Nike is an internationally recognized American brand of athletic equipment, apparel and
footwear. The company was founded by the athlete Philip Knight in !"# and has its headquarters in $regon. Nike products are manufactured by independent contractors and are a%ailable in &' countries the world o%er (Nike )nc*. Nike has around !'' suppliers in ++ countries in ,astern ,urope, -entral America and Asia. Product de%elopment and marketing is done at the headquarters while subcontracting of product manufacturing to factories is being done since !.. (Tulder, /wart, 0''"*. At present there are more than 1.,''' employees working for Nike in different locations around the world (People 2 -ulture*. The past decade saw Nike3s name associated with one scandal or the other which has ad%ersely affected its reputation as well as the profits. Controversies faced by Nike The a%ailability of skilled yet cheap labor in Asian countries such as -hina has caught the attention of a number of brands and they ha%e established manufacturing units here to cut the cost of production. Nike too has subcontracted the manufacturing of its products to factories in -hina, 4ietnam and )ndonesia (5errell et al, 0'0*. )n the early nineties howe%er the stories of the e6ploitation of Asian workers for monetary gains by Nike shocked the world. 7iring of underage employees, poor working conditions and poorer pay scales of Asian workers were the main accusations hurled at Nike. The workers complained of %erbal (frequent* and physical abuse by the super%isors and long working hours for little o%ertime. The condition in the )ndonesian factories was worse as the company that pays a king3s ransom to celebrities such as 8ichael 9ordan, Andre Agassi, Tiger :oods, 8onica ;eles etc (<eder, 0''0* did not e%en pay minimum wages to its workers (5errell et al, 0'0*. Another allegation against Nike was the use of hazardous adhesi%e called toluene in the manufacturing of shoes which had detrimental effect on the health of the workers. ,n%ironmental pollution and usage of considerable amount of energy were other charges Nike faced (5errell et al ,0'0*. Nike tried to get out of this ugly situation with the claims that =it was >ust the buyer? but this claim was dismissed as a lame e6cuse and Nike was forced to accept responsibilities of whate%er happened in the factories because being the retailer, it made the ma6imum profit (Tulder, /wart, 0''"*. )n the beginning Nike refused to accept the accusations and e%en withdrew its sponsorship to some uni%ersities which openly criticized the inhuman practices carried out in the factories but later under the pressure of its stakeholders Nike acti%ely demonstrated its corporate responsibilities (@arcia, 0'0*. Nike adopts Corporate Social Responsibilities The contro%ersies brought a bad name to the company and business suffered as share price fell, sales declined and uni%ersities cancelled sponsorships. Nike took immediate action to repair the damage done by implementing a code of conduct and making it compulsory for all suppliers to follow it. )t also started monitoring the working conditions in the factories along with @lobal Alliance. Nike became a member of the Apparel )ndustry PartnershipA a >oint %enture between human rights groups and companies formed under the -linton administration to chalk out a code of conduct to be followed by industries (:ilsey, Bichtig, n.d*. To impro%e the working conditions at the factories it first of all completely prohibited the use of toluene. )t increased the wages of the factory workers in )ndonesia and set it higher than that fi6ed by the go%ernment, child labor was banned and it was mandatory for the employees to be at least . years old to be employeed in the shoe factories and " years old for employment in apparel factories (:ilsey, Bichtig, n.d*. Nike also launched an e6tensi%e public relations campaign to promote itself as a responsible corporation of the society. To fulfill its corporate social responsibility Nike introduced the 8icro ,nterprise Boan Program in countries like )ndia, Pakistan and )ndonesia, Thailand and 4ietnam where unemployed women were offered loans to start small businesses (:ilsey, Bichtig, n.d*. Through this act the company intended to help women supplement the family income