Nike Inc Developing an Effective Public Relations

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rights than the distancing of Nike from the suppliers, Nike's Corporate Responsibility teams realized that paying the role of a corporate citizen not responsible for their supply chains was only going to make matters worse over time (DeTienne, Lewis, 359). Instead of incrementally creating programs that sought to bridge the gap in both critics and the publics' trust that Nike was indeed concerned about unethical and immoral practices in their supply chain, Nike should have immediately moved to ban any supplier caught in a violation. Nike however took years to get to this point, further fueling the need for even more expensive audits and independent monitoring and inviting more investigations over time.
The invitation to Andrew Young appears patronizing and seems like yet another stop-gap measure. In the end the Corporate Responsibility team fails to get on top of this crisis through actions that support

their contention they are justified by taking an arms-length approach to solving it.

Wall Street Journal News

Why have Nike's attempts to date to address its critics been unsuccessful?

Economics - International Trade Term

Nike creates a governance framework and adequately defines it yet does not bring it to fruition through to Nike itself, as it continues to push the responsibility of compliance down on suppliers. The company

Negotations

still has not shown that they are capable of taking ownership of the program at the senior management

Business - Case Studies Term Paper / 6

level. Third, the company's initial reaction was one of saying their suppliers, not themselves, needed to

pages

continued execution (Nadvi, 324, 325). This governance framework is also devoid of any accountability

be reprimanded. It is important to keep in mind that during this same time period Hewlett-Packard had defined a Code of Conduct and…...

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