the people.
5. Assess the apparent quality of the social accounting approach utilized by each company
according to Zadek et al.’s (1997) criteria
Inclusivity:
This principle is about ethical and social accounting that needs to reflect on views of
principal stakeholders. Nike always asks the stakeholders to participate in decision-making
issues. In addition, Adidas makes a committee with stakeholders in market research in order to
make the one-way process to create a single set of objectives.
Comparability:

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It is about the performance of the organisation should be judged in order to compare the
assessment of the value of the other organisation (Zadek, 2004). Nike has set the external
benchmark for largest selling the sportswear. Nike spends a significant amount of money on
social activities. On the other side, Adidas focuses mainly to supply chain to deliver the products
on time in right vehicles. They focus mainly on the wage of the labours.
Completeness:
In this criterion, companies' activities must be systematically checked and no areas will
be missed. In CSR report of Nike, they mainly focus on sustainable business operation and
sustainable product development. In case of Adidas, CSR report of Adidas focuses all aspects of
the business. Adidas follows all essence of the business and stakeholder groups know about
exploration.
Evolution:
It is not possible to cover up the entire company's footprint. Nike tries to reduce the
environmental footprint by taking initiatives of dry watercolour, PET system and other
technologies. Adidas takes the initiatives of supply chain innovation and company's
accountability to the wider public.
Management policy and systems:
Companies need to do both environmental auditing and financial policy. Nike does this
with systematic policy and organisation develops clear policy. In case of Adidas, it allows
accounting process of social responsibility in evaluating the organisational awareness.
Disclosure:

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Companies need to provide the information whether social and ethical accounting is
made for internal and external audiences. Nike uses the management tool to disclose the social
report for the external and internal public. On the other side, Adidas clearly focuses on internal
audiences and also for external audiences in order to strengthen the company's legitimacy.
Externally verified:
External verification is important for strengthening the accountability. Nike takes the
permission of USA based government agency in order to emphasis mainly on professional
quality. Adidas on the other side validates the published material by an external body.
Continuous improvement:
Progress is the ultimate aim of any organisation, not just the retrospective performance
(Zadek, 2004). Nike always strives for better future and it improves values, objectives and
mission. Adidas organisation establishes the measurement of progress to improve the product,
people and profit of the organisation through social and ethical performance.
6. Discussing the extent to which the social reports provided by these companies reflect
their stated values
Nike’s stated values are:
 Nature is there to innovate. Nike seems to innovate as it is there to use core
organisational competence
 Nike uses social responsibility as brand management technique
 Nike is a brand and it uses Swoosh logo
 Consumer decides Nike’s products

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Nike is the largest sportswear brand in the world and it focuses on innovation in order to be
sustainable in the market. Nike helps to the community by reducing the carbon footprint and
reduces environmental impact through the supply chain. Nike is transforming the manufacturing
unit and in the betterment of the people, they unleash human potential through innovation and
inspiration (Lu, Liu, & Rahman, 2017). They make a contract with suppliers and manufacturers
in a correct way. Nike generates revenue through Nike brand stores, online sales and Nike
factory stores.
Adidas has its core values like:
 Adidas believes in performance and it supports athlete in sports
 Adidas supports passion in working and passion is the heart of this organisation
 Integrity is another value for the organisation and Adidas is honest, ethical and open in
operation (Adidas.group.com, 2018)
 Diversity in workplace is another value
 Sustainable business practice and innovation
Adidas believes to continue to enable open collaboration to share the knowledge and
expertise with partners, suppliers and stakeholders. German-based businesses do follow
technological specialisation in order to innovate materials and processes. Adidas drives
innovation in product creation and it makes supply chain greener to fight climate change (Lu, Liu
& Rahman, 2017). Advancing for human rights is the first priority for the business. For product,
Adidas values water, raw materials and conserve energy. For the people, Adidas empower the
staffs, improve the health of the people and inspire action of the staffs and community people.

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7. Reflecting on groups’ discussions and conclusions
Both the organisations Adidas and Nike are world famous for sportswear and apparel.
They are competitors in the global market as they both in the same industry. Being in the same
industry, their social activities are different. Nike is very much engaged in the sustainable
development of the products that would help the organisation in long-term. They engage in
climate change and carbon footprint reduction. Nike publishes social reports with data of the
organisation with sufficient activities related charts. On the other side, Adidas is much focused
on the triple bottom line of the CSR, people, planet and profit. Adidas focuses on people to
improve health, empower and inspire, they are staffs and community. Adidas focuses on the
planet, this is related to the environment. They try to reduce the environmental impact through
giving the value of energy, water and raw material innovation. Adidas in last five years has been
integrating sustainability into core business practices. In product creation, licence management
and supplier and customer-consumer management, Adidas achieved this by establishing
sustainability expertise.
Above all, it has been observed that values of the organisations can be achieved through
embedding functions of social and environmental standards in procedures and policies that can
steer day-to-day business performances.

