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(Revised from original 2004 version)
Timberland: Commerce and Justice
When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he pursued a strategy in which commerce and justice were "inextricably linked." Community involvement, environmental management, and global labor standards became not addenda to the commercial strategy, but integral parts of it. Spanning more than 10 years of Swartz's innovative leadership, this case presents a well-developed, value-centric business in which management faces two emerging challenges: how to measure the impact of its social justice activities and how to export its values-based strategy abroad. Focuses on strategic management of a corporate social responsibility (CSR) program. The development of Timberland's innovative commerce and justice strategy sheds light on ways in which strategic alignment can provide energy, synergy, and resources critical to developing a successful CSR program within a for-profit company.
Keywords: Business Model;
Innovation and Invention;
Corporate Social Responsibility and Impact;
Austin, James E., Herman B. Leonard, and James Quinn. "Timberland: Commerce and Justice." Harvard Business School Case 305-002, December 2004. (Revised from original July 2004 version.)