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Essay / Research Paper Abstract
A 21 page paper discussing Dow Chemical’s approach to responsible behavior. The common view of behaving responsibly is that such behavior is admirable but is not cost effective. Dow Chemical officially takes the opposite view. As a matter of corporate policy, Dow Chemical conducts its business within the framework provided by the Triple Bottom Line (TBL) business model that addresses not on the financial bottom line, but also those areas of corporate social responsibility and long-term sustainability. In cost issues, Dow’s perspective that avoidance of the unnecessary costs of cleanup or damage control in the long run is more costly than is avoiding these problems completely. The paper uses Dow’s response to the phase-out of 1,1,1 trichloroethane with creating responsible new business opportunities designed to identify and create alternatives. The paper also discusses regression analysis and cost-benefit analysis theory. Bibliography lists 12 sources.
Page Count:
21 pages (~225 words per page)
File: CC6_KSmgmtDowTBL.rtf
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Unformatted sample text from the term paper:
The common view of behaving responsibly is that such behavior is admirable but is not cost effective. Dow Chemical officially takes the opposite view. As a
matter of corporate policy, Dow Chemical conducts its business within the framework provided by the Triple Bottom Line (TBL) business model that addresses not on the financial bottom line, but
also those areas of corporate social responsibility and long-term sustainability. In cost issues, Dows perspective that avoidance of the unnecessary costs of cleanup or damage control (i.e., Dow Consumers
breast implants or Union Carbides Bhopal disaster) in the long run is more costly than is avoiding these problems completely. Hypotheses to be
tested here are that (1) TBL is more cost effective than recovery and repair; and (2) less attention to immediate quarterly results can be preferable in favor of long-term
growth and sustainability. Current Business Results Dow Chemicals merger with Union Carbide and subsequent acquisition of several smaller chemical companies ultimately resulted in
creating in Dow Chemical the worlds largest chemical company. The merger with Union Carbide was announced in 1999 but was not finalized until late in 2001 because of requirements
established by the Federal Trade Commission (FTC) in first divesting other businesses before the FTC would give final approval for the merger to occur. The FTCs intention was that
the chemical industry could remain competitive after the merger of Dow and its largest competitor; Dow sought the increased revenues and operational cost savings of combining the two companies efforts.
In 1999, Dow Chemical already was a strong multinational enterprise involved in developing and manufacturing "a portfolio of chemical, plastic and agricultural products
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