ABSTRACT
Katherine Shepard, social responsibility manager at New Balance, understood
that New Balance faced new challenges in terms of corporate social responsibility
(CSR):1 how to maintain its social responsibility culture when acquiring new brands,
how to become more transparent and thus increase stakeholder trust and support
and how to position itself as a responsible leader in the industry to obtain business
benefits without having to “chase” peers, as Nike and Timberland. She was struggling
with some issues due to her intimate familiarity with the company, and she recog-
nized its high potential and the changing operating environment for business.
Shepard also knew that New Balance needed someone outside the company to
look at the current level of CSR management and performance and provide an
independent and credible evaluation and list of recommendations. The Boston
College Center for Corporate Citizenship (BCCCC)2 came to mind as it was an
organization with which New Balance was familiar and comfortable.
