Are Americans working too much?

With many people currently enjoying or looking forward to their summer holidays it is sobering to consider some of the differences in expectation that workers in different countries will have about how much paid time off they can enjoy. Statutory minimum leave varies enormously by country, from zero days in the US, through to 5 working days in China, 10 working days in Canada, and all the way up to 25 working days plus public holidays in countries like Denmark and Norway. Of course, variations in legislated minimums give plenty of scope for more explicit CSR type policies in low-regulation countries such as the US, but even looking at the average leave taken across countries, Scandinavia and most of Europe far outpace North America. Sure, a lot of the talk now is about Americans not having enough jobs, but another way of looking at it is maybe some Americans are simply working too much.

We have been interested in debates about working hours, flexible work arrangements, forced overtime and the like for some time. In the first two editions of our Business Ethics textbook we included cases on young professionals and excessive working hours.  In the most recent 3rd edition, this changed to a case about forced labor, which is a related but quite different issue. These are complicated problems, especially when much of the excessive hours worked by professionals is, in principle, voluntary. Even in sweatshops, some argue that workers choose to work long hours for low pay, because it is better than the alternative - which is no job and no pay.

Anyway, arriving in the inbox today was a nice infographic from onlinemba.com, the fruits of whose labors we've featured before in our survey of the best and worst corporate responsibility infographics. It tells an interesting, and well documented, story of the problems of excessive working hours in the US. We're not sure the call for a return of a 40 hour week will be heeded in the current climate, but it certainly helps start an important conversation. And with many in the CSR world apparently uninterested in working hours in the developed world as a relevant topic, it provides a decent business case for changing that perspective.




Infographic source: OnlineMBA.com
Photo by LaPrimaDonna. Reproduced under Creative Commons Licence

The Scandinavian Cooperative Advantage

Today we have another of our guest bloggers taking a turn on the Crane and Matten blog. Robert Strand from  Copenhagen Business School sets out why he thinks there's a distinctly Scandinavian approach to corporate social responsibility (CSR).

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I had the pleasure of spending time with Andy Crane during his recent visits to the Copenhagen Business School Centre for CSR, where I am pursing my Ph.D.  Andy asked if I would share a few words about the Scandinavian approach to CSR- a topic I find so interesting that I was compelled to leave my cushy corporate job in the US to move to the heart of Scandinavia and return to the days of being a poor student.


First off, why study CSR in Scandinavia?  Well, for one, by pretty much any measure Scandinavia leads the world in strong CSR performances.  Gather up a suite of your favorite CSR indices and you are sure to find a disproportionate amount of Scandinavian companies at the top.  And given that humility is highly valued here, this is not likely the result of crafty Scandinavian spin-doctors.


So why does Scandinavia lead in CSR?  Stereotypes are a real time-saver, so allow me to indulge in a few.  It seems to be part of the Scandinavian cultural DNA for business leaders to encourage the “feminine” activities of collaboration, participation, and demonstrate far more humility than what I was accustomed to in US industry where the masculine John Wayne type was more likely to be hero-worshipped.  Here in Scandinavia, conflict is considered best solved through negotiation and compromise and as a result Scandinavian companies have built trusting partnerships with NGO’s, government agencies, and even competitors to address common social and environmental challenges.  This has led to a “Scandinavian Cooperative Advantage” (Strand 2009) that I believe will prove to be a long-term competitive advantage for the region in the face of increasingly complex social and environmental challenges that companies cannot solve alone.

IKEA offers a good example of the Scandinavian Cooperative Advantage in practice.  At a going rate of about $10 for a pint of beer, Scandinavia is not exactly a prime place to manufacture low-priced furniture.  So IKEA sources from low cost regions, which exposes them to a host of social and environmental challenges not typically known within the friendly confines of Scandinavia.  Child labor poses a particularly complex challenge, and IKEA recognized that it did not possess the competencies to deal with this alone (which took a bit of humility, don’t you think?).  Therefore IKEA formed partnerships with UNICEF and Save the Children where in collaboration with these NGO’s, the suppliers, and local communities it was determined that in most cases the children’s best interest would be served if they could continue to work for IKEA’s suppliers, however at reduced hours and with access to schools that they previously did not have. A hasty pullout by IKEA in the face of consumer boycott threats could make the situation worse for the children who may be forced into alternative forms of generating money, including prostitution.Thus as a result of IKEA’s willingness to collaborate, these children are better off and IKEA enjoys a more stable supply chain and has credible partners in UNICEF and Save the Children to vouch on its behalf in the face of consumer boycott threats.

What’s that? Oh, you noticed that I repeatedly plugged my own expression “Scandinavian Cooperative Advantage” in a shameless act of self-promotion. Keep in mind - I’m an American, not a humble Scandinavian.

You can contact Robert at rs.ikl@cbs.dk. Check out his article in the Journal of Business Ethics: Strand, R. 2009. Corporate Responsibility in Scandinavian Supply Chains.  Journal of Business Ethics.  Volume 85, Supplement 1, pp. 179-185.