and contribute positi%ely towards the de%elopment of the community. The company also decided to educate its workers by offering educational programs such as middle school and high school equi%alency courses within the factory premises. The workers could attend these free classes in their nonCworking hours and those workers who successfully completed the course were to be rewarded with an increase in wages. Nike also offered the nonCgo%ernment organizations (N@$s* to %isit the factories inspect them and make the findings public. )t e%en hired Andrew Doung a former mayor of Atlanta and a strict opponent of child labor and sweatshop practices to %isit its factories in -hina, 4ietnam and )ndonesia and a compile a report of the reforms done by Nike. The report was later made public (-arroll, <uchholtz, 0''.*. Through these reforms Nike tried to undo the damage it had done. Although the company3s intentions were noble, some of the reforms lacked feasibility also Nike a%oided two important issues that of minimum wages and underage employees. Nike3s educational program was flawed because family obligations forced the factory workers to work o%erCtime thus lea%ing little and in some cases no time at all to a%ail the free educational courses offered by the company. The program was more suited to the needs of the office workers instead of those working in the factory. )f Nike is committed to educate its workers, it should first find a solution for the o%ertime work being done. Although Nike offered the N@$s to inspect its factories and make their findings public, there was a limit to the information Nike was willing to share. The report by Andrew Doung was also considered biased by some critics (-arroll, <uchholtz, 0''.*. Nike failed to address the issues of minimum wages and child labor properly. )t claimed that cost of li%ing %aried from country to country and thus a minimum wages bar was difficult to establish. )t also argued that in order to attract foreign in%estment the go%ernment of some countries set the minimum wages slab quite low (:ilsey, Bichtig, n.d*. Although the company set the least age of employees to be " years, it hired # year old employees in countries where children aged fourteen are allowed to work in factories (:ilsey, Bichtig, n.d*.. To combat the en%ironmental pollution caused by the factories, Nike has started to recycle its products. )n the 0'' 5ootball :orld -up in ;outh Africa it introduced recycled shirts and claimed that it sa%ed more than ++',''' pounds of polyester from being wasted (5errell et al, 0'0*. Nike and its Stakeholders Nike was under intense pressure from stakeholders to take concrete steps to address unethical labor practices in its supply chain (@arcia,0'0*. Through its efforts to bring about a positi%e change in the society, Nike has gradually impro%ed its image and has got into the good books of many including its stakeholders. The main stakeholders of Nike are the suppliers, the N@$s, employees and consumers although it has mentioned management, en%ironment and community to be its main stakeholders in its -ode of -onduct (:allace, 0''*. Nike is stri%ing hard to satisfy both its primary stakeholders (in%estors, partners, shareholders, employees and consumers* and secondary stake holders (communities*. Eifferent stakeholders ha%e different demands for instance primary stakeholders like shareholders, in%estors and partners are more interested in the profits while employees demand good wages and workplace satisfaction. The consumers on the other hand want %alue of their money in terms of ease of a%ailability, quality and safety of products. The progress of Nike is affected if these stakeholders ha%e complaints. The secondary stakeholders are the communities, the reputation of Nike is at stake if communities are not satisfied. 