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Part B: Application to GVV Framework
Scenario:
Adidas perceives that employees are the heart of the business and Adidas offers attractive
work environment. It is very important that people can develop professionally and
professionally. The CEO of Adidas wants the workplace must constantly strive for innovation. In
order to recruit new employees in Adidas headquarter, HR manager needs to take permission of
the CEO. The CEO, Kasper Rorsted (1st Oct 2016 – Present) fosters engagement of the
employees, collaboration and innovation in the workplace. Human resource team in Adidas
recruits the greatest talents anywhere in the world and they search for diversity and uniqueness.
Adidas recently moved into a new office (PITCH) where they are going to test various
workplace concepts. In the new office building, they needed new employees for various posts.
HR manager of Adidas, Karen Parkin went to meet the CEO one day for discussing future
recruitment in headquarter of Adidas, Herzogenaurach. In this meeting, Karen told the CEO
about the new recruitment of Adidas and why it is necessary for Adidas. The new office building
of the Adidas provides an extra feature that employees do not need to work at a designated desk,
they can choose their workstation based on the current task. This extra feature accelerated to
recruit new staffs to the organisation to smooth the work. Karen told that Adidas would roll out
the advertisement in which they would mention the new recruitment policy. Adidas has been
using an external agency to recruit new employees. Karen wanted to provide the responsibility of
recruitment to that external agency. Kasper never disagreed with this before, however, this time,
Kasper denied to Karen. Kasper told Karen that they would be recruiting from offline university
campuses. Karen did not understand what the CEO was trying to convey. Adidas recruits college

12BUSINESS SOCIETY AND THE PLANET
students as freshers for their subsidiaries and branches in different countries. However, for the
posts in headquarter in Herzogenaurach, recruiting from university, would be a risky step.
Kasper added that Adidas would be recruiting from private universities and Adidas would charge
money from universities for giving placements. Karen got flabbergasted as he did not have any
idea what Kasper was trying to make out. Adidas is a world-famous organisation and they
needed experienced employees for headquarter. New universities pass out students would not
fulfil the demands of Adidas. Private management universities in Germany have been facing the
issue that they cannot give placements to the students. Karen thought that Kasper might have
talked to universities about employees’ recruitment in Adidas. Karen also thought private
universities might have offered money to Kasper and that is why Kasper talked like this.
Karen could not understand what he should do now as Kasper is the CEO of Adidas and
senior to him. Karen had to listen to him, however, Karen’s heart revolted to the decision of
Kasper. Karen was asked to do something that he feels would violate the values of the
organisation. Karen also observed Kasper before that he had been violating the policies of an
organisation like deceiving investors and overlooking safety defects in manufacturing of the
products. In previous occasions, Karen had observed that Kasper wanted to profit by taking risks
and by following unethical works. This time, Kasper was asking to show favouritism to the
university students who just passed out. Kasper was asked to recruit the students through offline
mode that means this recruitment would be done unofficially. This kind of favouritism is
unethical. Life experiences that shaped Karen values did not allow him to do such nasty work. It
would be unethical and it would be harmful to Adidas also. This recruitment may bring two
types of issues, first, the news may get leaked and new employees may not be competent for the
organisation. Karen perceived himself as an introvert in nature and he could write well instead of

13BUSINESS SOCIETY AND THE PLANET
the eloquent speaker. On the other side, Kasper was could deliver a great speech and Kasper
asked Karen not to discuss this recruitment with anyone. Karen could not understand what he
would do now; however, he was in the HR management post more time than Kasper. Karen was
thinking about taking the risks to speak against Kasper. Karen was thinking about to share the
fraudulent mentality of Kasper in front of all. Karen also thought about his loss of a job because
of this incident. Karen needed financial security also and he did not want to find alternative
employment right now. Kasper also offered Karen a percentage of money if Karen accepted the
recruitment mode from the university. The working culture of Adidas brings creativity and
teamwork; it does not suit the offering of Kasper. Favouritism during the recruitment is strictly
opposite what Adidas holds. Kasper shows different outside where he avers that Adidas needs
such a workplace where collaborative work would be the only aim. Karen had only two choices,
either follows Kasper or revolts against him.
Script development:
Characters:
CEO of Adidas: Kasper Rorsted
HR Manager of Adidas: Karen Perkin
HR Professional: James City (Aged around 35)
Private University member: Elena Gomez (Aged around 45)
Location:
Conference room in Adidas head office in Herzogenaurach

