Doing well by doing good—case study: ‘Fair & Lovely’ whitening cream
dc.contributor.author | Karnani, Aneel G. | en_US |
dc.date.accessioned | 2007-12-04T18:27:00Z | |
dc.date.available | 2009-01-07T20:01:17Z | en_US |
dc.date.issued | 2007-12 | en_US |
dc.identifier.citation | Karnani, Aneel (2007). "Doing well by doing good—case study: ‘Fair & Lovely’ whitening cream." Strategic Management Journal 28(13): 1351-1357. <http://hdl.handle.net/2027.42/57340> | en_US |
dc.identifier.issn | 0143-2095 | en_US |
dc.identifier.issn | 1097-0266 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/57340 | |
dc.description.abstract | According to the ‘doing well by doing good’ proposition, firms have a corporate social responsibility to achieve some larger social goals, and can do so without a financial sacrifice. This research note empirically examines this proposition by studying in depth the case of ‘Fair & Lovely,’ a skin whitening cream marketed by Unilever in many countries in Asia and Africa, and, in particular, India. Fair & Lovely is indeed doing well; it is a profitable and fast-growing brand. It is, however, not doing good, and I demonstrate its negative implications for public welfare. I conclude with thoughts on how to reconcile this divergence between private profits and public welfare. Copyright © 2007 John Wiley & Sons, Ltd. | en_US |
dc.format.extent | 93470 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.publisher | John Wiley & Sons, Ltd. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | Doing well by doing good—case study: ‘Fair & Lovely’ whitening cream | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Business (General) | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbsecondlevel | Film and Video Studies | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbsecondlevel | Urban Planning | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Arts | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Stephen M. Ross School of Business, University of Michigan, Ann Arbor, Michigan, U.S.A. ; Stephen M. Ross School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/57340/1/645_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/smj.645 | en_US |
dc.identifier.source | Strategic Management Journal | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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