5or instance when the reports of unethical practices in the factories surfaced, most college communities cancelled their sponsorship deals with Nike. ,n%ironment is one of the most important stakeholders of Nike and the company has taken measures to protect it. )n a bid to sa%e the en%ironment, Nike achie%ed an eighteen percent decrease in its carbon emissions in 0'' as compared to that of !!. (:allace,0''*. Nike has also done work for the benefit of the global community for instance during the 0'' :orld -up it conducted an 7)4FA)E; awareness campaign to address the serious issue of 7)4FA)E;. )n 0''. it conducted a 7omeless :orld -up in 8elbourne thereby using sports as a tool to bring about social changes (:allace, 0''*. The corporate responsibilities practiced by Nike ha%e not only impro%ed its image in the society but has brought about social benefits as well as financial gains. The Counter Campaigns by Nike Nike launched a compelling counter campaign to rebuild its reputation as a company that cared for its workers and where human %alues came first. $ne of such steps was setting up of the website nikebiz.com where e%ery effort of the company especially those to empower poor women were published (:aller, -onaway, 0'*. Nike undertook an e6tensi%e stakeholder dialogue and stakeholder engagement program in order to understand their needs and demands better (5reeman et al*. Nike sent its representati%es to colleges and uni%ersities to e6plain the steps taken by the company to make the working conditions in the supplier factories better. ;tudents were in%ited to %isit the factories at the e6pense of the company to gain firsthand knowledge. Conclusion Nike the leading American brand of athletic apparel and footwear came under se%ere criticism from all corners when reports of gross unethical practices in its supplier factories. Although Nike refused to shoulder any responsibility of what was happening in its supplier factories, aggressi%e campaigns from people and human rights acti%ists including a boycott of the Nike products and the pressure from stakeholders forced the company to accept its social responsibilities. Nike then launched a series of reforms to become a good corporate citizen and has succeeded in its attempts to quite an e6tent. )t took measures to protect the en%ironment, impro%e the working conditions in its factories and pro%ided free education to its employees. )t tried to make the li%es of the people better by offering loans for small businesses to poor women. Nike3s efforts to bring about social changes indicate that it is not >ust a brand that caters to the needs of the celebrities but is also sensiti%e to the needs and rights of the underCpri%ileged. References <eder ; (0''0*, Putting the <oot )n G$nline* A%ailable at Hhttp://www.uow.edu.au/sharonb/nike.htmlI Accessed + th Apr.0'1 <usiness $%er%iewJ Nike )nc. K$nlineL A%ailable at H httpJFFwww.nikeresponsibility.comFreportFcontentFchapterFbusinessCo%er%iewI Accessed + th Apr 0'1 -arroll A.<, <uchholtz A.K (0''.*, Business & Society: Ethics and Stakeholder Management; . th ,d. ;tamfordJ M;A,-engage Bearning 5errell $.-, 5raedrich 9, 5errell B. (0'0*, Business Ethics: Ethical Decision Making and Cases; ! th ,d. ;tamfordJ M;A, -engage Bearning 5reeman ,, 7arrison 9.;, :icks A.-. (0''&*, Managing for Stakeholders: Survival, Reutation, and Success; st ,d. BondonJ ,ngland, Dale Mni%ersity Press @arcia 7.A (0'0*, Reutation managementA 0 nd ,d. BondonJ MK, Taylor and 5rancis People 2 -ultureJ Nike )nc K$nlineL A%ailable at H httpJFFwww.nikeresponsibility.comFreportFcontentFchapterFpeopleCandCcultureI Accessed # th Apr. 0'1 Tulder N.9, /wart A. %an der (0''"*, !nternational Business"society Management: #inking Cororate Resonsi$ility, st ,d. New DorkJ M;A, Noutledge :allace ; (0''*, Nike J<usiness ,thics K'nlineL A%ailable at H httpJFFwww.google.com.pkFurlOsaPt2rctP>2qPhowQ0'wellQ0'doesQ0'nikeQ0'impact Q0'uponQ0'itsQ0'societyQ0'and Q0'stakeholders2sourcePweb2cdP12cadPr>a2sqiP02%edP'-EMR5>A-2urlPhttpQ1AQ05 Q05academics.concord.eduQ05wallaces#Q05portfoilioQ05,thicsCNikeQ0+0'term Q0+0'paper.doc62eiPboleMcir88nDtAb".oEA<A2usgPA5R>-N7:$CCkgq#yC +ageE,KcbTCt8>c-RI Accessed # th Apr.0'1 :aller N, -onaway N (0'*, 5raming and -ounter 5raming the issue of -orporate social responsibility K$nlineL A%ailable at H httpJFFwww.sagepub.comFcornelissen1eF$nlineQ0'readingQ0'pdfsF:aller.pdfI Accessed # th Apr 0'1. :ilsey 8, Bichtig ;. (n.d*, The Nike -ontro%ersy K$nlineL A%ailable at H httpJFFwww.stanford.eduFclassFe0!&cFtradeSen%ironmentFwheelingFhnike.htmlI Accessed # th Apr.0'1
(International Business Collection) Beer, Lawrence A - A Strategic and Tactical Approach To Global Business Ethics, Second Edition (2015, Business Expert Press)