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Time: Around 1 pm
Situation:
All four characters are sitting inside the conference room and four are sitting in their respective
chairs. There are 10 chairs in the conference room and a giant table. Some of the chairs are
vacant and Kasper Rorsted and Elena Gomez are sitting side by side. The meeting is just going to
start and Karen Perkin's face is not happy at all as if he is thinking something in a grave way.
The CEO of Kasper Rorsted breaks the silence.
Kasper Rorsted: Hello everyone. Today we are going to discuss our contract with private
universities. We are going to sign a contract for which we would be recruiting the fresh pass out
students in an off-campus way. Private universities will pay a sum of money if we are agreed to
this offer. I think Adidas will get the benefit for this as we are going to have new and fresh
employees and monetary benefits as well. Our HR manager Karen will help this to recruit new
employees from private universities.
Karen Perkin: But Sir, we have some Code of Practices and we have to follow this. In Adidas,
we never recruited from private universities in an off-campus way. I think it is unethical as it
does provide justice to other eligible candidates. Private universities' students are fresher and
they do not have maximum experiences to work in the head office of Adidas. We need
experienced employees who can handle the huge pressure of work and can communicate
subsidiaries and branches across the world.

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Kasper Rorsted: Karen, I think this contract will be beneficial for the organisation as it provides
a monetary advantage to the organisation. This added value will be beneficial for Adidas and
private universities' students can bring new ideas to the organisation.
Karen Perkin: Then, why don't we follow the on-campus process? It would be more ethical and
we can hire the best from the universities?
Elena Gomez: Look, Karen, we shall charge extra money to the students who will be enthusiastic
for the off-campus interview process in Adidas.
Karen Perkin: That would be completely unethical and it promotes the concept of favouritism.
Favouritism, cronyism and nepotism are completely banned according to the values of Adidas.
We always focus values on each step we take. The existent employees, future deserving
candidates, management, customers of the products, the employees from other subsidiaries will
be affected by this decision. Incompetent employees will get the benefits and overall, the brand
image of Adidas will be harmed.
Elena Gomez (In gruff voice): Don’t worry, students of Private universities are all deserving and
Kasper sir does not have any issue with the decision. James, you are another HR professional in
the company, can’t you persuade Karen?
James City: I have already talked to Karen, but Karen is stick to his decision. He wants to hire
employees in a transparent way and he thinks that would help the organisation to meet the
objectives.
Karen Perkin: Adidas follows the culture of honesty, respect, responsibility, fairness and
compassion of the employees. Doing ‘good’ is often based on our values, perceptions and rules.

16BUSINESS SOCIETY AND THE PLANET
Kasper Rorsted: Reasons for following ‘less than ethical’ are definitely related to the more
immediate circumstances. Here, if we agree on the proposal of Private University committee, we
will get a contract of having a good sum of money in a frequent basis. Additionally, we will get
new staffs through this contract.
Karen Perkin (in confident voice): Since childhood, I have trained myself in a way that I will
follow my values despite the opposing pressure. Here, the ethical dilemma is that should we
advertise favouritism in such a way where less than deserving candidates will get the chance to
get the job.
Elena Gomez: We know, it is quite opposite the Utilitarian Duty Based concept where we
promote the decisions and actions based on the choice. Karen, you have the responsibility to
recruit the employees and you just need to follow the instruction of your CEO.
James City (in suggesting tone): Karen, we have to follow our basic duties of determining the
need of new employee and we have to look for the right employees. We need to create an
application process and interview process for the recruitment. If we follow the contract, we don’t
need to make all the process of recruitment. We just need to arrange the job training and
employee development. Keeping good employees within the organisation is our only motto and
we can develop the private universities’ students as our own.
Karen Perkin: It is not illegal always as it depends on why the candidates are being favoured.
Here, we are doing this because of money and it does not associate with harassment or
discrimination. I always believe that having skilled workplace is a blessing for the organisation
and in a difficult situation; skilled and experienced employees help to increase the productivity.

17BUSINESS SOCIETY AND THE PLANET
Kasper Rorsted (disgustedly): Hiring the right people that fit to the organisation is your sole aim
and I can understand this. I am your senior and listening to the seniors is also a duty. You can
understand that it is not altogether unethical if we make a contract with Private University
Committee. You can think such a way that we are giving the chance to the unemployed students
with a job opportunity.
Karen Perkin (in a firm tone): We can do this easily if we recruit these people to the subsidiaries
and branches. For the head office, this decision can backfire. In headquarter, we need people
who are experienced in their field and they must be acquainted with the work culture also.
Adidas is a world-famous organisation and hiring such people would make the situation worse.
Employers need to pay particular attention towards bringing the best talent. In recent statistics, it
is clear that 34% of the organisations in Europe follow the nepotism in recruitment and selection
and we should not promote this practice.
James City: We can show a false assessment test and from there we can choose our favourites!
Candidates’ qualifications and Private University Committee’s decision will be judged to recruit
the people.
Kasper Rorsted: We can remove the interview system from the recruitment process in selecting
the off-campus employees. We can direct recruit the people from our choice by starting a ‘fake’
test.
Karen Perkin (astonishingly): Being a CEO of an internationally famous organisation, you can
say this. Monetary benefit is always not the solution. We have to judge the candidates' skills and
capabilities. It is very much needed to bring the right people at the right place. We should follow

