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Nike's Continued Innovation in Sports Products and Emerging Technologies Case Study

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Nike's Continued Innovation in Sports Products and Emerging Technologies Case Study

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Nike is the most famous and branded company in the world. It always provides new and updated products like bags, bats, gloves, sports balls, socks, digital devices and eyewear etc. Nike Company keeps trying to bring all new products for every generation for example young and older men and women and kids. 

2. Discussion

2.1. CSR integration into the business strategy of Nike

Nike Company always intends to enhance its market internationally. This company's main aim is to try their company continuously grow up. Nike's importance on corporate social responsibility and always try to prepare how to add CSR into their organizational strategy. CSR is the main tool for growing Nike's business performance in the world (Siltaloppi et al. 2021). The cultivation of external legitimacy is enabled for CSR some problems with CSR such as a peripheral approach. The company tries to; however, insightful conceptual studies have a limited understanding of the management of CSR during the strategies. The corporations are expected to Nike's social and environmental performance as a standard (Anagnostopoulos, 2022). CSR of Nike's corporate governance program wants to prepare a healthful and liberal work environment for all workers. 2020-2021 Nike is preparing 5 years target for organizing more diversity in their human resources and adding a target idea for representation of race and representation of females and juvenility in their corporate crew by 2025. Nike supports precinct programs, it invests 100$ million in girls (Salvioni and Gennari, 2019). The competitive strategies of multinationals when depending on global brands' corporate social resources offer insurance against management lapses. The CSR brand's insurance premiums are paid by the leader of organization-wide commitment.

Impact of CSR on the trading strategy of Nike

The positive impact of CSR on strategy

The CSR targets and measures represent the reports of the brand's public commitment and total view of the company's long-term goals to meet the expectations of stakeholders and align with business properties. Reducing the use of resources helps to the saving of money and the environment, to take some simple actions then capable to utility statements and complete savings for the business (Chen et al. 2018). In addition, being a responsible and sustainable business makes it easy to admit new workers and hold current ones. Workers are inspired by the company and maybe stay longer with this company.

Moreover, to become a reputation and responsible business, a corporate sociable business can help, which can in arch guide to competitive benefit. Societies' consciousness of the impacts of personal manners has grown with advanced awareness of environmental and societal matters such as international warming and human liberties.

Negative impact

The negative impact of CSR on a strategy is that its values fall dispelled in small businesses. The beachfront of CSR can be an impediment, actually for more extensive companies. The manager forsakes the company and returns acceptance of some benefits to society may hope to mislay his job and be returned to an individual for whom profit is emphasized. Generally, the immediate purpose of any trade establishment is to assemble better profits. “Corporate Social Responsibility” mainly mandates that firms maintain the appeals of the “individuals into contemplation”. This may compel a variance in the trade targets of the enterprise while determining meaningful alternatives. For instance, the decision about whether to buy a product or material that is valuable for the trade needs; however, such kind of purchasing might damage the local area or climate (Kim et al. 2018). Greenwashing is a period utilized described corporate practices that seem to be environmentally liable without even conveying different changes in how a company operates in business. For example, an outcome may be marked as, "All Uncultivated". A company's administration has a fiduciary responsibility to its shareholders, and CSR now fights this, since the commitment of managers to shareholders is to maximize gains. Controvertible economic reporting, excessive director compensation and helpless general contracts disabled customer and investor confidence and reignited the discussion about whose stake the business should conform. 

Conclusion

It can be concluded that Nike tries to continue growing as usual other companies, day by day this company launches new products like sports items, bags, kids' wear, etc. Nike is having a positive impact on the world with their updating products. CSR assumes many associations as a part of the corporate system. CSR is the development process inside an institution. There are companies hopping phases of the standard because they have to react to a problem and businesses that have CSR in their civilization from the origin.

References

Journals

Anagnostopoulos, C., 2022. COVID-19 and Sport-Related Corporate Social Responsibility. In Routledge Handbook of Sport and COVID-19 (pp. 283-290). Routledge.

Chen, C.J., Guo, R.S., Hsiao, Y.C. and Chen, K.L., 2018. How business strategy in non-financial firms moderates the curvilinear effects of corporate social responsibility and irresponsibility on corporate financial performance. Journal of Business Research92, pp.154-167.

Kim, K.H., Kim, M. and Qian, C., 2018. Effects of corporate social responsibility on corporate financial performance: A competitive-action perspective. Journal of Management44(3), pp.1097-1118.

Salvioni, D.M. and Gennari, F., 2019. Stakeholder perspective of corporate governance and CSR committees. Salvioni, DM & Gennari F.(2019). Stakeholder Perspective of Corporate Governance and CSR Committees, Symphonya. Emerging Issues in Management (symphonya. unicusano. it)1, pp.28-39.

Siltaloppi, J., Rajala, R. and Hietala, H., 2021. Integrating CSR with business strategy: a tension management perspective. Journal of Business Ethics174(3), pp.507-527.

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