18BUSINESS SOCIETY AND THE PLANET
the traditional recruitment and selection test banning the favouritism and nepotism in the system.
Organisations must hire the people whom they think will take a place in the organisation.
Elena Gomez (in disgust): Stop arguing. Implementing multi-stage interviews would be difficult
for you people and it makes the process complex. I can recommend that you can take a test and
you can recruit the people from this.
Karen Perkin (in an angry tone): Who are you to recommend? I'm the HR manager of the
organisation and I have a team to recruit and select the people. I don't think it is a rational
decision to sign your contract paper. Good staffing is very much needed for our organisation so
that we can fulfil our goal. Sir, (pointed to Kasper) we should follow the traditional recruitment
process and I take the sole responsibility to give you the best employees who can ensure the best
work. I will set a training team for the newly recruited candidates for induction so that they can
understand their job role. Finding the ideal hire in this will be cost-effective for the organisation.
Kasper Rorsted: Are you sure, Karen? Should we say no to Elena Gomez?
James City: Karen, think about this twice.
Karen Perkin: We shall advertise on the specific requirement and I myself will make the person
specification and job description. I will add the necessary skills about the new candidates and in
the screening process, we will give the responsibility to the panel to select the right decision. It is
very much important that we go through the selection heavily to allow the candidates to
understand vision and mission of Adidas. The students of private universities cannot be the good
choice for the organisation as they are new and they would be hired in an off-campus way.
Therefore, it suggests that these students do not get the job in an ethical way.

19BUSINESS SOCIETY AND THE PLANET
Kasper Rorsted (in convincing tone): Hiring responsibly is needed for Adidas as competent
employees can make the organisation profitable. It is associated with the reputation of the
organisation Adidas and core values of the organisation is honesty. I am sorry Elena Gomez; we
cannot accept your contract (standing up). At first, I was convinced that monetary benefit is
needed for the organisation as recruitment process is not vital.
Karen Perkin: Thank you, sir; finally can I make you understand my point of view. Always, we
have two choices in our hands; we have to select which one is ethical. Our heart always follows
the good and moral supports come from this.
(Each one of them exits from the conference room)

20BUSINESS SOCIETY AND THE PLANET
Reference List
Adidas Environmental approach. (2018). Retrieved 14 January 2018, from https://www.adidas-
group.com/en/sustainability/compliance/environmental-approach/
Adidas Social Responsibility (2018). Retrieved 14 January 2018, from https://www.adidas-
group.com/media/filer_public
Ağan, Y., Kuzey, C., Acar, M. F., & Açıkgöz, A. (2016). The relationships between corporate
social responsibility, environmental supplier development, and firm
performance. Journal of Cleaner Production, 112, 1872-1881.
Buckler, S. (2017). Imagined Communities Incorporated: Corporate Social Responsibility and
Value Creation in a Globalised World. In Corporate Social Responsibility, pp. 3-22
Caridi, M., Moretto, A., Perego, A., & Tumino, A. (2014). The benefits of supply chain
visibility: A value assessment model. International Journal of Production
Economics, 151, 1-19.
Lu, X., Liu, H. W., & Rahman, M. (2017). The impact of corporate social responsibility on
customer loyalty: a case of Nike and Adidas in China. Strategic Change. 3(3), 23-34
Parsa, H. G., Lord, K. R., Putrevu, S., & Kreeger, J. (2015). Corporate social and environmental
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services, 22, 250-260.

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Suliman, A. M., Al-Khatib, H. T., & Thomas, S. E. (2016). Corporate Social
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Uhrich, S., Koenigstorfer, J., & Groeppel-Klein, A. (2014). Leveraging sponsorship with
corporate social responsibility. Journal of Business Research, 67(9), 2023-2029.
Zadek, S. (2004). The path to corporate responsibility. Harvard business review, 82(12), 23-34.

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Bibliography
Adidas Environmental approach. (2018). Retrieved 14 January 2018, from https://www.adidas-
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Adidas Social Responsibility (2018). Retrieved 14 January 2018, from https://www.adidas-
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Ağan, Y., Kuzey, C., Acar, M. F., & Açıkgöz, A. (2016). The relationships between corporate
social responsibility, environmental supplier development, and firm
performance. Journal of Cleaner Production, 112, 1872-1881.
Buckler, S. (2017). Imagined Communities Incorporated: Corporate Social Responsibility and
Value Creation in a Globalised World. In Corporate Social Responsibility, pp. 3-22
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